facilities - northwestern university · key performance indicators 2 slide # kpi description annual...
TRANSCRIPT
-
FacilitiesKey Performance Indicators
September 28, 2018
-
Facilities Key Volume Indicators
1
Key Volume Facilities Change Evanston ChicagoFull Time Equivalent (FTE) 349 -2 283 66Acres 296 0 281 15Buildings 227 +5 209 18Square Feet 16.6M +1.0M 11.6M 5.0MNumber of Open Projects 71 -13 52 19
Design 18 -9 13 5Construction 28 -4 19 9Punchlist 4 -3 4 0Closeout 21 +3 16 5
Value of Open Projects $1.5B -$206.3M $899.3M $631.5MDesign $153.7M -$218.3M $61.1M $92.6MConstruction $1,014.1M -$1.9M $483.4M $530.7MPunchlist $18.5M +$6.7M $18.5M $0MCloseout $344.5M +$7.2M $336.3M $8.2M
Work Orders Per Reporting Month 5,887 +5.2% 4,320 1,567Work Orders Per Rolling 12 Months 75,966 -0.1% 58,259 17,707Operations and Maintenance $59.6M $0.0M $40.9M $18.7M
Sheet1
Key VolumeFacilities ChangeEvanstonChicago
Full Time Equivalent (FTE)349-228366
Acres296028115
Buildings227+520918
Square Feet16.6M+1.0M11.6M5.0M
Number of Open Projects71-135219
Design18-9135
Construction28-4199
Punchlist4-340
Closeout21+3165
Value of Open Projects$1.5B-$206.3M$899.3M$631.5M
Design$153.7M-$218.3M$61.1M$92.6M
Construction$1,014.1M-$1.9M$483.4M$530.7M
Punchlist$18.5M+$6.7M$18.5M$0M
Closeout$344.5M+$7.2M$336.3M$8.2M
Work Orders Per Reporting Month5,887+5.2%4,3201,567
Work Orders Per Rolling 12 Months75,966-0.1%58,25917,707
Operations and Maintenance $59.6M$0.0M$40.9M$18.7M
-
Key Performance Indicators
2
Slide # KPI Description Annual Goal Aug-18 Goal Actual Trend3 SD1. Service Request Closure 90% 92% 81% -2%4 SD2. Preventative Maintenance Closure 75% 76% 94% -2%5 SD3. Proactivity: Facilities Identified Work Orders 30% 30% 32% 1%6 LO1. Common Space Program 10% 10% 6% 0%7 LO2. Facilities Connect Implementation 90% 91% 78% 1%8 LO3. Engagement: Sustainability Outreach 15% 15% TBD TBD9 CE1. Energy Use Intensity (kBtu/SF) -5% -5% TBD TBD10 CE2. Recordable Injury Incident Rate 2.90 2.90 3.18 -0.5011 CE3. Injury-Related Lost Workday Rate 1.34 1.34 1.73 0.3212 CE4. Waste Diversion Rate 42% 42% 41% 1%13 CE5. Overtime
-
SD1. Service Request Closure
3
• KPI goal is to have a yearly average of 90% of service work orders within 30 days (excluding project-related work orders)• f(staffing, contracted services, seasonal work order volume variations, closeout procedures, service provider productivity,
parts/material availability, accessibility of work areas/equipment)• Initiatives: increase functionality of mobile technology; plan and schedule work order assignments including estimator and
kitter functions; adjust staffing levels to reflect workload; increase service provider productivity rates• Facilities Leader: James McKinney
0
1,000
2,000
3,000
4,000
5,000
6,000
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Tota
l Ser
vice
Wor
k O
rder
s (#
)
Serv
ice
Wor
k O
rder
s C
lose
d (%
)
Total Service Work Orders (#) Service Work Orders Closed (%) Service Work Orders Closed (%) Target
-
SD2. Preventative Maintenance Closure
4
0
500
1,000
1,500
2,000
2,500
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Prev
enta
tive
Mai
nten
ance
W
ork
Ord
ers
(#)
Prev
enta
tive
Mai
nten
ance
W
ork
Ord
ers
Clo
sed
(%)
Preventative Maintenance Work Orders (#) Preventative Maintenance Work Orders Closed (%)Preventative Maintenance Work Orders Closed (%) Target
• KPI goal is to have yearly average of 75% of preventative maintenance tickets closed within 30 days• f(staffing, service provider productivity, planning and scheduling of work, accessibility of work areas/equipment, emergency
work, project and special event support)• Initiatives: plan and schedule preventative maintenance work assignments; revise task instructions; optimize recurring task
frequencies; adjust staffing levels to reflect workload• Facilities Leader: James McKinney
-
