LEVERAGING NEW ANALYTICS TO

CHANGE THE CONVERSATION AROUND

FACILITIES ON CAMPUS

April 28, 2016

Presented by:

Dr. Bruce Meyer

Assistant VP Campus Operations

BGSU

Brendon W. Martin

Account Manager

Sightlines

Public Research University

Bowling Green, Ohio

Sightlines member since 2009

5MSupported

GSF

477Maintained

Acres

16,908Student

Headcount

Established

1910

2

Who Partners with Sightlines?Robust membership includes colleges, universities, consortiums and state systems

3

* U.S. News 2016 Rankings

Sightlines is proud to

announce that:

• 450 colleges and

universities are

Sightlines clients

including over 325

ROPA members.

• Consistently over 90%

member retention rate

• We have clients in

over 40 states, the

District of Columbia

and four Canadian

provinces

• More than 125 new

institutions became

Sightlines members

since 2013

Sightlines advises state

systems in:

• Alaska

• California

• Connecticut

• Hawaii

• Maine

• Massachusetts

• Minnesota

• Mississippi

• Missouri

• Nebraska

• New Hampshire

• New Jersey

• Pennsylvania

• Texas

• West Virginia

Serving the Nation’s Leading Institutions:

• 70% of the Top 20 Colleges*

• 75% of the Top 20 Universities*

• 34 Flagship State Universities

• 14 of the 14 Big 10 Institutions

• 9 of the 12 Ivy Plus Institutions

Changing the Conversation

A framework for integrated planning

4

Why focus on your facilities

Physical assets dwarf the institution’s direct financial assets

Across higher education, campus replacement

values are on average, four times larger than

institutional endowments

$1.8 Billion –

Replacement Value

$188.89 Million –

2014 Endowment Value*

*As reported in 2015 US News & World Report

5

0%

5%

10%

15%

20%

25%

30%

% o

f G

SF

Sightlines Database- Construction Age BGSU

Putting Your Campus Building Age in Context

6

Pre

-Wa

r

Built before 1951

Durable construction

Older but typically lasts longer P

os

t-W

ar

Built from 1951 to 1975

Lower-quality construction

Already needing more repairs and renovations

Mo

de

rn Built from 1976 to 1990

Quick-flash construction

Low-quality building components Co

mp

lex Built in 1991 and newer

Technically complex spaces

Higher-quality, more expensive to maintain & repair

Pre-War Post-War Modern Complex

The campus age drives the overall risk profile

48% of Space built

between 1960 and 1970

5% 5% 4%

24%30%

18%

32%

33%

30%

40%32%

48%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

BGSU - EntireCampus

BGSU - E&G BGSU - Aux

% o

f To

tal C

am

pu

s G

SF

Campus Age by Category

Under 10 10 to 25 25 to 50 Over 50

Auxiliary Space is Older than E&G

An evenly distributed age profile is recommended to balance building risk

7

Buildings Under 10

Little work. “Honeymoon” period.

Low Risk

Buildings 10 to 25

Short life-cycle needs; primarily space renewal.

Medium Risk

Buildings 25 to 50

Major envelope and mechanical life cycles come due.

Higher Risk

Buildings over 50

Life cycles of major building components are past due. Failures are possible.

Highest risk

Weighted

Reno. Age41.6 39.6 43.9

8

Identifying High-Risk Space

Lower quality construction paired with aging building components

1.46M

1.45M

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

Pre-War(pre-1950)

Post War &Modern

(1950-1990)

Complex(post-1990)

GS

F (

Mil

lio

ns)

BGSUTotal GSF by Construction Vintage

Under 10 10 to 25 25 to 50 Over 50

BuildingConstru

ct. YearGSF

Kreischer Quad 1966 300,000

Harshman Quad 1964 299,924

Jerome Library 1965 194,467

McDonald Quad 1962 191,828

Founders Quad 1956 188,877

Life Science Building 1965 126,335

Examples of High Risk Buildings

60%

40%

% of GSF

Addressing Deferred

Maintenance with Campus

Operations Input

9

$483

$0

$100

$200

$300

$400

$500

$600

Asset Reinvestment Backlog

To

tal D

oll

ars

(M

illio

ns)

ROPA+ Prediction: Total BGSU Space

10

$290

$145

$48

$0

$100

$200

$300

$400

$500

$600

Total 10 Year Need

To

tal D

oll

ars

(M

illio

ns

)

Current Need 10 Year Renewal Need Remaining Need

Prediction

(Capital Risk)

Discovery

(Asset Reinvestment)

