facilities management - northwestern university...key performance indicators 2 slide # kpi...

Facilities Management

FM Key Performance Indicators

April 20, 2017

Facilities Management Key Volume Indicators

1

Key Volume FM Change Evanston Chicago

Full Time Equivalent (FTE) 344 +5 281 63

Acres 296 0 281 15

Buildings 213 0 200 13

Square Feet 12.4M 0 9.9M 2.5M

Number of Open Projects 81 +2 71 10

Design 26 +3 22 4

Construction 23 -1 21 2

Punchlist 5 0 5 0

Closeout 27 0 22 5

Value of Open Projects $2.1B $0.0B $1.6B $0.5B

Design $0.5B $0.0B $0.4B $0.1B

Construction $1.1B $0.0B $0.6B $0.5B

Punchlist $0.3B $0.0B $301.3M $13.5M

Closeout $0.3B $0.0B $309.9M $7.8M

Work Orders Per Reporting Month 6,116 +1.4% 4,503 1,613

Work Orders Per Rolling 12 Months 72,954 +0.8% 55,039 17,915

Operations and Maintenance $57M 0 $41M $16M

Key Performance Indicators

2

Slide # KPI Description Annual Goal Mar-17 Goal Actual Trend

3 SD1. Service Request Closure 85% 85% 78% -3%

4 SD2. Preventative Maintenance Closure 95% 95% 94% 3%

5 SD3. Rework <10% <10% 6% -6%

6 SD4. Proactivity: FM-Identified Work Orders 25% 25% 32% 0%

7 LO1. Common Space Program 5% 0.5% 1.3% 0.6%

8 LO2. Facilities Connect Implementation 100% 13% 13% 5%

9 LO3. Engagement: Sustainability Outreach 12% 1% -2% -1%

10 CE1. Energy Use Intensity (kBtu/SF) -5% -5% -1.0% 4%

11 CE2. Recordable Injury Incident Rate 5.60 6.18 3.98 -0.16

12 CE3. Injury-Related Lost Workday Rate 2.70 2.70 1.99 -0.38

13 CE4. Waste Diversion Rate 38% 38% 39% 7%

14 CE5. Overtime 10% 15% 12% 0%

15 CE6. Minority, Female and Local Business Enterprise Use 15% 15% 0% -13%

16 CE7. Evanston Resident Employment 5% 5% 2% 0%

17 F1. Capital Project Cash Flow Execution +/-2% +/-2% -7% 0%

18 F2. Operating Budget Execution +/-1% +/-1% -1% 0%

19 F3. Utility Commodity Budget Execution +/-5% +/-5% -1% 0%

SD1. Service Request Closure

3

• 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

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

To

tal

Ser

vic

e W

ork

Ord

ers

(#)

Ser

vic

e W

ork

Ord

ers

Clo

sed

(%

)

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%


Pre

ven

tati

ve

Ma

inte

na

nce

W

ork

Ord

ers

(#)

Pre

ven

tati

ve

Ma

inte

na

nce

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 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

SD3. Rework

5

• 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

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Wo

rk O

rder

s R

equ

irin

g R

ewo

rk (

%)

Work Orders Requiring Rework (%) Work Orders Requiring Rework (%) Target

SD4. Proactivity: FM-Identified Work Orders

6

• 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

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


FM

Id

enti

fied

Wo

rk O

rder

s (%

)

FM Identified Work Orders (%) FM Identified Work Orders (%) Target

LO1. Common Space Program

7

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

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

Co

mm

on

Sp

ace

Are

a R

eca

pit

ali

zed

(S

qu

are

Fee

t)

LO2. Facilities Connect Implementation

8

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%S

ep-1

6

Oct

-16

No

v-1

6

Dec

-16

Ja

n-1

7

Feb

-17

Ma

r-17

Ap

r-17

Ma

y-1

7

Ju

n-1

7

Ju

l-17

Au

g-1

7

Sep

-17

Oct

-17

No

v-1

7

Dec

-17

Ja

n-1

8

Feb

-18

Ma

r-18

Ap

r-18

Ma

y-1

8

Ju

n-1

8

Ju

l-18

Au

g-1

8

Sep

-18

Oct

-18

No

v-1

8

Dec

-18

Imp

lem

enta

tio

n C

om

ple

tio

n (

%)

