Embed Size (px)
Citation preview
1
The What, Why and How ofBuilding Assessments October 18, 2013
Mike Crosson, Sr. Director, VFA, Inc.Oleksa Breslawec, Sr. Project Manager, R.G. Vanderweil Engineers, LLP
2
Agenda
§ Introductions
§ What
§ Methodologies
§ Technology- central repository plus mobile technology / business intelligence
§ Why
§ How
§ Wrap Up
§ Q&A (feel free to interact throughout)
3
Agenda
§ Introductions
§ What
§ Methodologies
§ Technology- central repository plus mobile technology / business intelligence
§ Why
§ How
§ Wrap Up
§ Q&A (feel free to interact throughout)
4
The What: If it walks like a duck and quacks like a duck…
Data Gatherer Options: University and/or Third Party Organizations
Multiple Methodologies: FCA – Facility Condition AssessmentFive year only – or beyond
LCA – Life Cycle AssessmentSite / Utility assetsIntegrated Facility Assessment (incl program needs)Equipment InventoryWeb-based self-service assessment tool Data Import - existing data Modeling – for large, repetitive portfolios
Breadth of Data Options: - Deferred Maintenance- System Life Cycles / Capital Renewal- Photos - CAD Drawings- RS Means Local Costs - Sustainability / Green- Energy - Environmental
Industry Standards: e.g. Uniformat, RS Means make data credible
Data Gatherer Options: University and/or Third Party Organizations
Multiple Methodologies: FCA – Facility Condition AssessmentFive year only – or beyond
LCA – Life Cycle AssessmentSite / Utility assetsIntegrated Facility Assessment (incl program needs)Equipment InventoryWeb-based self-service assessment tool Data Import - existing data Modeling – for large, repetitive portfolios
Breadth of Data Options: - Deferred Maintenance- System Life Cycles / Capital Renewal- Photos - CAD Drawings- RS Means Local Costs - Sustainability / Green- Energy - Environmental
Industry Standards: e.g. Uniformat, RS Means make data credible
5
FCA – Prime SystemsCollect/record system life cycle (renewal) & requirements (deferred maintenance) for:
Uniformat II Systems Include:Substructure Fuel Pumps & Storage TanksSuperstructure Plumbing FixturesExterior Walls Domestic Water DistributionExterior Windows HVAC SystemsExterior Doors Heat Generating SystemsRoofing Cooling Generating SystemsPartitions Distribution SystemsInterior Doors Terminal & Package UnitsInterior Walls Controls & DistributionInterior Flooring Vertical TransportationFittings Fire SuppressionStairs Electrical Service & DistributionWall Finishes Lighting & Branch WiringFloor Finishes Communications & SecurityCeiling Finishes Fire Service WaterConveying ElectricalSteam ChillersChilled Water BoilersCompressed Air System Generators
6
Pick the right level of effort and detail for your portfolio to maximize the return on your investment
Price
Det
ail
Budgeting
Budgeting +Hot spots
Long term planning
Budgeting +Long term planningw/ Highest Detail
StatisticalModeling
Mobile technology
Systems Lifecycle Assessment
Detailed Facility Condition Assessment
ØDetailed Facility Condition Assessmentsü Systemsü Renewals Projectionsü Deficienciesü Prioritiesü Local Cost Estimates
ØSystems Lifecycle Assessmentsü Systemsü Renewals Projections
ØMobile Technologyü Guided Forms-based Empowermentü Continuity across Geography & Peopleü Manage FCA costsü Extend FCA data shelf lifeExtrapolation
GuidedForm-based“do it yourself”
ObservedSystem ProfilingReplace ValueRenewal Fcast
ObservedFull Detailw/ Deficiencies,Actions & Costs
Decision Support Software
7
Agenda
§ Introductions
§ What
§ Methodologies
§ Technology- central repository plus mobile technology / business intelligence
§ Why
§ How
§ Wrap Up
§ Q&A (feel free to interact throughout)
8
Do All The Competing Financial Pressures Ever Make You Feel Like This?
$ $
9
Sound Familiar?§ Does your funding for major maintenance and capital renewal
compete for the same funds as new buildings?
§ Do you have higher utility costs than planned?
§ Increased governmental, regulatory, and code requirements?
§ Increased need/demand for Information Technology?
10
Objective…ØMake sure that higher education intuitions:
ü avoid facility emergencies,
ü acquire sufficient capital funds,
ü accomplish the most with their capital budgets, and
ü are recognized for proactive and effective Facility Management.