SD3. Proactivity: Facilities Identified Work Orders
5
• KPI goal is that at least 30% of corrective work orders are identified by Facilities Staff, as a measure of proactivity • f(staffing, functionality of mobile technology, training)• Initiatives: expand commissioning and preventative maintenance programs; institute quality assurance and quality control
programs; increase functionality of mobile technology; implement a zone service model• Facilities Leader: James McKinney
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Faci
litie
s I
dent
ified
Wor
k O
rder
s (%
)
Facilities Identified Work Orders (%) Facilities Identified Work Orders (%) Target
-
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
Common Space Area Recapitalized (Square Feet) Common Space Area Recapitalized Target (Square Feet)
LO1. Common Space Program
6
• KPI goal is to recapitalize 55,000 square feet of common spaces per year.• f(funding availability, project staffing, efficient decision making, accessibility to work areas) • Initiatives: recapitalization of campus spaces• Facilities Leader: Carrie West
61,521 SF Impacted Since Inception
Com
mon
Spa
ce A
rea
Rec
apit
aliz
ed (
[Squ
are
Feet
)
-
LO2. Facilities Connect Implementation
7
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%Se
p-16
Oct
-16
Nov
-16
Dec
-16
Jan-
17Fe
b-17
Mar
-17
Apr
-17
May
-17
Jun-
17Ju
l-17
Aug
-17
Sep-
17O
ct-1
7N
ov-1
7D
ec-1
7Ja
n-18
Feb-
18M
ar-1
8A
pr-1
8M
ay-1
8Ju
n-18
Jul-
18A
ug-1
8Se
p-18
Oct
-18
Nov
-18
Dec
-18
Impl
emen
tati
on B
udge
t (%
)
Impl
emen
tati
on C
ompl
etio
n (%
)
Implementation Budget (%) Implementation Completion (%) ActualImplementation Completion (%) Target - Baseline
• KPI goal is to complete 90% of project milestones by fiscal year 2018• f(stakeholder engagement, staffing, business process, IT capabilities, communication, effective decision making)• Initiatives: implement new integrated workplace management software; develop and implement process improvement;
utilize effective project management methodology • Facilities Leader: Liz Schaps
-
LO3. Engagement: Sustainability Outreach
8
• KPI goal is to increase newsletter subscription by 15% annually (1.25% per month); maintain open rate 10% above industry average
• Initiatives: actively promote newsletter across University communication; • FM Leader: Kathia Benitez
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
New
slet
ter
Subs
crib
ers
(#)
New
slet
ter
Ope
n R
ate
Newsletter Subscribers (#) Newsletter Open Rate Newsletter Open Rate Target Newsletter Subscription Target
-
CE1. Energy Use Intensity
9
• KPI goal is to reduce the energy use intensity (EUI) by 20% by 2020 • f(occupant behavior, design, construction, technology, operations, weather)• Initiatives: engage occupants; formalize design specifications; perform retro-commissioning; physically audit space for
improvement• FM Leader: Kathia Benitez
0
50
100
150
200
250
300
350
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Site
Ene
rgy
Use
Int
ensi
ty (
kBtu
/SF)
Site Energy Use Intensity (kBtu/SF) Site Energy Use Intensity (kBtu/SF) Target
CampusBaseline
EUI (12/10)
Current EUI
(6/18)
EUI Difference
% Reduction (2010
Baseline)Evanston 223 198 -25 11%Chicago 180 176 -4 2%Combined 208 191 -17 8%
-
CE2. Recordable Injury Incident Rate (TRIR)
10
• KPI goal is to reduce OSHA Recordable Injury Incident Rate by 20% from prior year rate of 3.65 to 2.90• f(equipment, training, behavior, personal protective equipment use)• Initiatives: inspect equipment and environment; manage personal protective equipment inventory; track personal protective
equipment use; train staff; enact monthly safety talks, near miss incident program, hearing conservation program• Facilities Leader: Rachel Gunn
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
FY18
Rec
orda
ble
Inju
ry I
ncid
ent R
ate