1% 2%

15%

13%

8%46%

15%

Total Current Need by System

Small Building Renovation Roofing

Electrical Plumbing

Interiors HVAC

Building Exteriors

Prediction(Capital Risk)

Total Current Need by System

$290M in current need (items currently in backlog)

11

$290

$145

$48

$0

$100

$200

$300

$400

$500

$600

To

tal D

oll

ars

(M

illio

ns

)

Current Need

10 Year Renewal Need

Remaining Need

BGSU 10 Year Prediction Chart with Demolitions and Renovations

Using Sightlines ROPA+ Modeling, selecting certain buildings decreases deferred maintenance

12

$290

$145

$48

$0

$100

$200

$300

$400

$500

$600

To

tal D

oll

ars

(M

illio

ns

)

Current Need

10 Year Renewal Need

Remaining Need

$483M

$206

$144

$48

$0

$100

$200

$300

$400

$500

$600

Current Need

10 Year Renewal Need

Remaining Need

Option 2

Demolitions of following

buildings:

Harshman Quad: FY17

West Hall: FY17

Family & Con: FY17

Johnston Hall: FY17 (Completed)

Admin: FY20 (Earliest Date)

Psychology Building: FY20

(Earliest Date)

Renovations of following

buildings:

South Hall: FY16 (In-Process)

Park Ave WRHS: FY16

(Completed)

HHS: FY16 (Completed)

Moseley Hall: FY17 (In-Process)

University Hall: FY17 (In-Process)

Hanna Hall with Addition: FY20

Add New Buildings:

Greek Housing: FY16 (In-

Process)

$398M

18% decrease$85

Campus Operations

Centralization

14

Centralization, Why? University Initiative Lower cost using volume

discounts Contractor

expertise/licenses Liability shift Identify trends and new

technology Planning/scheduling

initiatives with customers

Preventative Maintenance schedules

Establish capital plans for future investment

Proactive approach not reactive

Accountability Index shift Customer can focus on

their expertise!

15

Support for Centralization

SERVICE

• Develop automated VMI processes to reduce inventory and provide just in time deliveries with RPS and Grainger

• Consistent level of quality service

• Active On Site Supervision

EXPERTISE

• Unified training on equipment, safety, and procedures

• Specialized technology for maintenance and custodial

• Preventive maintenance programs

• Experience management team

RESPONSE

• Divided campus into 4 zones for round the clock coverage on maintenance and custodial

• Ability to move specialized equipment and staff for emergencies and special requests

EFFICIENCY

• Sharing resources among staff such as equipment, tools, vehicles, and golf carts

• Reduced staffing to provide service levels based on customer and building needs

• Best pricing on equipment and supplies

• Work order system for tracking

16

Centralization Update Bowen Thompson Student Union, 2013

Maintenance and Custodial Services Rec Wellness (Fieldhouse and Rec Center) 2014

Maintenance and Custodial Services Intercollegiate Athletics, 2015

Fields, Facilities, Maintenance & Custodial Logistics, 2014-2015

Consolidated services from Campus Operations, Residence Life and Capital Planning

Ice Arena and Stroh Center, 2016/17 17

3,600,000

3,800,000

4,000,000

4,200,000

4,400,000

4,600,000

4,800,000

5,000,000

5,200,000

0

50

100

150

200

250

300

350

FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17

To

tal C

am

pu

s G

SF

Sta

ff F

TE

Campus Operations Staffing compared to GSF

Headcount GSF

Staff FTE vs. Square Footage

Even with added GSF, Staff FTE is lower

18

$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

$/G

SF

Facilities Operating Budget Actuals

Daily Service Planned Maintenance Utilities Average

Operating Budget Actuals

BGSU is operating at $0.25/GSF less than peer institutions

19

Peer Average BGSU$5.30

$5.05

6% decrease;

$6.6M in cost avoidance

ROPA Peers: California University of PA, Indiana University of PA, Kent State University,

Miami University of Ohio, Northern Arizona University, University of Cincinnati,

University of New Hampshire, University of North Texas, University of Southern

Mississippi,, University of Toledo, and Westfield State University

$0.00

$0.05

$0.10

$0.15

$0.20

$0.25

$0.30

$0.35

$0.40

$0.45

$0.50

FY11 FY12 FY13 FY14 FY15

$/G

SF

Planned Maintenance

Planned Maintenance Best Practice

Planned Maintenance Continues to Increase

FY15 PM efforts put BGSU above peer average

20

$0.00

$0.05

$0.10

$0.15

$0.20

$0.25

$0.30

$0.35

$0.40

$0.45

$0.50

$/G

SF

Planned Maintenance vs Peers

Planned Maintenance Peer Average

Best Practice

Peers Ordered by Tech Rating

2.3

% 3.7

%

2.8

%

3.3

%

6.2

% o

f B

udget

Centralization Challenges Budgeting for Programs vs. Facility Needs Level of expectations increases with transfer Policies and Procedure may be localized Subsidized student employment “Beck and Call” style of management Budgetary consistency for Auxiliaries Trouble letting go of former responsibilities

21

Admissions Tour How do we look from a visitors point of view?

