University Services: Making the University of Minnesota Work. Facilities Management FY14 Budget Presentation November 20, 2012

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1 University Services: Making the University of Minnesota Work Facilities Management FY14 Budget Presentation November 20,

2 Facilities Management Presentation Agenda Summary Information Operational Excellence Initiatives Financial Request 2

3 SUMMARY INFORMATION 3

4 University Services Org Chart University Services ORGANIZATIONAL CHART OPERATIONS Auxiliary Services Laurie Scheich Associate VP Capital Planning & Project Mgmt Suzanne Smith Assistant VP Facilities Management Mike Berthelsen Associate VP Public Safety Gregory Hestness Assistant VP University Health & Safety Craig Moody Director Operating Budget: $ Million Capital Budget: $ Billion FTEs: 2,258.8 Headcount: 3,760 University Services Pamela Wheelock Vice President Office of the VP Chief of Staff Leslie Krueger Policy and Special Projects JP Hagerty Sustainability Amy Short Shane Stennes Bookstores Robert Crabb General Services (Printing, OES, Mailing, Bindery) Dianne Gregory Housing & Residential Life Laurie McLaughlin Parking & Transp. Svcs Bob Baker Contract Administration (UDS, Ucard, Vending) Leslie Bowman U Stores Mark Teragawa Planning, Space, and Architecture Monique MacKenzie Project Delivery Rick Johnson Business Services Bruce Gritters East Bank District Beth Louden St. Paul-West Bank District David Moore Health Science District Sam Talbert Central Services Bill Paulus Utilities & Engineering Jerome Malmquist Central Security Robert Janoski Emergency Management Lisa Dressler UM Police Gregory Hestness University Building Official Merwyn Larson Environmental Health & Safety Craig Moody Cross Functional Work Teams MANAGEMENT SYSTEMS Central Corridor Light Rail Transit Emergency Management Policy Committee Biomedical Discovery District Communications Tim Busse Director Finance Brian Swanson CFO Human Resources Linda Bjornberg Director Information Tech. Stephen Levin CIO Space Utilization Enterprise GIS System-wide Sustainability Committee 4

5 Facilities Management: Source of Funds ISO Revenue $57.0M 28% O&M Cost Pool $73.3M 36% 2013 Budget: $205.5 Million FTE s: 1,099 Balances $6.4M 3% Utilities Cost Pool $65.7M 32% ASU Cost Pool $3.1M 1% 5

6 FM Expenses: Use of Funds Custodial $25,286 Maintenance $53,194 FY13 Expenses $205.5 Million Admin $1,188 Support Services $11,918 Utilities $105,091 R&R $6,577 Facilities Investment Fund $2,330 6

7 Facilities Management Business Plan: Vision and Mission Vision: FM s vision is to become world class in delivering Customer-focused and Costeffective service while promoting a culture of accountability Mission: FM s mission is to provide a safe, functional, clean and welcoming campus 7

8 STRATEGY MAP Here 8

9 Facilities Management Business Plan: Business Lines and Primary Services District Services Central Services Utilities and Engineering o Custodial o Maintenance o Customer relationship management o Asbestos Abatement o Elevator Shop o FM Stores o Landcare o Safety o Signs & Graphics o U Construction o Waste & Recycling o FM Customer Service Center (Call Center & BSAC) o Business Application Support and Central Planning o Utility Operations o Facility Engineering and Energy Efficiency Services o Engineering Records 9

10 Custodial Principles Clean Maintain a healthy indoor environment using sustainable products and methods Consistent Set clear expectations and deliver consistent service quality Cost-effective Deploy resources and equipment in the most effective and efficient way 10

11 Maintenance Principles Reliable Safe Ensure the most critical equipment maintains reliable functionality Ensure the built environment is safe for campus students, staff and visitors Cost-effective Deploy resources to minimize life cycle costs 11

12 Central Services Principles Welcoming Safe Provide a welcoming experience for those coming to the University Ensure the University is safe for campus students, staff and visitors Cost-effective Deploy resources and equipment in the most productive and efficient way 12

13 Energy Principles Reliable Ensure reliable energy supply Sustainable Reduce CO 2 emissions Cost-effective Identify energy efficient opportunities and balance upfront investment costs with long-term savings potential 13

14 Customer Satisfaction 18% Exceeds or Far Exceeds Expectations 16% 2% 6% 30% Below or Far Below Expectations FM Meets or Exceeds Expectations: 2006: 73% 2007: 83% 24% 2008: 85% 2009: 83% 2010: 82% 2011: 69% 2012: 70% 52% 52% Meets Expectations 14

