Facilities Management FM Key Performance Indicators August 15, 2017
Facilities Management Key Volume Indicators Key Volume FM Change Evanston Chicago Full Time Equivalent (FTE) 364 +11 299 65 Acres 296 0 281 15 Buildings 222 0 206 16 Square Feet 14.7M 0.0M 10.5M 4.2M Number of Open Projects 75 +4 64 11 Design 29 +1 20 9 Construction 25 +6 23 2 Punchlist 10 +2 10 0 Closeout 11-5 11 0 Value of Open Projects $2.4B $0.0B $1.8B $0.6B Design $0.7B +$0.1B $0.6B $0.1B Construction $1.2B $0.0B $0.7B $0.5B Punchlist $0.3B -$0.1B $308.4M $0.0M Closeout $0.2B $0.0B $230.9M $0.0M Work Orders Per Reporting Month 5,663-12.0% 4,136 1,527 Work Orders Per Rolling 12 Months 73,295 +0.2% 55,056 18,239 Operations and Maintenance $57M 0 $41M $16M 1
Key Performance Indicators Slide # KPI Description Annual Goal Jul-17 Goal Actual Trend 3 SD1. Service Request Closure 85% 85% 76% -4% 4 SD2. Preventative Maintenance Closure 95% 95% 91% -5% 5 SD3. Rework <10% <10% 9% -1% 6 SD4. Proactivity: FM-Identified Work Orders 25% 25% 30% 0% 7 LO1. Common Space Program 5% 2.3% 1.3% 0.0% 8 LO2. Facilities Connect Implementation 100% 46% 34% 2% 9 LO3. Engagement: Sustainability Outreach 12% 1% -9% -3% 10 CE1. Energy Use Intensity (kbtu/sf) -5% -5% -4.0% 0% 11 CE2. Recordable Injury Incident Rate 5.60 5.72 3.42-0.36 12 CE3. Injury-Related Lost Workday Rate 2.70 2.70 1.55-0.17 13 CE4. Waste Diversion Rate 38% 38% 37% 0% 14 CE5. Overtime 10% 11% 11% -1% 15 CE6. Minority, Female and Local Business Enterprise Use 15% 15% 30% 23% 16 CE7. Evanston Resident Employment 5% 5% 2% 0% 17 F1. Capital Project Cash Flow Execution +/-2% +/-2% -6% -3% 18 F2. Operating Budget Execution +/-1% +/-1% -2% 3% 19 F3. Utility Commodity Budget Execution +/-5% +/-5% 0% 0% 2
Service Work Orders Closed (%) Total Service Work Orders (#) SD1. Service Request Closure 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 6,000 5,000 4,000 3,000 2,000 1,000 0 Total Service Work Orders (#) Service Work Orders Closed (%) Service Work Orders Closed (%) Target KPI goal is to close 85% 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 FM Leader: James McKinney and Nadia Jackson 3
Preventative Maintenance Work Orders Closed (%) Preventative Maintenance Work Orders (#) SD2. Preventative Maintenance Closure 100% 2,500 90% 80% 70% 60% 50% 40% 30% 20% 10% 2,000 1,500 1,000 500 0% Preventative Maintenance Work Orders (#) Preventative Maintenance Work Orders Closed (%) Preventative Maintenance Work Orders Closed (%) Target 0 KPI goal is to close 95% of Preventative Maintenance work orders within 30 days f(staffing, contracted services, seasonal work order volume variations, closeout procedures, service provider productivity) Initiatives: plan and schedule preventative maintenance work assignments; revise task instructions; optimize recurring task frequencies; expand equipment inventory; adjust staffing levels to reflect workload FM Leader: James McKinney and Nadia Jackson 4
Work Orders Requiring Rework (%) SD3. Rework 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Work Orders Requiring Rework (%) Work Orders Requiring Rework (%) Target KPI goal is to have fewer than 10% of inspected Preventative Maintenance, Corrective Maintenance and Service Call work orders require corrective rework f(staffing, quality of work performed, clarity of task instructions) Initiatives: decrease volume of contracted services; revise task instructions; institute a quality control and quality assurance program; expand service provider training programs; increase functionality of mobile technology FM Leader: James McKinney and Nadia Jackson 5
FM Identified Work Orders (%) SD4. Proactivity: FM-Identified Work Orders 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% FM Identified Work Orders (%) FM Identified Work Orders (%) Target KPI goal is that at least 25% of corrective work orders are identified by Facilities Management 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 FM Leader: James McKinney and Nadia Jackson 6
Common Space Area Recapitalized (Square Feet) LO1. Common Space Program 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 Common Space Area Recapitalized (Square Feet) Common Space Area Recapitalized (Square Feet) Target KPI goal is to recapitalize 5% of common spaces per year, which represents 55,000 square feet in FY17 f(funding availability, project staffing, efficient decision making, accessibility to work areas) Initiatives: recapitalization of campus spaces FM Leader: Carrie West 7
Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Implementation Completion (%) LO2. Facilities Connect Implementation 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Implementation Completion (%) Implementation Completion (%) Target KPI goal is to complete 100% of project milestones 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 FM Leader: Liz Schaps 8
Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Newsletter Open Rate Newsletter Subscribers (#) LO3. Engagement: Sustainability Outreach 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 Newsletter Subscribers (#) Newsletter Open Rate Newsletter Open Rate Target KPI goal is to increase newsletter open rate by 12% annually (1% per month), as a measure of content quality (perceived newsletter quality and value to subscribers, readers interest) Initiatives: actively promote newsletter; assess readers interest; increase relevance to readers FM Leader: Kathia Benitez 9
Site Energy Use Intensity (kbtu/sf) CE1. Energy Use Intensity 350 300 250 200 150 100 50 0 Campus Baseline EUI (12/10) Current EUI (5/17) EUI Difference % Reduction (2010 Baseline) Evanston 222 195-27 12% Chicago 187 157-29 16% Combined 210 183-27 13% Site Energy Use Intensity (kbtu/sf) Site Energy Use Intensity (kbtu/sf) Target 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 10
Recordable Injury Incident Rate CE2. Recordable Injury Incident Rate 8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 Number of Injuries July: 0 YTD: 11 FY17 Recordable Injury Incident Rate Recordable Injury Incident Rate Target FY16 Recordable Injury Incident Rate KPI goal is to reduce OSHA Recordable Injury Incident Rate by 20% from prior year rate of 7.0 to 5.6 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 FM Leader: Steve Kindrick 11
Injury-Related Lost Workdays Per 100 FTE CE3. Injury-Related Lost Workday Rate 8.0 7.0 6.0 5.0 4.0 3.0 2.0 1.0 0.0 FY17 Injury-Related Lost Workdays Per 100 FTE FY17 Injury-Related Lost Workdays Per 100 FTE Target KPI goal is to achieve an injury-related lost workday rate of less than 2.7 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 FM Leader: Steve Kindrick 12
Waste Diversion Rate (%) CE4. Waste Diversion Rate 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Waste Diversion Rate (%) Waste Diversion Rate (%) Target KPI goal is a 50% diversion rate by 2020 over 2009 baseline (2% increase in 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 FM Leader: Kathia Benitez 13
Overtime Hours (%) CE5. Overtime 25% 20% 15% 10% 5% 0% FY17 Overtime Hours (%) Overtime Hours (%) Target KPI goal is to decrease service provider overtime rates to 10% of the total labor hours worked 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 schedules to improve campus coverage FM Leader: Steve Kindrick 14
Construction Contract Awarded (%) CE6. Minority, Female and Local Business Enterprise Use 50% 40% 30% 20% 10% 0% Construction Contract Awarded (%) Construction Contract Awarded (%) Target KPI goal is to increase Minority, Female and 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 FM Leader: Liz Schaps 15
Evanston Resident Labor Hours (%) CE7. Evanston Resident Employment 15% 13% 10% 8% 5% 3% 0% Evanston Resident Labor Hours (%) 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 FM Leader: Liz Schaps 16
FY17 Cumulative Cash Flow (Millions) F1. Capital Project Cash Flow Execution $700 $600 $500 $400 $300 $200 Above does not reflect: $8 million payout to RIC $100 $0 FY17 Cumulative Cash Flow FY17 Projected Cash Flow Plan 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 FM Leader: Liz Schaps 17
FY17 Cumulative Operating Budget (Millions) F2. Operating Budget Execution $60 $50 $40 $30 $20 $10 $0 FY17 Cumulative Operating Budget FY17 Operating Budget KPI goal is to spend operating expenses at a rate of +/- 1% of budget f(accurate budgeting, labor rates, material costs, campus growth, unanticipated repairs; accessibility to work areas/equipment) Initiatives: develop and implement process improvement; improve reporting; adhere to preventative maintenance plan; manage overtime expenses FM Leader: Liz Schaps 18
FY17 Cumulative Utility Commodity Budget (Millions) F3. Utility Commodity Budget Execution $40 $35 $30 $25 $20 $15 $10 $5 $0 FY17 Cumulative Utility Commodity Budget FY17 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 FM Leader: Liz Schaps 19