from fm strategy to reporting – building the right...

From FM Strategy to Reporting –Building the Right Framework, Metrics and KPIs

S T E V E N M . PAT T E R S O N , P. E . , C F M

D I R E C TO R O F FA C I L I T I E SN O R T H E R N V I R G I N I A C O M M U N I T Y C O L L E G E

C H R I S H O D G E S , P. E . , C F M , I F M A F E L LO W

P R I N C I PA LFA C I L I T Y E N G I N E E R I N G A S S O C I AT E S , P. C .

Defining “World-Class”

Baldrige National Quality Program as framework for assessment

1. Leadership (Defining roles, communication, optimal organizational structure, etc.)2. Planning (Strategic plan, master plan, design standards, budget preparation, etc.)3. Customer Focus (Aligning expectations, levels of service, customer feedback, etc.)4. Measurement (KPIs, organizational assessments, quality, IT effectiveness)5. Workforce Development (Recruitment/retention, training, performance evaluation)6. O&M Process Management (Assessing adequacy of support facilities & equipment)7. Performance Results (Appearance, FCI, systems reliability, benchmarks, etc.)Time of transition

World Class

Under-Performing

Level 1 – Initial / Ad Hoc

Level 2 –Repeatable

Level 3 – Defined

Level 4 – Managed / Measured

Level 5 – Optimized (High-Performance)

How do you define world-class?

Where is your FM organization?

Developing the FM Strategy (steps)

1. Create Alignment2. Outline the Strategy 3. Create the framework to implement the strategy (the BSC)4. Develop initiatives (actions) that support the strategy5. Measure, monitor, and report

Creating Alignment

Organizational Strategy• Produce a product or

provide a service• Satisfy stakeholders• Generate revenue

FM DriversCommunity commitments, Sustainability

initiatives, Regulatory requirements

Strategic Facility PlanOperational Structure

Supports , aligns with organizational strategy and FM Drivers

Operations Policies and Procedures

• Tactical initiatives

Operational Planning• Work Management• Measurement & Reporting

MissionVisionValues

Drives

Inspires

Influences Supports

Creates

Facility Management

Operations

Organization

The Strategy

What are the organizational drivers?

Connecting FM services and organizational success

What a BSC does:“Provide a succinct taxonomy that ensured consistency in

application”

What a BSC is:A carefully selected set of

quantifiable measures derived from an organization’s strategy

Mission and

Vision

Outlining the Strategy

Strategy to BSC

Strategy Strategic Objectives and Initiatives Balanced Scorecard (BSC)

Create the Framework

Mission and Vision

“We give everyone the opportunity to learn and develop the right skills so

lives and communities are strengthened.”

“This is the College of Necessity, the Academy of Opportunity, and here and now, a child of the time in this

fastest growing metropolitan area of the nation.” – Governor Albertis

Harrison, NOVA Dedication, 1965

Create the Framework

Desired OutcomesWhat Defines Success?

Measurements Level Input / Data Required Tracked By (Data Platform)

Reporting Frequency

Reporting Responsibility

1 Care for NIAID Facilities Operate Facilities Consistent with OWS Vision

Planned vs. Demand Maintenance (PM/DM) Ratio

2 >80% 50-80% <50% WO type for PM and DM. Could be counted as time or WO count.

CMMS Quarterly Automatic Report

2 Retain Facility ValueMaintain Facilities Consistent with OWS Vision

Change in Facility Condition Index (FCI) 1 <0.05 0.05-0.15 >0.15

FCA information by Area, deferred maintenance and CRV. CAFM Annually

Space Resources and Asset Management

BranchScope 1&2 Greenhouse Gas Emission Reduction

Scope 1&2 GHG Reduction % from Baseline by 2020

1 On Track <1 Year Behind

>1 Year Behind

Total Scopes 1 &2 emissions. ENERGY STAR Portfolio Manager

Annually Facilities Services and Operations Branch

Scope 3 Greenhouse Gas Emission Reduction

Scope 3 GHG Reduction % from Baseline by 2020


>1 Year Behind

Total Scope 3 emissions.

