sightlines profile
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Sightlines LLCFY2012 Facilities MB&A Start-Up Executive Committee PresentationCentral Connecticut State University
Date: 1/29/2013Presented by: Jim Kadamus & Dan Willman
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Sightlines profileServing over 380 campuses in 41 states and Canada
• 12 year old company based in Guilford, CT•Database of 23,500 buildings and 1.2 Billion GSF• Sightlines’ process used at 17 ConnSCU campuses
•Also used by eight other state systems
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Asset Reinvestment
The measure of service process, the maintenance quality of space and systems, and the customers opinion of service delivery
The effectiveness of the facilities operating budget, staffing, supervision, and energy management
The accumulated backlog of repair and modernization needs and the definition of resource capacity to correct them “Catch-Up Costs”
The annual investment needed to ensure buildings will properly perform and reach their useful life “Keep-Up Costs”
A vocabulary for measurementThe Return on Physical Assets – ROPASM
Annual Stewardship
Operational Effectiveness Service
Asset Value Change Operations Success
Capital Operations
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Core observations
• CCSU has a slightly older campus than peers with 60 % of space greater than 25 years old, the age when major systems begin to reach the end of their lifecycles
• The campus has a high density factor (usage) compared with peers, affecting facility operations and conditions
Space Profile
• Total spending on existing facilities has been less than peers• Stewardship spending (keep up) exceeds peer levels while asset reinvestment (catch
up) has lagged behind peers • The estimated backlog of building needs is less than peers but highest among the
ConnSCU four year institutions
Capital
• Facilities operations costs are slightly higher than peers but the same as in 2007• Electric and fossil energy consumptions are optimized to affect low utility costs• Customer satisfaction is rated highest among peers
Operations
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Space Profile
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Peer group
Institution
East Stroudsburg University of PA*
Eastern Connecticut State University
George Mason University*
Keene State College
Plymouth State University
Shippensburg University of PA
Southern Connecticut State University
University of Massachusetts- Dartmouth*
University of Southern Maine*
Western Connecticut State University
Westfield State University
Comparative Considerations
Size, technical complexity, region, geographic location, and setting are all factors included in
the selection of peer institutions
* Indicates CCSU suggested peer
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CCSU Peers0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
15%
30%
25%
21%
41%
36%
19%12%
Under 10 10 to 2525 to 50 50 and Above
CCSU has more GSF in higher risk category than peers
65%
% of Space by Age Category
Buildings Under 10Little work .“Honeymoon” period.
Low Risk
Buildings 10 to 25Lower cost space renewal updates and
initial signs of program pressures Medium Risk
Buildings 25 to 50Life cycles are coming due in envelope and mechanical
systems. Functional obsolescence prevalent.Higher Risk
Buildings over 50Life cycles of major building components are past due. Failures
are possible. Core modernization cycles are missed.Highest risk
Higher RiskHigher Risk
Discounted CCSU large garage space to normalize with peers
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Drivers of facilities maintenance needs
Peer Average
Density Impacts:• Custodial Needs• Wear and Tear on Campus Facilities• Life Cycles of Building Components
Tech Rating Impacts:• Maintenance Skill Level• Building Component Cost• Energy Consumption
Four Year CT School Average
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Capital
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Total Capital SpendingCCSU invested over $55M into facilities over the past 6 years
FY2007 FY2008 FY2009 FY2010 FY2011 FY2012$0.0
$5,000,000.0
$10,000,000.0
$15,000,000.0
$20,000,000.0
$25,000,000.0
Total Capital Investment
Existing Space New Space Non Facilities
$16.8M
$33.7M
$6.1M
Capital InvestmentFY07-12
CCSU Average: $9.4M
New Academic Building
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Not reaching target has resulted in an increased backlog
2007 2008 2009 2010 2011 2012$0.0
$2,000,000.0
$4,000,000.0
$6,000,000.0
$8,000,000.0
$10,000,000.0
$12,000,000.0
$14,000,000.0
Annual Stewardship Asset Reinvestment Target Need
Increasing Backlog
Existing space spending vs. target
Target Need: $13.0M
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Peers are spending more than CCSU in existing facilities
Four Year CT School Average
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Campus backlog vs. peersCCSU backlog less than peers but highest among CT four year institutions
Four Year CT School Average
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Operations
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CCSU operating budget actual spendingCampus age and backlog drive up operating costs
Four Year CT School Average
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Total energy consumptionRegionalized peer group
Regional Energy Peers: Connecticut College, Eastern Connecticut State University, Framingham State University, Keene State University, Plymouth State University, Southern Connecticut State University, University of Hartford, University of Massachusetts- Dartmouth, Western Connecticut State University, Westfield State University
Four Year CT School Average
10% Decrease13% Decrease
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Energy unit cost has decreased by 18% The introduction of the fuel cell has contributed to the decrease
Regional Energy Peers: Connecticut College, Eastern Connecticut State University, Framingham State University, Keene State University, Plymouth State University, Southern Connecticut State University, University of Hartford, University of Massachusetts- Dartmouth, Western Connecticut State University, Westfield State University
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Maintenance coverage levelsMaintenance GSF/FTE has increased each year since FY09
CCSU Peers Database
General Repair Score 3.7 3.8 3.9
Four Year CT School Average
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Customer satisfaction survey resultsCCSU customer satisfaction is highest among peers
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Conclusion
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Summary Comments
Space Profile
• CCSU’s aging campus places high demands on capital and operations needs• The high density and building usage results in more wear and tear on buildings
Capital
• The backlog of campus needs is higher than other ConnSCU four year institutions and lower than peers’
• Increased stewardship and asset reinvestment spending will be required to meet capital targets
Operations
• The age of buildings, backlog of building needs and high maintenance coverage ratios present challenges for maintenance operations
• The implementation of the fuel cell has lowered energy costs• Customer satisfaction is highest among peers
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