Sightlines - Central Connecticut State University

advertisement

Sightlines LLC

FY2012 Facilities MB&A Start-Up

Executive Committee Presentation

Central Connecticut State University

Date: 1/29/2013

Presented by: Jim Kadamus & Dan Willman

1

Sightlines profile

Serving over 380 campuses in 41 states and Canada

• 12 year old company based in Guilford, CT

• Database of 23,500 buildings and 1.2 Billion GSF

• Sightlines’ process used at 17 ConnSCU campuses

• Also used by eight other state systems

2

A vocabulary for measurement

The Return on Physical Assets – ROPA SM

The annual investment needed to ensure buildings will properly perform and reach their useful life

“Keep-Up Costs”

Annual

Stewardship

The accumulated backlog of repair and modernization needs and the definition of resource capacity to correct them

“Catch-Up Costs”

Asset

Reinvestment

Asset Value Change

Capital

The effectiveness of the facilities operating budget, staffing, supervision, and energy management

Operational

Effectiveness

The measure of service process, the maintenance quality of space and systems, and the customers opinion of service delivery

Service

Operations Success

Operations

3

Core observations

Space Profile

• CCSU has a slightly older campus than peers with 60 % of space greater than 25 years old, the age when major systems begin to reach the end of their lifecycles

• The campus has a high density factor (usage) compared with peers, affecting facility operations and conditions

Capital

• Total spending on existing facilities has been less than peers

• Stewardship spending (keep up) exceeds peer levels while asset reinvestment

(catch up) has lagged behind peers

• The estimated backlog of building needs is less than peers but highest among the

ConnSCU four year institutions

Operations

• Facilities operations costs are slightly higher than peers but the same as in 2007

• Electric and fossil energy consumptions are optimized to affect low utility costs

• Customer satisfaction is rated highest among peers

4

Space Profile

5

Peer group

Institution

East Stroudsburg University of PA*

Eastern Connecticut State University

George Mason University*

Keene State College

Plymouth State University

Shippensburg University of PA

Southern Connecticut State University

University of Massachusetts- Dartmouth*

University of Southern Maine*

Western Connecticut State University

Westfield State University

* Indicates CCSU suggested peer

Comparative Considerations

Size, technical complexity, region, geographic location, and setting are all factors included in the selection of peer institutions

6

CCSU has more GSF in higher risk category than peers

% of Space by Age Category

100%

90%

80%

70%

60%

19%

Higher Risk

41%

12%

Higher Risk

36%

50%

40% 21%

30%

25%

20%

30%

10%

15%

0%

CCSU Peers

Under 10 10 to 25 25 to 50 50 and Above

Buildings over 50

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

Highest risk

Buildings 25 to 50

Life cycles are coming due in envelope and mechanical

Higher Risk

Buildings 10 to 25

Lower cost space renewal updates and initial signs of program pressures

Medium Risk

Buildings Under 10

Little work .“Honeymoon” period.

Low Risk

Discounted CCSU large garage space to normalize with peers 7

Drivers of facilities maintenance needs

Tech Rating Impacts:

• Maintenance Skill Level

• Building Component Cost

• Energy Consumption

Peer Average

Four Year CT School Average

Density Impacts:

• Custodial Needs

• Wear and Tear on Campus Facilities

• Life Cycles of Building Components

8

Capital

9

Total Capital Spending

CCSU invested over $55M into facilities over the past 6 years

Capital Investment

FY07-12

Total Capital Investment

$25,0

$6.1M

$16.8M

New Academic Building

$20,0

$33.7M

$15,0

$10,0

CCSU Average: $9.4M

$5,0

$0,0

FY2007 FY2008 FY2009

Existing Space New Space

FY2010

Non Facilities

FY2011 FY2012

10

Existing space spending vs. target

Not reaching target has resulted in an increased backlog

$14,0

$12,0

$10,0

$8,0

$6,0

$4,0

$2,0

$0,0

Target Need: $13.0M

Increasing Backlog

2007 2008

Annual Stewardship

2009 2010

Asset Reinvestment

2011

Target Need

2012

11

Peers are spending more than CCSU in existing facilities

Four Year CT School Average

12

Campus backlog vs. peers

CCSU backlog less than peers but highest among CT four year institutions

Four Year CT School Average

13

Operations

14

CCSU operating budget actual spending

Campus age and backlog drive up operating costs

Four Year CT School Average

15

Total energy consumption

Regionalized peer group

Four Year CT School Average

Regional Energy Peers: Connecticut College, Eastern Connecticut State University, Framingham State University, Keene State University,

Plymouth State University, Southern Connecticut State University, University of Hartford, University of Massachusetts- Dartmouth, Western

Connecticut State University, Westfield State University

16

Energy unit cost has decreased by 18%

The introduction of the fuel cell has contributed to the decrease

Regional Energy Peers: Connecticut College, Eastern Connecticut State University, Framingham State University, Keene State University,

Plymouth State University, Southern Connecticut State University, University of Hartford, University of Massachusetts- Dartmouth, Western

Connecticut State University, Westfield State University

17

Maintenance coverage levels

Maintenance GSF/FTE has increased each year since FY09

General Repair Score

CCSU

3.7

Peers

3.8

Database

Four Year CT School Average

3.9

18

Customer satisfaction survey results

CCSU customer satisfaction is highest among peers

19

Conclusion

20

Summary Comments

Space Profile

• CCSU’s aging campus places high demands on capital and operations needs

• The high density and building usage results in more wear and tear on buildings

Capital

• The backlog of campus needs is higher than other ConnSCU four year institutions and lower than peers’

• Increased stewardship and asset reinvestment spending will be required to meet capital targets

Operations

• The age of buildings, backlog of building needs and high maintenance coverage ratios present challenges for maintenance operations

• The implementation of the fuel cell has lowered energy costs

• Customer satisfaction is highest among peers

21

Download