Ø Leverage Qualitative Facility Asset data to know:
ü Accurate conditions of infrastructure / systems,
ü Accurate, localized repair and replacement costs,
ü Proper priorities for investment and remedial actions,
ü How to align priorities with organizational missions, objectives and constraints.
11
Opportunities for Consistent Best Practices
Ø Best Use of Limited Fundingü Do I invest or not decision support informationü Investment scenarios that make the best use of limited funding and that are aligned
with institutional mission / objectives
Ø Risk Avoidanceü Emergency vs. planned repairs and refurbishments
Ø Procurementü Bulk procurement opportunities
Ø Staffingü In-house vs. outsourced projects
12
Business Intelligence: Asset Database & Capital Budgeting You Want Rich Analytics and Decision Support
Ø Budget Planning
§ Qualitative – align with organizational objectives & constraints
§ Weight Categories in a relative manner to align Priorities w/ Organization
§ If I have “n” budget dollars, what shall we fund and what shall we defer
Ø Assets
§ Deferred Maintenance, System Lifecycles & Conditions
§ Photos, CAD Drawings, Remediation & Local Costs
§ Options – Sustainability, Energy, Environmental
13
Common Challenges & Successes
More FacilityCapital $$
Methodology & Technologyblended condition& adequacy into persuasive case
$3b bond
Equality Across 25 Campuses
Detailed FCAswith visibility todecision makers
50% ^ annual FM$
Council of Ontario Universities
University of North Carolina System
14
Results for Higher Ed
The passing of the largest higher education bond in United States history validates the critical role a technology-driven CPMS approach plays in the ability to make informed decisions regarding asset planning and the future of our facilities.
Kevin MacNaughton
(Former) Associate VP of Finance
University of North Carolina System
15
Visibility for Higher Ed
High quality, reliable data has enabled us to raise the profile of facility management and planning among university presidents, governing boards and government agencies.
Before our implementation of CPMS, deferred maintenance was an unknown term outside the physical plant departments. Now, our provincial minister is now talking about it and more importantly, understands the value of it.
Duncan Watt Vice President, Finance and AdministrationCarleton University
16
Common Challenges & Successes
Consistent means to ID, cost & prioritize backlog of maintenance
requirements, single Asset Mngt portal
3 campus, 30M SF detailed FCA,standardized budget reports, 3 locations
Defensible capital budget,used FCA data to leverage
$50M bond, ongoing assessments
University of Illinois
Establish need and value for repair, renewal & adaptation, consistent decision method
13.5M SF comprehensive FCA & analyses requirements >12 yrs,
3 locations
Strategic reduction R&R backlog, connected R&R to ops, awareness,
means to measure, monitor & benchmark facilities
University of Texas at Austin
17
Central to Higher Ed
We gain one central database of information, which we can use in budget planning and in forecasting critical construction and renovation projects.
Jack Dempsey, PhD, P.E.
Executive Director of Facilities and Services
University of Illinois at Urbana-Champaign
18
Asset Database & Capital Budgeting SolutionRich Analytics and Decision Support
§ Trade-off between Funding Levels & Facility Conditions
§ Quantitative - Time & Criticality
§ “What If” Sandbox for targeting Funding Needs Plan A
§ “On the Spot” credible comparison of alternative Plans
§ Canned & Ad-hoc reports
§ Slice & Dice Analytics
§ Dashboards – personalized data views with maps and drill-down analytics
19
Opportunities
§ You will know what you own.
§ You will know your conditions.
§ You will know how much $$ you need.
§ Given $xx budget, you will know what you should do first, next, and defer,
§ You will be able to communicate (show & tell) trends in a clear, credible, and timely manner.
§ Capital Planning
§ Do I invest or not decision support information
§ Condition Assessment (Asset and Site Infrastructure)
§ Consistent baseline across facility portfolio
§ Best Use of Limited Funding§ What do we remediate vs. defer.