Students, Parents, AlumniWhat makes our campus distinctive? First impressions?Restrooms

22

Structure and Organizational Review of all positions, eliminated duplication and increased

consolidation/responsibility/accountability Flattened the organization Superintendent Positions Team Leaders

Moved residential hall maintenance to residential hall supervision Mechanical Room Organization Project for Campus

739 spaces completed Established four zones throughout campus for building maintenance

responsibility in the Academic Buildings and Auxiliaries

23

Communication Weekly Staff Meetings Directors Meetings Semester update and communication meetings with the

entire team Meet with the students at the end of each academic summer

semester Supervision training, monthly safety training/compliance

and custodial team training and workshops Training programs each summer related to customer service Meetings with the City, USG, Faculty Senate

24

Communication Building Representative Meetings each Semester

Capital Planning Police Health and Safety

Scheduled meetings with our customer that include Res Life, Rec Wellness, Athletics and BTSU to discuss projects, concerns and areas of opportunities

25

Work Order System BGSU establishes CMMS specs, decision matrix developed

by Supply Chain Management Class Work Order history since 2012 has been consolidated into

one database, providing more accurate records of maintenance needs and Customer Transparency

95,000+ Work Orders submitted Over 2,070 per month Average of 100 work orders per day

26

Work Orders

Increased work order reporting has resulted in increased PM identification

27

0

5,000

10,000

15,000

20,000

25,000

# o

f W

ork

Ord

ers

# of Work Orders

Daily Service PM

0%

1%

2%

3%

4%

5%

6%

7%

% o

f W

ork

Ord

ers

% of Work Orders that are PM

% PM

Technology Improvements and VMI Introduction of microfiber cleaning systems has reduced our

water and chemical usage by 80% in our cleaning procedures. It has also increased labor efficiency in cleaning, as well as reduced the number of injuries on the job.

With the VMI technology, supervisors no longer spend large amounts of time in searching and ordering of parts and supplies. Commonly used parts and supplies are automatically restocked several times a week by the vendors. We have contracts in place for best pricing and are able to hold minimal levels of stock on our shelves. 28

Cost Reduction Initiatives Cross trained movers, painters and carpenters to assist each

other during peak workload demands and integrated to perform work concurrently at job site

Increased skill set of painters to do carpeting, floor tile and ceramic tile work eliminating internal silos

Eliminated off campus location for building maintenance Reduce vehicle count Promote centralization and consolidation

29

Zone Management We have reduced the vehicle fleet by 10 over the past year

by no longer assigning vehicles to individuals, but rather, sharing all vehicles across Zones and 3 shifts. By moving the maintenance techs out into the Zones, vehicles are no longer needed on a daily basis and instead, vehicles are shared within the Zone.

Zone Management has allowed us to right-size to 8 supervisors, a reduction of 3, to provide quality service to the entire campus. We have 4 Zones, each with 2 supervisors, 2 building maintenance techs, and 2 team leaders per zone.

30

Zone Management This model allows for quick response time to customer

needs, knowledge of buildings and systems, cross coverage, and familiarity with the needs of the zone occupants. We are working toward the goal of eliminating duplicate efforts and duplicate work of campus personnel.

The flexibility to move staff to accommodate special events on campus as well as coverage for emergencies. We have around the clock supervision on campus that allows us to actively solve problem in the field and deliver swift service. Zone Management provides one point of contact for all customers and they become familiar with our employees and procedures. 31

Campus Services Since Centralizing Logistics Services within Campus

Operations from Residence Life and Capital Planning in May 2014, the total number of closed work orders for the Logistics Team is 3,841. Or an average of 213 per month!