15 FM OPERATIONAL EXCELLENCE 15

16 FM Updates on Past Initiatives Title of Initiative Description Impact Update Item #1 Sustain and Improve New Custodial Program Item #2 Item #3 Team cleaning changed the cleaning practices away from one worker being assigned to complete all responsibilities to teams of workers assigned to a building or buildings. Each team member is assigned a specific task for all areas. The assigned tasks are rotated periodically. Maintain current customer service levels while reducing costs and increasing accountability for completing assigned tasks. The cleaning process incorporates more current cleaning products and equipment that should provide a cleaner and safer campus environment. - Reduced 52 custodians through attrition and voluntary lay offs, increased ratio of B&G Srs to direct the work of squads - Created Program Manager for hiring & training staff - Launched Custodial Continuous Improvement Teams to address challenges Combined Heat and Power Plant (Old Main Renovation) Business Planning and Improvement Efforts Continue design and permitting process Manage utilities aspects of the construction process Determine plan for managing all U of M-TC steam production facilities Provides redundant steam capacity for the University and improve chilled water capacity Improves control over the cost of electricity, reduces carbon footprint Creates the most efficient method for operating University steam production facilities This slide is for highlight the status of any past initiatives highlighted in Targeted business reviews Business lines operated in the most past budget (elevators, waste presentations. stream, freezer efficient manner for the University maintenance and monitoring (e.g. DEHS: Gopher Ordinance Works.) Improve Metrics and measurements Information systems (FCA, work order maintenance) Metrics and measurements will be more clearly tied to FM key performance factors Systems will and support FM goals and operations 16 - Secured $10 million for design - Hired design firm - Hired internal project manager - Holding public meeting in November - In-sourced maintenance services for WBOB - Secured external fire alarm testing services - Contracted centralized elevator services - Launched metric team to improve metrics - Launched team to scope new CMMS

17 Facilities Management Operational Excellence Created a New Property Services Organization Model Reduced Expenses $18 million from FY09 Budget FY10 Implemented a new Custodial staffing model with revised standards that prioritize public spaces reducing staffing by 63 through attrition and a voluntary severance plan FY12 Implemented team cleaning, improving efficiency, reducing custodial staff by 52 while maintaining service levels without any involuntary lay offs. Streamlined and reduced Preventive Maintenance Program to target critical equipment and programs Initiated an Energy Conservation Program saving $5.6M in 2 years Reduced Administrative expenses 10%, consolidating from 5 to 3 districts Conducted business reviews for elevator, fire alarm and waste operations 17

18 Building Costs Per Square Foot 18

19 Facilities Operating Costs vs. Peers

20 FM Headcount History 1,400 Energy Trades Teamsters Students AFSCME * Civil Serv & Acad. Supported GSF FM Headcount by Employee Group Supported GSF 16,000,000 1,200 1, ,500,000 15,000,000 14,500, ,000,000 13,500, *Students =.5 fte Actual Budget 13,000,000 12,500,000 20

21 Energy Conservation & It All Adds Up FY10 FY 12: Saved $5.6 M & 60,000 tons of CO 2 Initiatives Include: Building Re-Commissioning Building Hours & Fan Schedules Lab HVAC Protocols Green IT Classroom Utilization Cultural Campaign 21

22 Cost Control: Energy Consumption vs. Peers Peer Average U MN Average FM Peers (Sightlines) Industry (IFMA) Energy $/GSF $2.31 $3.81 $2.38 Consumption BTU/GSF 179, ,000 94,000 22

23 Steam Efficiency Over Time Since 1996: Steam Efficiency Campus increased by 3.7M SqFt Steam Efficiency increased by 49% Cumulative savings due to efficiency gains = $167M (annualized for 2012 = $12.2M) Twin City Campus: Million Gross Square Feet Millions Gross Sq Feet (000's) MMBtu/GSF 16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 - MMBTU/GSF 23

24 Sustainability: Carbon Footprint UMTC CO2 (Metric Ton Equivalent) Emissions per 1000 GSF Metric Tons per 1000 GSF Million GSF Since 1999: Campus increased by 2.5M SqFt CO2 emissions have been reduced by 5M metric tons Xcel Generated Electricity U of M Generated Steam GSF Source: Energy Management 24