§ Risk Avoidance§ Emergency vs. planned repairs and refurbishments
§ Procurement
§ Bulk procurement across multiple assets and client sites
§ Mission alignment
§ Are we truly aligning our assets and resources with institutional overarching objectives
20
Agenda
§ Introductions
§ What
§ Methodologies
§ Technology- central repository plus mobile technology / business intelligence
§ Why
§ How
§ Wrap Up
§ Q&A (feel free to interact throughout)
21
General Overview of Process for FCA – Project Fundamentals
During Site Visit
Coordination• Pre Visit Teleconferences• Points of Contact • Validate Asset List (size, use, etc)
Logistics• Personal Protection• Safety / Security• In-Brief• Schedule• Escorts
Information• Existing Information
• Studies• Drawings• Maintenance / CMMS• Budgets• Utility Data
Communications• Notify Occupants, Vendors, Maintenance• Confirm
Information• Hi/Med/Low Information• Drawings• Studies• Utility Data• Maintenance Information• PM Information
Coordination• In-Brief• Schedule• Safety / Security• Personnel
• Escorts• Maintenance• Facilities Interviews
Communications• Daily• Out-Brief
Prior to Visit
22
General Overview of Process for FCA – Map (1 of 2)
1. Strategy Session:- Mission- Goals- Constraints- Decision Process & Criteria- Data Needed- Categories & Priorities- Configuration
2. Portfolio Listing:- Location - Asset #- Name- Date Built- Floors - Gross Area, etc.
4. Detailed FCA:- Visual Inspection- ID Deficiencies- ID System Conditions
& Lifecycles- Code Compliance- ADA & Life Safety- Furniture- MEP Distribution Systems
6. Data Entry:- Deferred Maintenance- Useful Life- Code Compliance - Priority - Category Descriptions- Actions & Costs,- RS Means & Adjustment Factor- Furniture
3. Conference:- Facility Managers- Plant Maint. Mgrs.- Interviews- Existing Data & Info.- Guidelines Setting
5. Data Entry:- Database & Software- Record per Asset - Descriptions & Narratives - Systems & Major Components - History, etc.- Create Distribution Systems
Single Line Drawings
Data Entry
Deficiencies
Data Entry Assets
FCAPre
Survey Meeting
GatherBase
AssetInfo
FinalizeProject Scope
23
8. Replacement Value &Lifecycle Renewal Projections:- System Models- NIST UNIFORMAT II- Overall System Conditions - Life Cycle Costs - Current Replacement Values- Capital Renewal Forecasting
7. Import:- Photo Import- Requirements Linkage
9. Condition Benchmarking:- Assets vs. Other Facilities - Comparison
(internal & external option)- Apply FCI to each Asset- Configure FCI settings in Software
11. Assessment Reports & Deliverables:- Executive Summary- Assessment Methodology - Funding Scenarios - Capital Renewal Requirements - Summary Requirements Reports - Detailed Requirements Reports - System Impact Analysis Report
10. Funding Strategies:- Develop Funding Options- Ascertain Condition Impact- Ascertain Functionality Impact- Deferred Maintenance Calc. - Renewal Projections- Repair or Replace Analysis- Select Optimal Approach
12. Ongoing Process:- Team Data Review- Preliminary Draft Report- User Software Access
for Review & Input- Ongoing Discussion
and Update
General Overview of Process for FCA – Map (2 of 2)
ActionableBudget
Reports&
AnalysisFinancialModeling
Targeting&
FCI
SystemModels
&System
Conditions
DigitalPhotoCAD
Import
24
Define Deficiency Categorization
Priority 1 - Currently Critical (immediate – Year 1)
Conditions in this category require immediate action to:
§ Correct a cited safety hazard
§ Stop accelerated deterioration
§ Return a facility to operation
Priority 2 - Potentially Critical (Year 2):
Conditions in this category, if not corrected expeditiously, will become critical within a year:
§ Intermittent operations
§ Rapid deterioration
§ Potential life safety hazards
Priority 3 - Necessary / Not yet critical (Years 3-5)
Conditions in this category require appropriate attention to avoid:
§ Predictable deterioration
§ Potential downtime
§ Associated damage or higher costs if deferred further
Priority 4 - Recommended (Years 6-10)
§ Sensible improvement to existing conditions that are not required for the basic function of the facility
§ Overall usability improvement
§ Long-term maintenance cost reduction
Priority 5 - Contingent
§ Does not meet current codes, but is “grandfathered” in by regulations
§ No action is required at this time, but substantial work performed in the future may require correction
25
Facility Condition Index
Facility Condition Index (FCI) An industry-standard parametric
tool used to compare relative building conditions.
FCI =cost of existing requirements
current building replacement valueA B C D
0% 5% 11% 30% 50% 100%
26
Funding Scenario Analysis
§ Compare options based on the parameters you specify – years, funding level, inflation rate, etc.