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

LO3. Engagement: Sustainability Outreach

9

• KPI goal is to increase newsletter open rate by 12% annually (1% per month), as a measure of content quality • f(perceived newsletter quality and value to subscribers, readers interest)• Initiatives: actively promote newsletter; assess readers interest; increase relevance to readers• FM Leader: Kathia Benitez

0

500

1,000

1,500

2,000

2,500

3,000

3,500

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Dec

-15

Ja

n-1

6

Feb

-16

Ma

r-16

Ap

r-16

Ma

y-1

6

Ju

n-1

6

Ju

l-16

Au

g-1

6

Sep

-16

Oct

-16

No

v-1

6

Dec

-16

Ja

n-1

7

Feb

-17

Ma

r-17

Ap

r-17

Ma

y-1

7

Ju

n-1

7

Ju

l-17

Au

g-1

7

Sep

-17

New

slet

ter

Su

bsc

rib

ers

(#)

New

slet

ter

Op

en R

ate

Newsletter Subscribers (#) Newsletter Open Rate Newsletter Open Rate Target

CE1. Energy Use Intensity

10

• 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

Sit

e E

ner

gy

Use

In

ten

sity

(k

Btu

/SF

)

Site Energy Use Intensity (kBtu/SF) Site Energy Use Intensity (kBtu/SF) Target

CE2. Recordable Injury Incident Rate

11

• 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

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0


Rec

ord

ab

le I

nju

ry I

nci

den

t R

ate

FY17 Recordable Injury Incident Rate FY16 Recordable Injury Incident Rate

Recordable Injury Incident Rate Target

Number of

Injuries

March: 1

YTD: 8

CE3. Injury-Related Lost Workday Rate

12

• 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

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0


Inju

ry-R

ela

ted

Lo

st W

ork

da

ys

Per

10

0 F

TE

FY17 Injury-Related Lost Workdays Per 100 FTE FY17 Injury-Related Lost Workdays Per 100 FTE Target

CE4. Waste Diversion Rate

13

• 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

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Wa

ste

Div

ersi

on

Ra

te (

%)

Waste Diversion Rate (%) Waste Diversion Rate (%) Target

CE5. Overtime

14

• 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 schedulesto improve campus coverage

• FM Leader: Steve Kindrick

0%

5%

10%

15%

20%

25%


Ov

erti

me

Ho

urs

(%

)

FY17 Overtime Hours (%) Overtime Hours (%) Target

CE6. Minority, Female and Local Business Enterprise Use

15

• 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

0%

10%

20%

30%

40%

50%


Co

nst

ruct

ion

Co

ntr

act

Aw

ard

ed (

%)

Construction Contract Awarded (%) Construction Contract Awarded (%) Target

CE7. Evanston Resident Employment

16

0%

3%

5%

8%

10%

13%

15%


Ev

an

sto

n

Res

iden

t L

ab

or

Ho

urs

(%

)

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

F1. Capital Project Cash Flow Execution

17

$0

$100

$200

$300

$400

$500

$600

$700


FY

17 C

um

ula

tiv

e C

ash

Flo

w (

Mil

lio

ns)

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

F2. Operating Budget Execution

18

$0

$10

$20

$30

$40

$50

$60


FY

17 C

um

ula

tiv

e O

per

ati

ng

Bu

dg

et (

Mil

lio

ns)

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

F3. Utility Commodity Budget Execution

19

$0

$5

$10

$15

$20

$25

$30

$35

$40


FY

17 C

um

ula

tiv

e U

tili

ty C

om

mo

dit

yB

ud

get

(M

illi

on

s)

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

facilities management - northwestern university...key performance indicators 2 slide # kpi...

Documents