University of Nebraska Medical Center University of Nebraska Omaha University of New Brunswick University of New Hampshire University of New Haven University of New Mexico University of North Texas University of Northern Iowa University of Notre Dame University of Oregon University of Pennsylvania University of Redlands University of Rhode Island University of Rochester University of San Diego University of San Francisco University of Southern Maine University of Southern Mississippi University of St. Thomas University of Tennessee Health Science Center University of Tennessee, Knoxville University of Texas at Dallas University of the Sciences in Philadelphia University of Vermont Vanderbilt University Virginia Commonwealth University Virginia Department of General Services Wagner College Wake Forest University Washburn University Washington University in St. Louis Wellesley College Wesleyan University West Chester University West Liberty University William Rainey Harper College West Virginia Health Science Center West Virginia Institute of Technology Presenters: Jonathan King & Molly McGillian West Virginia School of Osteopathic Medicine West Virginia State University January 2017 West Virginia University Western Connecticut State University Western Oregon University Westfield State University Wheaton College Widener University Willi C ll
A Vocabulary for Measurement The Return on Physical Assets – ROPA SM The annual The accumulation The effectiveness The measure of investment needed of repair and of the facilities service process, to ensure buildings modernization operating budget, the maintenance will properly needs and the staffing, quality of space perform and reach definition of supervision, and and systems, and their useful life resource capacity energy the customers “Keep-Up Costs” to correct them management opinion of service “Catch-Up Costs” delivery Annual Asset Operational Service Stewardship Reinvestment Effectiveness Asset Value Change Operations Success 2
Campus Observations • Renewing Building Inventory - Harper’s historical construction profile as well as the building renovation strategy has resulted in 60% of space less than 25 years old. This is forecasted to increase to 79% by FY2019 and resulting in a backlog reduction of 40%. • Demanding Campus Profile - The combination of highly technical buildings and an elevated population density contribute to additional capital and operational demands. • Increasing Impact of Capital Investments – Harper’s recent investment profile is above peer average and has surpassed annual funding targets since FY14. Additionally, funding has shifted to focused on replacing aging campus infrastructure and new construction. • Superior Service Levels Managing High Expectations – Despite a challenging campus profile, Harper’s Facilities Team achieves above average output levels to match high campus expectations.
Harper’s Age Profile Planned renovations will reset much of campus Campus Age Profile 100% Buildings over 50 12% 90% Life cycles of major building components 21% are past due. Failures are possible. 80% 40% Highest risk 56% 70% % of Space Buildings 25 to 50 33% 60% 61% Major envelope and mechanical life cycles come due. 50% Higher Risk 40% 45% 22% Buildings 10 to 25 30% D Short life-cycle needs; 46% primarily space renewal. 20% 32% of A 15% Medium Risk Space F 22% 10% 15% 11% M Buildings Under 10 0% Little work .“Honeymoon” Harper FY13 Harper FY16 FY16 Peer Harper period. Avg. Projected Low Risk FY19* Less than 10 10 to 25 25 to 50 Over 50 years *Assumes completed renovations to D, A, F, M 4
Total Capital Investment Harper’s investment level increases in FY16 Total Capital Investment $35.0 New Space Spending: • Parking Garage $30.0 • D Building • Building H $25.0 $20.0 $ in Millions $15.0 $10.0 $5.0 $0.0 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 Existing Space Investment New Space Investment 5
Harper’s Investment vs. Peers Harper exceeds target in FY16 compared to peers and database averages Total Capital Investment vs. Funding Targets 160% 140% 120% % of Target 100% 80% 60% 40% 20% 0% Harper Peers Community Public Schools Private Schools Colleges Asset Reinvestment (One-Time Capital) Annual Stewardship (Recurring Funding) 6
Forecasting Harper’s AR Backlog in FY19 Planned renovations will reduce backlog to $74 Million in FY19 Estimated Asset Reinvestment With Planned Renovations $200 Modernization Needs $180 $22 $160 $49 $29 $140 $120 Millions $27 $43 $100 $36 $80 $6 $60 $21 $21 $89 $40 $47 $47 $20 $0 Total Existing Building D Building M Building F Building A Estimated 3 Year Add'l Needs Renovation Renovation Renovation Renovation Backlog 2019 Needs $136/GSF $54/GSF * Year Add’l Deferred: estimated using FY11-15 average deferral rate x projected targets FY25-27 (Not ROPA+) 7 ** Future infrastructure needs not included in backlog projection
Energy Consumption vs Peers Harper’s energy profile is below regional peer average Energy Consumption Harper Energy Consumption 250,000 275,000 250,000 225,000 225,000 200,000 200,000 175,000 175,000 150,000 BTU/GSF BTU/GSF 150,000 125,000 125,000 100,000 100,000 75,000 75,000 50,000 50,000 25,000 25,000 0 0 Fossil Electric Inst. Ordered by tech rating 8
Sightlines Inspection Score Vs Peers General Repair Score (1-5) Cleanliness Score (1-5) Harper: 4.41 Harper: 4.41 Harper: 4.72 Harper: 4.72 Peers: 3.73 Peers: 3.91 Database: 3.85 Database: 4.08 Grounds Score (1-5) Harper: 4.00 Harper: 4.00 Peers: 3.94 Database: 3.91 9
Campus Strategies • Increase Funding to Keep-Up – The ROPA+ model suggests Harper should fund a minimum of $11 Million per year to maintain a steady-state campus condition. This funding strategy is critical to preserving the value and condition of buildings as renovations wind down. Bottom Line: Harper should secure an annual funding allocation to “keep-up” • Rebalance Project Selection - The Asset Reinvestment catch-up need identified through the ROPA+ Prediction process identified significant needs in building systems and building envelope components. To mitigate future asset reliability issues, funding should continue to prioritize these types of projects. Bottom Line: Project selection should prioritize building systems and envelope needs • Utilize a Data-Informed Approach to Optimize Performance – It is recommended that Harper College leverage qualified data and information to optimize operational and capital resources as the campus evolves through strategic master planning efforts. The ROPA+ platform is a data-informed management tool that can support campus leadership through benchmarking, COST-Forecasting, KPI measurement, and multi-year capital planning. Bottom Line: ROPA+ membership supports strategic campus planning and performance
Questions & Discussion 11
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