FY18 Recordable Injury Incident Rate Recordable Injury Incident Rate Target
Number of InjuriesAug: 1
YTD: 12
-
CE3. Injury-Related Lost Workday Rate
11
• KPI goal is to achieve an injury-related lost workday rate of less than 1.34 lost workdays (days away, restricted, or transferred) per 100 full time employees
• f(equipment, training, behavior, personal protective equipment use)• Initiatives: inspect equipment and environment; manage personal protective equipment inventory; track personal protective
equipment use; train staff; enact monthly safety talks • Facilities Leader: Rachel Gunn
0.0
1.0
2.0
3.0
4.0
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
FY18
Inj
ury-
Rel
ated
Los
t Wor
kday
s Pe
r 10
0 FT
E
FY18 Injury-Related Lost Workdays Per 100 FTE FY18 Injury-Related Lost Workdays Per 100 FTE Target
-
CE4. Waste Diversion Rate
12
• KPI goal is a 50% diversion rate by 2020 over 2009 baseline (4% increase in FY 2018 over FY 2017)• f(occupant behavior purchasing, reuse, recycling, diversion, market availability of diversion services)• Initiatives: audit waste; promote landfill diversion via new resource conversation working group, identify new landfill
diversion opportunities; train occupants on recycling • Facilities Leader: Kathia Benitez
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Was
te D
iver
sion
Rat
e (%
)
Waste Diversion Rate (%) Waste Diversion Rate (%) Target
-
CE5. Overtime
13
• KPI goal is to decrease overtime from 15% of total labor hours in FY17 to 5% of total hours.• f(staffing, contracted services, service provider productivity, planning and scheduling of work, accessibility of work
areas/equipment, emergency work, off hours project and special event support)• Initiatives: adjust staffing levels to reflect workload levels; supplement staff levels through temporary staff hires and
contracted services; increase service provider productivity; plan and schedule work order assignments; adjust shift schedulesto improve campus coverage
• Facilities Leader: Rachel Gunn
0%
5%
10%
15%
20%
25%
0%
5%
10%
15%
20%
25%
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
FY18
Mon
thly
Ove
rtim
e H
ours
(%)
FY18
Cum
ulat
ive
Ove
rtim
e H
ours
(%)
FY18 Monthly Overtime Hours (%) FY18 Cumulative Overtime Hours (%) Target FY18 Cumulative Overtime Hours (%)
-
CE6. Minority and Female Enterprise Use
14
• KPI goal is to increase Minority and Female Enterprise work on campus to 15% of contracts awarded on projects over $25,000• f(contract, bid, qualifying vendor availability in marketplace)• Initiatives: implement new software system; train and educate Project Managers & Contractors; collaborate with Director of
Diversity; explore marketplace for new vendors to engage• Facilities Leader: Liz Schaps
0%
10%
20%
30%
40%
50%
Q1 Q2 Q3 Q4
FY18
Cum
ulat
ive
Con
stru
ctio
n C
ontr
act
Aw
arde
d (%
)
FY18 Cumulative Chicago Construction Contract Awarded (%) Construction Contract Awarded (%) Target
FY18 Cumulative Evanston Construction Contract Awarded (%)
Discontinued from the FY18 KPI deck while collecting data. The KPI will return in FY19.
-
CE7. Local Business Enterprise Use
15
• KPI goal is to increase Local Business Enterprise work on campus to 15% of contracts awarded on projects over $25,000• f(contract, bid, qualifying vendor availability in marketplace)• Initiatives: implement new software system; train and educate Project Managers & Contractors; collaborate with Director of
Diversity; explore marketplace for new vendors to engage• Facilities Leader: Liz Schaps
0%
10%
20%
30%
40%
50%
Q1 Q2 Q3 Q4
FY18
Cum
ulat
ive
Con
stru
ctio
nC
ontr
act
Aw
arde
d (%
)
FY18 Cumulative Chicago Construction Contract Awarded (%) Construction Contract Awarded (%) Target
FY18 Cumulative Evanston Construction Contract Awarded (%)
Discontinued from the FY18 KPI deck while collecting data. The KPI will return in FY19.