Larger pool of resources, providing flexibility and increasing coverage and stability

Increased facilities expertise and focus Implemented APPA Standards and benchmarks

32

Centralization Cost Savings for BTSU

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000

2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Budget

$

Bowen-Thompson Student Union

Total Personnel Total Operating Expense and Preventative Maintenance 33

After CentralizationBefore

Centralization

34

Sebo Center Entry

Before - July 14, 2014

After - Aug 25, 2014

Mechanical/Electrical and Physical Plant Health and Safety Collaboration and Compliance Preventative Maintenance Programs include:

Air Handlers (372), Boilers, Chillers (34), HVAC Filters and Belts, Automatic Doors (154), Elevators (87), Locks and Latches, Backflow Preventers, Steam Traps, Water Treatment, Natural Gas, Electrical Distribution, Fire Alarms, Emergency Generators, Roof Inspections, Suppression Hoods, Fire Pumps and Sprinkler Systems, & Intrusion Alarms (147 reduced to 54).

35

Utility Mapping and Energy Management Accurately track energy consumption across campus

allowing more precise measurements related to expense allocations.

Established locations of all utility metering devices on campus for electric, water, gas, irrigation, steam

Mobile devices, tablets, motion devices for technicians to improve customer service and troubleshoot issue

36

Energy/Demand Response Building Automation Systems (BAS) has provided better

monitoring and quicker response to heating and cooling needs Demand response is a way for power companies to shift

electricity usage during peak periods to help prevent a grid usage overload during summer

Power companies offer financial incentives to large portfolio customers

BGSU has 87 buildings on campus and currently only 44 (54%) of these buildings are operating under BAS

37

Energy Projects

Project Total Project Cost Rebate/Green FundCost to

BGSUProjected Annual Savings

Estimated

Completion Date

Completed

Demand Response (2015) $0.00 $0.00 $110,000.00 04/15/14

Capacitors (secondary) $4,000.00 $4,000.00 $145,514.52 08/30/12

Campus Operations LED parking lot $9,264.00 $1,000.00 $8,264.00 $1,674.00 03/24/14

Perry Field House LED $59,974.00 $38,900.00 $21,074.00 $13,000.00 07/21/14

Student Recreation Center LED $18,475.00 $18,475.00 $0.00 $2,529.00 08/15/14

Water Deduct Phase 1 of 2 $40,000.00 $40,000.00 $45,000.00 06/20/15

Capacitors (Primary Electric) $25,000.00 $25,000.00 $71,000.00 03/10/15

Ice Arena Lighting $35,000.00 $17,500.00 $17,500.00 $8,500.00 05/18/15

McFall Gallery Lighting Project $10,701.00 $1,000.00 $9,701.00 $2,394.00 05/22/15

Water Deduct Phase 2 of 2 $30,488.00 $30,488.00 $45,000.00 05/01/15

Pub Kitchen HVAC $13,000.00 $13,000.00 07/01/15

Total $245,902.00 $76,875.00 $169,027.00 $444,611.52

38

Sustainability Three main goals, introduced spring

semester, 20131. Reduction of Emissions (through efforts with American Colleges & Universities Presidents Climate Commitment now referred to as Climate Leadership Network)2. Waste Reduction & Resource Conservation3. Sustainability Education, Outreach & Awareness 39

Sustainability Programs Internships – Open to all majors Orange Bikes (Community Bike-Rental Program) Green Office Certification Green Game Day/Stadium Waste Reduction; average of ton

of recycling diverted per home game Single Stream Recycling, Electronics, batteries, lightbulbs Once Upon A Desk (Office supply surplus program) re Store “Thrift Store” sales throughout the year Friday Night Lights When You Move Out, Don’t Throw It Out! 40

Sustainability/Green Fund Projects Oaks and Carillon green roof projects, bike racks (EPA grant) Green roof bike racks –EPA grant Electric vehicle charging stations (Clean Fuels Ohio grant) Renewable Energy Feasibility Study/SHP Electric vehicles Campus Composting program Water bottle refilling stations Energy-producing cardio equipment Energy “Dashboards” Since its inception in 2010/11, the Student Green Initiatives Fund has

invested over $450,000 into 40 projects. 80% + Participation Rate 41

Community Outreach

Campus Services recently developed a relationship

with Penta Career Center and WCESC and are

currently providing students unpaid internships with

Bowling Green State University Grounds Department.

The Transition to Work programs provides students

“real world” experiences.

42

Summary

With Centralization, all operational dollars are

dedicated to maintenance and building upkeep.

Decisions are based on data collected, deferred

maintenance, life cycles, and functional needs, rather

than personal/departmental preferences. Real time

data from our work order system supports our

planning. By focusing dollars on the true maintenance

needs of campus, we are able to provide a consistent

level of quality services.

And it all started with the Admissions Tour! 43

Questions and Comments

44