3
2.7
2.4
2.1
1.8
1.5
1.2
0.9
0.6
0.3
0
.60
.54
.48
.42
.36
.30
.24
.18
.12
.06
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
Fund
ing
($M
illio
ns)
FCI
Blue: Funding requirement to maintain a constant FCIGreen: Impact on Facilities Condition Index with level funding over 20 years
Red: Funding needed to reduce FCI to 10% and then maintaining it
27
Prioritization – Budget Ranking§ Prioritize all needs based on organizational objectives§ Produce multi-year budgets
Time Criticality
Category of Issue
Building System
Building Use
BuildingCondition
28
Integrated Facility Assessment (IFA)§ IFA ~ Integrated Facility Condition Assessment
§ A single document that provides a holistic, long term view of the entire physical plant, while also identifying the specific and immediate needs of each program.
29
Facilities Questions We Ask Ourselves…§ Info Every Facilities Organization Needs to Have:
§ What is the replacement value of our facilities?
§ What is our deferred maintenance backlog?
§ What is the condition of our facilities?
§ What are the various “what if” cost scenarios for improving our facilities to an acceptable condition level. (What is acceptable?)
30
Program Questions We Ask Others…§ Program Questions That Often Go Unanswered:
§ What are the future programming requirements in a given building?
§ How do these requirements impact ouridentified/planned deferred maintenance?
§ What are the current code implications of these programming decisions?
§ What do we know about hazardous materials?
§ Security?
§ Information Technology?
31
IFA vs. Traditional Facilities Matrices§ PROGRAM!
§ Program Examples:
§ Office Renovations
§ Revitalization of a Student Activities Center
§ Major Renovation of a Science Bldg
§ The (ever) changing Program Vision impacts the usage and efficiency of a facility as well as how the space is managed!
32
The IFA goes well beyond Deferred Maintenance; it attempts to quantify the major infrastructure categories
that comprise an overall facility need:
µ Deferred Maintenance § PROGRAM REQUIREMENTS (Current & Future) for Academic, Health Care, Student Life, Research Areas§ Life Safety/Code Compliance
§ ADA (Accessibility)
§ Hazardous Materials
§ Information Technology (IT)
§ Security
Looking Beyond Deferred Maintenance
Facilities: Others:
33
Identifying The TOTAL NEED§ TOTAL NEED ~ the sum of all known Deferred Maintenance items
PLUS all defined Program Requirements
§ A key to making IFA truly useful is frequent and detailed communication between Institutional Decision Makers plus the Facilities staff and Program Administrators!
34
Agenda
§ Introductions
§ What
§ Methodologies
§ Technology- central repository plus mobile technology / business intelligence
§ Why
§ How
§ Wrap Up
§ Q&A (feel free to interact throughout)
35
FCA: Essential Ingredient in an Effective Capital Renewal Program
§ The cornerstone of an effective capital renewal program: YOUR COMMITMENT…
§ Commit to the necessary time and resources it will take to create a new capital renewal program or to transform an existing one
§ While buildings were designed to only last for a finite time, reality is that we live with them far longer
§ The sooner you engage in an effective capital renewal program, the more you will see in benefits across the years
36
Now That You Have It…
What Can You Do With Your Data?
37
37
Create a Capital Plan - 10 Steps
§ Step #1: Selecting & Developing the Right Team
§ Step #2: Designing the Program/Solution that Fits Your Organization
§ Step #3: Collecting & Organizing the Data
§ Step #4: Understanding Your Facilities Situation
§ Step #5: Aligning Resources with Your Remedial Needs
§ Step #6: Preparing Budgets
§ Step #7: Getting Approval
§ Step #8: Institutionalizing the Process
§ Step #9: Managing Project Spending
§ Step #10: Sustaining/Maintaining the Program
38
38
Avoid Alice’s Fate...
§ "Cheshire Puss," Alice began, "Would you tell me, please, which way I ought to go from here?"
§ "That depends a good deal on where you want to get to," said the Cat.
§ "I don't much care where — " said Alice.
§ "Then it doesn't matter which way you go," said the Cat.
§ "— so long as I get SOMEWHERE," Alice added as an explanation.
§ "Oh, you're sure to do that," said the Cat, "if you only walk long enough.“
§ Source: "Alice's Adventures in Wonderland," Lewis Carroll, The Millennium Fulcrum Edition 3.0, March 1994
39
Do You Have a Plan?
No Plan?? Develop a Plan!!
40
Agenda
§ Introductions
§ What
§ Methodologies
§ Technology- central repository plus mobile technology / business intelligence
§ Why
§ How
§ Wrap Up
§ Q&A (feel free to interact throughout)
41
Resources / Follow Up
Mike CrossonVFA, [email protected]
Oleksa Breslawec, R.G. Vanderweil Engineers, [email protected]