-
CE8. Evanston Resident Employment
16
0%
3%
5%
8%
10%
13%
15%
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
FY18
Cum
ulat
ive
Eva
nsto
n R
esid
ent
Labo
r H
ours
(%)
FY18 Cumulative Evanston Resident Labor Hours (%) FY18 Cumulative Evanston Resident Labor Hours (%) Target
• KPI goal is 5% of total construction labor hours on qualifying campus projects greater than $1,000,000• f(project qualification, labor market, demand for labor hours, City of Evanston partnership, qualifying Contractor
participation)• Initiatives: implement new software system; train and educate Project Managers & Contractors; collaborate with Director of
Diversity• Facilities Leader: Liz Schaps
-
F1. Capital Project Cash Flow Execution
17
$0
$100
$200
$300
$400
$500
$600
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
FY18
Fac
iliti
esC
umul
ativ
e C
ash
Flow
(Mill
ions
)
FY18 Facilities Cumulative Cash Flow FY18 Projected Cash Flow Plan FY18 Cumulative Cash Flow
• KPI goal is to spend capital at a rate of +/-2% of committed capital cash flow plan• f(timely contractor invoicing, unforeseen project conditions, accurate budgeting, scope changes, weather, institutional
prioritization, accessibility to work areas/equipment)• Initiatives: develop and implement process improvement; improve accuracy of cash flow plan; drive timely contractor
invoicing; improve reporting; establish and execute project manager cash flow plan• Facilities Leader: Liz Schaps
-
F2. Facilities Operating Budget Execution
18
$0
$50
$100
$150
$200
$250
$300
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
FY18
Cum
ulat
ive
Ope
rati
ng B
udge
t (M
illio
ns)
FY18 Cumulative Operating Budget FY18 Operating Budget
• KPI goal is to spend Facilities division operating expenses at a rate of +/- 1% of budget • f(accurate budgeting of Operations and Maintenance, Administration, Planning, Design and Construction, Sustainability, HR,
campus growth, unanticipated factors)• Initiatives: develop and implement process improvement; improve reporting; adhere to preventative maintenance plan;
manage overtime expenses• Facilities Leader: Liz Schaps
-
F3. Utility Commodity Budget Execution
19
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
FY18
Cum
ulat
ive
Uti
lity
Com
mod
ity
Bud
get (
Mill
ions
)
FY18 Cumulative Utility Commodity Budget FY18 Utility Commodity Budget
• KPI goal is to manage utility commodity expenses at a rate of +/- 5% of budget • f(accurate budgeting, utility commodity costs, campus growth, usage)• Initiatives: adhere to sourcing strategy; improve reporting• Facilities Leader: Liz Schaps
-
F4. Invoices: Number of Days to Pay
20
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Tota
l Inv
oice
s Pa
id
FY18
Inv
oice
s Pa
id (%
)
Total Invoices Paid FY18 Invoices Paid (%) FY18 Invoices Paid (%) Target
• KPI goal is to process 90% of invoices from receipt to voucher/ACH within 30 days • f(accurate invoicing, Facilities timely invoice processing, accounts payable, staffing )• Initiatives: develop and implement process improvement; improve reporting• Facilities Leader: Liz Schaps
FacilitiesFacilities Key Volume Indicators Key Performance IndicatorsSD1. Service Request ClosureSD2. Preventative Maintenance ClosureSD3. Proactivity: Facilities Identified �Work OrdersLO1. Common Space ProgramLO2. Facilities Connect ImplementationLO3. Engagement: Sustainability OutreachCE1. Energy Use IntensityCE2. Recordable Injury Incident Rate (TRIR) CE3. Injury-Related Lost Workday RateCE4. Waste Diversion RateCE5. OvertimeCE6. Minority and Female Enterprise UseCE7. Local Business Enterprise UseCE8. Evanston Resident EmploymentF1. Capital Project Cash Flow ExecutionF2. Facilities Operating Budget ExecutionF3. Utility Commodity Budget ExecutionF4. Invoices: Number of Days to Pay