25 Supported Utilities Summary: FY 2014 Steam $34,763,000 Electric $26,640,000 Chilled Water $7,655,000 Water 6% Chilled Water 10% Gas 1% Steam 47% Water $4,588,000 Gas $1,073,000 Total $74,719,000 Electric 36% Net Increase for Supported Units: $1.2 million Rates include: Purchased Fuel/Electricity Debt Service Capital Investment Operations/Repair Engineering & Tech Support 25

26 Steam Rates History of Rates: $/MMBTU Components of $21.98/Mlb Rate $23.00 $22.00 $21.00 $20.00 $19.00 $18.00 $17.00 $16.00 $ Component $ % Fuel Cost $ % Debt Service $ % Plant Ops $ % Other $ % Total $ % Other: renewal, debt, admin, conservation FY Rate Consumption Total $ 12 $ ,920 $42,138, $ ,866 $41,004, $ ,963 $43,141,000 26

27 Projected Fuel Usage for FY14 FY14 Budgeted Fuel Mix Gas 98% Oil 2% Oat Hulls 0% Coal 0% Budgeted Cost/MMBTU Oil $15.86 Gas $ 5.22 Est. based on blended projection of contract and market prices Oct FY13 Budgeted Fuel Mix Coal 4% Oil 3% Oat Hulls 0% Gas 93% 27

28 Electricity Rates $0.11 $0.10 $0.09 $0.08 $0.07 $0.06 $0.05 History of Rates: $/Kwhr Components of $0.0991/KWhr Rate Component $ % Xcel Cost $ % Less Refund -$ % Other $ % Total $ % Other: distribution, renewal, admin, debt, FY Rate/KWhr Consump./Mlb Support $ 12 $ ,979 $38,743, $ ,806 $37,255, $ ,828 $39,338,000 28

29 INITIATIVES 29

30 Opportunities & Challenges We need to reduce our requirements for, and maximize the benefits from, our investments in physical space. We are doing this by: Reducing overall space (Work +, selective demolition) Making space more cost effective (Smart Labs, Combined Heat & Power) Maximizing asset life cycles (Enterprise Asset Management predictive maintenance) Reducing fixed costs (Standardize Team Cleaning, Standardize Maintenance Operations including centralizing TC Maintenance) Improving the quality of our facilities (Strategic investment in campus renewal) 30

31 Strategic Initiatives: Smart Labs Challenge - Current University laboratory design and operations waste energy and magnify risks to research. While lab space accounts for 19% of assignable sq.ft., research buildings consume 66% of energy costs. We need to safely adjust air exchange rates and modernize sample storage equipment and processes. Solution - OpEx - A team of faculty and staff is being formed by the VP of Research and the VP of U Services to identify and pilot "Smart Labs practices in University research laboratories. Smart Labs recommendations will better protect research, improve reliability save the U money which can be reinvested into the core mission as well as reduce overall energy use and the corresponding carbon footprint. 31

32 Strategic Initiatives: Combined Heat & Power Challenge Campus growth and the retirement of two old boilers necessitates the increase of steam production. The single biggest issue identified by Office of Risk Management is the lack of a redundant steam supply for the Twin Cities Campus, while the Climate Action Plan requires a significant cut in carbon emissions. Solution OpEx Build $81M Combined Heat & Power (CHP) plant on the Old Main site currently moving through the design and permitting process. CHP provides redundant steam supply, increases peak capacity, lowers internal electricity and steam costs while reducing the U s carbon footprint by 10%. 32

33 Strategic Initiatives: Enterprise Asset Mgmt. Challenge Maximizing asset life cycles means evolving from preventive maintenance to predictive maintenance practices and aligning those practices with an appropriate software package. Current software no longer supported after FY 13. Solution OpEx Enterprise Asset Management project team will first identify existing procedures such as the work order process, document /streamline them and then add those requirements to the new Enterprise Asset Mgmt. (EAM) program and software. The standardization of FM s business processes will improve efficiency while the new EAM will provide more accurate data, increase reporting capability, automate manual processes and be user friendly. Better information leads to better decisions. 33

34 Strategic Initiatives: Standardize Maintenance Operations Challenge The U s decentralized structure has led to different interpretations of supported services, different organizations providing those service and different ways of paying for them. Solution OpEx Standardize and then educate the institution on what maintenance services are supported, centralize so FM is the only organization providing the services and create a new cost pool to pay for them. A common understanding clarifies what the institution can expect from FM, while centralizing maintenance service creates clear line of accountability, eliminates redundancy and fulfills the Office of the Legislative Auditor s recommendations. The new cost pool will advance maintenance standards and practices that improve stewardship and reduce life-cycle costs. 34

