facilities management - northwestern university f… · key performance indicators 1 ... preventive...

Facilities Management

FM Key Performance Indicators

June 15, 2016

Key Performance Indicators

1

Process/Function KPI Goal Actual Trend

Energy Conservation Energy Usage Index (BTU/SF) - 5% - 4% YTD Declining

Waste Reduction Waste to Landfill - 3% 1% YTD Declining

Recapitalization R&R* Capital Encumber Rate 3 Years 4 Years Flat

Utilities Management Recapitalization Rate 33 Years 112 Years Flat

Preventive Maintenance Percent on time completion 100% 75% Declining

Service Request Completion Closed within 30 Days >75% 80% At Goal

Technician Productivity Wrench Time 60% 43% Flat

Operating Budget Execution Variance to Budget +/- 1% +4.5% YTD Flat

Utility Budget Execution Variance to Budget +/- 5% +0.3% YTD At Goal

Local Resident Employment Compliant Contracts 95% 100% At Goal

*R&R is Renewal and Replacement, an annual capital allocation applied to buildings, grounds and installed equipment to

extend the service life of Northwestern facilities.

2

Process/Function KPI Goal Actual Trend

MBE/FBE** Use Compliant Contracts 95% 100% At Goal

Inlease/Outlease Management Review Time <10 Days 0 Days At Goal

Move Inspection Execution Service Rating >90% 100% At Goal

Digitization Scanned Documents per Month >800 2,049 At Goal

Planning Data Access Request Fulfillment Time <1 Day 0.22 Days At Goal

Planning Data Accuracy Data Deficiencies 78,000 sf 203,123 SF At Goal

Injury Management Annual OSHA Injuries <8/year 4 YTD At Goal

Capital Plan Budget Accuracy Actual at or below Budget >95% 95% At Goal

Project Cash Flow Actual to Plan +/- 5% - 10% Improving

Design Quality Receive Major Design Award 1/year 4 YTD At Goal

**MBE/FBE are Minority and Female Business Enterprises

3

• f(design, construction, technology, operations, occupant behavior)

• KPI goal is 20% reduction by 2020 (5% reduction in FY16)

• Initiatives: Design specifications; retro-commissioning; audits; occupant engagement

• FM Leader: Julie Cahillane

*Note: Energy Use Intensity is an internationally recognized standard where all energy inputs are converted to thousand British Thermal Units and divided by the

portfolio square footage.

Energy Conservation

150.0

175.0

200.0

225.0

250.0

275.0

300.0

Energ

y U

se Inte

nsity (

kB

TU

/ S

F)*

Energy Usage Intensity (kBTU/ SF)*

Energy Usage Intensity - Combined Goal

Waste Reduction

4

• f(purchasing, reuse, recycling, diversion, occupant behavior)

• KPI goal is 30% reduction in waste to landfill by 2020 over 2009 baseline (3% reduction in 2016)

• Initiatives: Improve reuse programs; single-stream recycling; bin location; engagement and education

• FM Leader: Julie Cahillane

0.0

50.0

100.0

150.0

200.0

250.0

300.0

350.0

400.0

450.0

TO

NS

, 12 M

onth

Rolli

ng A

vera

ge

Waste Reduction to Landfill

Landfill Waste Goal

Recapitalization

5

• KPI goal is 100% of R&R funding spent within 4 Years of issue date

• f(staffing, contracting, space/system access, permitting)

• Initiatives: Early Design; Early Permitting; Indefinite Delivery, Indefinite Quantity (IDIQ) Contract Vehicles

• FM Leader: Gary Wojtowicz

89%

70% 66%

17%

100%

90%

70%

40%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FY13 ($40.5M) FY14 ($45.0M) FY15 ($25.8M) FY16 ($50.4M)

% Funding Spent By Year

Percent Spent Goal

Utilities Management – Life Cycle

Renewal

6

$2.0 $1.5$2.6

$12.0

$9.2

$3.0

$7.6

$16.7 $17.0$18.0

$19.0$20.0

$21.0

$0.0

$5.0

$10.0

$15.0

$20.0

$25.0

FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22

Funding ($M) Proposed ($M) Goal

• KPI goal is replacement recapitalization rate of 33 years (3% renewal per year on $850M plant value)

• f(staffing, funding, shut-down feasibility, site access)

• Initiatives: site services inventory, GIS


Preventive Maintenance (PM)

Completion

7

9% 8%

41%

61% 61%

82%

60%

76% 75%

0

200

400

600

800

1000

1200

1400

1600

1800

0%

20%

40%

60%

80%

100%

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug

%Complete Goal PM Count

• KPI goal is 95% completion of PM work orders within 30 days of scheduling

• f(staffing, funding, CMMS functionality, shut-down feasibility)

• Initiatives: Nov’15 EVENG PM restart, improve workflow with FAMIS mobile app, planning, scheduling, and

real-time monitoring of work by RE, schedule adjustment


Service Request (SR) Completion(due to the 30-day closing window, this KPI trails by one month)

8

• KPI goal is 75% closed within 30 days

• f(staffing, planning and scheduling, space/system access, close out procedures)

• Initiatives: FAMIS mobile app, revise close out procedures, real-time monitoring of closing rates


58%

66%68%

62%

74%

70% 72%

80%

0

1000

2000

3000

4000

5000

6000

0%

20%

40%

60%

80%

100%


% Closed Within 30 Days Goal SR Count

Technician Productivity

9

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

9/1/2015 12/1/2015 3/1/2016 6/1/2016 9/1/2016 12/1/2016 3/1/2017 6/1/2017 9/1/2017

Actual Goal

• KPI goal is 60% labor efficiency in four years

• f(staffing, contracting, space/system access, funding, allowance to plan and schedule work)

