Update on NOVA 4-H Facilities In Initiatives 1/2 /25/1 /19 Ja Jay Rob obin inson and Kath thy Russell ll
THE CHARGE • Take a leadership role in • Explore alternative sites in the representing Special Love in event that option was required addressing facility needs as it for this series of events or a relates to our programming future need • Jay as NOVA 4-H Board Member and now as NOVA 4-H Finance Chair • Kathy as representative of NIH and as knowledgeable of facility management
THE TIMELINE The 4-H Center This Effort Has been in steady decline since Began in earnest Winter 2018 the 199O’s Kathy engaged John Dooley Has been without strong directly as a result of ongoing leadership for many years neglect Has limited capital and Jay/Kathy appointed to “Strike operating revenue Team” which began its work in April 2018
THE SITUATION Wood framing and exterior panels - Deteriorated Perceived Risk December 19, 2018 1. To sick kids and families participating in SL programs 2. To Special Love’s reputation 3. To Special Love’s programming, board members, staff and volunteers
THE SITUATION B2020 - Wood Windows December 18, 2018 Basement Walls - Water Damage December 18, 2018
THE SITUATION C3010 - Painted Finish - Walls Exterior Metal Stud Walls - Deteriorated December 18, 2018 December 18, 2018
THE SITUATION D3050 - Air Conditioning - Package Terminal HP 2005 December 18, 2018
The Situation Floor above crawl space - Missing Insulation D2020 - Piping - Domestic Water Distribution Copper December 18, 2018 December 18, 2018
THE FINDINGS • At SL’s insistence, NOVA 4 -H engaged a nationally recognized firm to conduct a Facility Condition Index Study (FCI) • This engagement, led by Jay – was conducted the third week of December • The draft report was received earlier this week
THE FINDINGS The 5 Year FCI Scale is shown below:
THE FINDINGS Of 20 NOVA 4-H facilities, 16 are FCI rated Poor or Deficient = 80% Of 17 NOVA 4-H facilities used by SL, 12 are FCI rated Poor or Deficient = 71%
THE FINDINGS Rating Excellent Good Fair Poor Deficient Amphitheater x Amp Control Bldg. x Pool House x Blair Shelter x Conference Center x Congressman x Covered Walkway x Dining Hall/Admin x Fairfax Shelter x Lillie's Cottage x Maintenance Bldg. x Peters Lodge x Rector Lodge x Thwaite Shelter x Robinson Lodge x Parking Lots x Roadways x Basketball Courts x Tennis Courts x Swimming Pool x 1 0 3 11 5 FCI Average Center-Wide = Poor
THE FINDINGS Replacement Cost of Facilities $17,338,847 5 Year Cost to Remediate FCI Findings $8,992,742 Total Cost to Remediate FCI Findings $8,996,957
NEXT STEPS Jay continues to Communicates its lead Center SL prioritizes the priorities to NOVA towards resolution FCI findings 4-H Leadership of highest priorities Group (Feb 11) as Chair of Finance
NEXT STEPS Strengths Weaknesses * TGFJ (thank God for Jay) *Lack of capital *VA Tech * Lack of board engagement *Dooley *Giant hole to dig out of * Ed Jones – Extension * Concern about political will *New impressive ED Safe Environment for SL Programming Threats Opportunities * SL safe use of Center in 2019 *Clark Construction (Dan) * Capital needs exceed available $ near term * Enhanced relationship with new ED and Tech *Sense of urgency and pace * Increased center vibrancy may result in new opportunities for SL * Competent stewardship with available time
SPECULATION New ED may meet the SL deadline What do we think might (May 2019) Our friend John Dooley may make it all happen really happen??????? State funding may occur Tech extends deeper line of credit This will be a multi-year project and we will have to compromise, be patient and keep the heat up OR Tech/Board bails on the commitment due to unwillingness to invest required capital We simply run out of time to get things done in 2019 Not enough urgency and priority to meet 2019 goals
PLAN B Alternative Sites” Team findings Developed extensive list of requirements to measure alternative sites Identified more than 30 initial possibilities within a 90 mile radius of NIH (for CF as CF requirements are more stringent than the balance of SL programming) While possibilities for non-CF SL programming are possible, very few for CF due to: NIH radius of max 2 hour drive for daily delivery of supplies and personnel Lack of availability of 1-2 sites to CF at a time when kids are not in school and college Subset of group to visit Harrisonburg VA and Waynesboro PA later this week However good recent experience and possibilities with other SL programming!
Recommended Course of Action Unless Otherwise Directed Continue Parallel Paths – NOVA 4-H and Plan B “Rubber to hit the road” shortly with investment requirements Jay/Kathy to stay on top of Strike Force and new ED to underscore urgency. Use Leadership Group (Jones and Dooley as needed) Dan to continue to pursue Clark role in achieving overall objectives (a significant contribution that SL brings to the table to offset cost) Continue frequent and transparent communications with all parties
Keep our eye on the prize…..
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