35 Strategic Initiatives: Optimize Campus Space Challenge The Twin Cities campus is aging and the funds available to meet the needs to refurbish and maintain the campus, rather than constructing new space, are inadequate. Solution Improve the quality and extend the useful life of existing space by increasing the annual funds available for repair and replacement. Funding levels should be set at an amount capable of slowing the deterioration of existing space and ensuring new space will be maintained. OpEx Well maintained space is critical to the student experience and research environment. An adequately funded maintenance and renewal program extends the useful life of major capital assets. Note: Detail of funding required to meet this initiative follows 35

36 Facilities Condition Assessment Updated 2011 (System-wide) 36

37 Capital Need Exceeds Available Funding (System-wide) Required Capital to Maintain current FCNI Ratio: $160 Million per year Actual Funding (annual average during last 5 years): $110 Million per year R & R $11,655,600 11% Auxiliary Funds $13,359,200 12% Facility Renewal $25,194,400 23% Utilities Infrastructure $9,509,800 9% Value of Razed Facilities $12,004,600 11% HEAPR $37,600,000 34% Average Annual Renewal Investment: FY 09-13: $110M 37

38 Project Spending vs. Target $250 $200 Increasing Net Asset Value $ in Millions $150 $100 Upper Limit Sustaining Net Asset Value Decreasing Net Asset Value $50 Lower Limit $

39 Annual Targets for Facilities Renewal Annual Target excluding Utilities Infrastructure =$160 million Funding Source HEAPR Major renovations and demolitions Auxiliary funding R&R Current R&R funding Funding gap Amount $30 million $50 million $20 million $60 million $160 million - $6.6 million $53.4 million 39

40 Critical Need for Additional R&R Funding Annual Target to Maintain Current FCNI is $60,000 in 000's ASF $ per ASF Total Current R&R Funding Base 13,373,363 $ 0.49 $ 6,577 Funding for New Buildings 254,000 $ 0.49 $ 125 Annual R&R increase of $0.25 per ASF 13,627,363 $ 0.25 $ 3,407 Total R&R Available for FY14 $ 10,109 Years Required to Reach Target with $0.25 increments 17 FY14 R&R Request $ 3,532 Additional R&R required to reach target in 10 years $ 1,811 Total R&R Request $ 5,343 40

41 FINANCIAL REQUEST 41

42 2014 Building Costs Changes ($ in thousands) Utilities O&M Total Cancer/Cardio Research Facility $2,377 $1,712 $4,089 Northrop Phase 2 $180 $609 $789 Physics and Nanotechnology $840 $706 $1,546 Rec Center Addition (BSAC only) $- $9 $9 17 th Ave Residence Hall (BSAC only) $- $14 $14 Total $3,397 $3,050 $6,447 42

43 2015 Building Costs Changes (Preliminary) ($ in thousands) Utilities O&M Total Amundson Addition $204 $185 $388 Total $204 $185 $388 43

44 Category Facilities Management FY13 to FY14 Allocation Request Total (in thousands) FY2013 Alloc/Rev $142,060 +FY11 New Building Money $1,388 +FY14 New Building Money $6,447 +/(-) Salary $1,019 +/(-) Fringe $(650) +/(-) Trade Fringe $176 +/(-) Utilities Existing Buildings $1,215 +/(-) Permanent Change in Central Alloc $(131) - Enterprise Assessment $(492) - 0.8% Reallocation $(597) = Base FY14 Budget $150,435 44

45 FY14 Funding Request Type (Required vs Opportunity) Recurring v One Time Title Amount Description, rationale, impact on metrics, timeline and the projected outcome of these actions Required Recurring Fringe costs for trades $176,000 The fringe for trades are not part of he University benefits plans and will not go down for FY14. This is the amount required to keep the trade fringes flat for the O&M portion of FM Opportunity Recurring Increased R&R $3,532,000 While we set the target to reduce overall space, we need to increase investments in existing space to make it more functional, reliable, and safe. By increasing R&R funding by this amount we will reach our funding target in 17 years Opportunity Recurring Increase R&R $1,811,000 Additional R&R required will reduce the time required to reach or funding target to 10 years 45

46 FY14 Proposed Reallocation Item Recurring / 1-Time Amount Explain actions taken, the timeline involved and the projected outcome of these actions Prior Reductions Recurring $597,000 Facilities Management took larger budget reductions than required during FY12 in order to implement planned programs logically and cause less disruption to the FM organization and employees. The difference between the allocation and required budget was redeployed to R&R, This additional R&R will be reduced to meet the reallocation Total budget reduction $597,000 46

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