• Initiatives: Improve work flow with FAMIS mobile app, quarterly time and productivity analyses, review zone

maintenance practices


Monthly Operating Budget Execution

10

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000


FY16 Actual FY16 Budget

• KPI goal is +/- 1% (historical annual trend is -4.3% to +10.9%)

• f(work orders, forecasting, labor, materials, sf, scheduling, planning, contractor, contracts)

• Initiatives: improve payment process; improve reporting; monthly variance justification

• FM Leader: Liz Schaps

Monthly Utility Budget Execution

11

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

$45,000,000


FY16 Actuals FY 16 Budget

• KPI goal is +/- 5% (historical annual trend is -6.3% to +7.7%)

• f(unit cost, forecasting, usage)

• Initiatives: sourcing strategy; improve reporting; monthly variance justification


Monthly Local Resident Employment

12

50%

60%

70%

80%

90%

100%


% Compliant Goal

• KPI goal is > 95% of Contracts Compliant with Policy

• f(contracts $, labor market, labor hours, Evanston effort, NU/Contractor effort)

• Initiatives: Data collection in order to ensure improved compliance


Monthly Minority and Female Business

Enterprise Use

13

50%

60%

70%

80%

90%

100%


% Compliant Goal

• KPI goal is 95% of Contracts Compliant with Policy

• f(contracts, bids, labor market)

• Initiatives: TBD – new program


Inlease/Outlease Management –

Contract Review Time

14

0

5

10

15

20


Days t

o R

evie

w

Actual Goal

• KPI goal is to complete contract reviews in 10 days or less

• f(schools requirements, landlords response, attorney response)

• Initiatives: Adding staff capacity, development of staff, lease management software

• FM Leader: Ranee Berliant

Move Inspection Execution – Property

Readiness

15

50%

60%

70%

80%

90%

100%


Service Rating Goal

• KPI goal is service rating of “Good” or “Excellent” of 90% or higher as a percentage of total responses

• f(effective communication with tenant, capacity and capability of staff)

• Initiatives: Commitment of staff to execute and management to track

• FM Leader: Ranee Berliant

Digitization – Number of Documents

Scanned per Month

16

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

10000

11000

12000

13000

14000

15000


Number Scanned Goal

• KPI goal is 800 documents per month.

• F(Number of documents scanned)

• Initiatives: Accessibility/Distribution of Space, Building & Campus Information

• FM Leader: Paul Weller

Document Requests – Average

Fulfillment Time (Days)

17

0

2

4

6

8

10


Days Goal

• KPI goal is to have document requests fulfilled within one business day.

• f(timely provision of information)

• Initiatives: Responsiveness to Customer Requests for Documents


Planning Data Accuracy – Square

Footage Validated

18

0

100000

200000

300000

400000

500000

600000

700000

800000

900000

1000000

1100000


Walked Goal

• KPI goal is to walk 78,000 SF per month.

• f(Square Footage walked)

• Initiatives: Accuracy & Reliability of Space Information


Injury Reporting by Calendar Year

19

0

1

2

3

4

5

6

7

8

9

10

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Reported Injuries by Type and Month

Sprain - Strain Crush Injury Fracture 2015

2015: 18 Injuries

2016: 4 Injuries

• KPI goal is <4 Reportable Cases per 100 FTE (<8 injuries per year)

• f(Equipment, Behavior, PPE)

• Initiatives: Equipment - Environment Inspections, PPE Inventory - Usage Tracking, Training

• FM Leader: Steve Kindrick

Capital Plan Budget Accuracy

20

1.5

1.6

1.7

1.8

1.9

2.0


Bill

ions

Current Budget compared to Plan

Current Budget Capital Plan

• KPI goal is Completing 95% of all projects on or under original approved capital plan budget

• f(accurate scope, infrastructure requirements, initial estimating, manage scope creep)

• Initiatives: Improved budget approval tracking and fully loaded budgets into Peoplesoft

• FM Leader: Bonnie Humphrey

Capital Project Cash Flow

Management

21

• KPI goal is Cash Flow within 5% of Plan

• f(manage scope creep, reduce unforeseen, real time financial monitoring)

• Initiatives: Improve Financial Reporting Tools


-

50

100

150

200

250

300

350


Mill

ions

FMDC Program

Actual Plan

Design to Enhance Campus Image and

Functionality

22

0

1

2

3

4

5

2014 2015 2016 2017 2018 2019

Design Awards LEED Projects

2014 Design Awards:

1. Tech Infills

2015 Design Awards:

1. Harris Hall

2. Sailing Center

2016 Distinction Awards:

1. FIH Certification – Field

Hockey Field

2. Palladio Award – Deering

3. Tucker Award – Deering

2015 LEED Projects:

1. Ryan Center - Gold

2. Tech Infills – Silver

3. 630 Emerson - Silver

2016 LEED Projects:

1. Sailing Center - Gold

• KPI goal is to Receive at least one Major Design Award and 2 LEED Project Certifications per Year

• f(High Quality Design Professionals, Client Collaboration, adequate budgeting)

• Initiatives: Architect Selection Process


Facilities Management Scale

• FM Team = 323 Full Time Equivalent

• Planning

– 296 acres (281 Evanston, 15 Chicago)

– 213 buildings (200 Evanston, 13 Chicago)

– 12.4 million square feet (9.9 Evanston, 2.5 Chicago)

• Design and Construction

– 81 open projects

– 65 active projects – 25 design ($1B) and 22 construction ($1.3B)

• Operations

– 60,000 work orders per year (76% Evanston, 24% Chicago)

– $55M Operations and Maintenance (78% educational buildings)

23