Employee Commuting

Survey, Expense Reports

Annually Office of Workplace Solutions, Accounting

Reduction in Energy Intensity

Energy Intensity Reduction % from Baseline by 2015

2 >30% 27-30% <27% Total Btu. Square footage. ENERGY STAR Portfolio Manager


Use of Renewable EnergyElectricity Usage from Renewable Sources 2

>7.5% + 3.75% new

sources>7.5% <7.5%

Total renewable energy use. Renewable energy sources.

ENERGY STAR Portfolio Manager Annually

Facilities Services and Operations Branch

Reduction in Potable Water Intensity

Potable Water Reduction % from Baseline by 2020

2 >26% 14-26% <14% Total potable water usage. ENERGY STAR Portfolio Manager


Reduction in Fleet Petroleum Use

Petroleum Reduction % from Baseline by 2015

2 >20% 18-20% <18% Total petroleum usage. Financial Software

Annually Budget and Financial Management Branch

Green BuildingsBuildings (>5,000 GSF) that meet GP 2

>13%all

New Const., Maj. Renov.

& LeasesNone Buildings meeting GP in FRPP. CAFM Annually

Office of Workplace Solutions

Targets

Executive Order 13514 Compliance

3

Strategic ObjectivesWhat is Important?

KPI Data Specification Matrix (Balanced Scorecard)

Care for the Facility

Energy Reduction Compliance

Develop Initiatives/Actions to Support the Strategy

• Organizational gap analysis• Software/technology assessment• Long term deferred maintenance and capital budgeting methodology• Prioritize “non-capital” (maintenance and repair) project list• Development of document management system and scanning of documents• Workflow process improvement and training program• Asset management data improvements• Equipment asset inventory• Staffing study and labor needs analysis• Energy efficiency credit research• Warranty identification from non-capital projects

Metrics should relate to the physical, functional, financial, and people characteristics of facility management.

Performance indicators should be tracked over a period of years and be compared to an established baseline. Snapshot reporting is insufficient to understand investments; trend reporting is essential (Cable, Davis)

Measure, Monitor and ReportMetrics vs. KPIs Metrics

KPIs

A KPI is a core metric that defines top level success

Strategic Level Director of Facilities

Management Level Associate Directors/FMs

Process Level Building Technicians/ Executive Assistants

1

2

3

Strategic Level(Reporting Value)

Tactical Level(Data)

Management Metrics (MMs)

Key Performance Indicators (KPIs)

Process metrics

Tact

ical

Str

ateg

ic

Measure, Monitor and Report

Expected Outcome – Improved decision-making for better operational performance

Mission and Vision

“We give everyone the opportunity to learn and develop the right skills so lives and

communities are strengthened.”

“This is the College of Necessity, the Academy of Opportunity, and here and now, a child of the time in this fastest growing metropolitan

area of the nation.” – Governor AlbertisHarrison, NOVA Dedication, 1965

Steven M. Patterson, P.E., CFM

Director of FacilitiesNorthern Virginia Community College

Project Purpose: Develop FM Strategy and a Performance Measurement System

Goals:

Update organizational

drivers based on new NOVA

Strategic Plan.

1Help define a

strategy for the delivery of FM

services that aligns with NOVA’s goals.

2Review and update the list of tactical initiatives tracked

through the Balanced Scorecard.

3Identify Key

Performance Indicators to include in the

Balanced Scorecard as well as supporting

management metrics.

4Assist in the

development of a standard reporting process and visual

dashboard.

5

• Developed a framework for a Balanced Scorecard (BSC) performance measurement tool

• Highlighted broad organizational drivers that impact Facilities

• Documented 54 tactical initiatives that were underway or under consideration

• Since that time NOVA published on February 20, 2018, Pathway to the American Dream—NOVA’s Strategic Plan 2017-2023.

Strategic planning session outcomes:

Drafted: The BSC at NOVA

Identified:

Defined:

Desired OutcomesWhat Defines Success?

Measurements Level Input / Data Required Tracked By (Data Platform)

Reporting Frequency

Reporting Responsibility

1 Care for NIAID Facilities Operate Facilities Consistent with OWS Vision

Planned vs. Demand Maintenance (PM/DM) Ratio

2 >80% 50-80% <50% WO type for PM and DM. Could be counted as time or WO count.

CMMS Quarterly Automatic Report

2 Retain Facility ValueMaintain Facilities Consistent with OWS Vision

Change in Facility Condition Index (FCI) 1 <0.05 0.05-0.15 >0.15

FCA information by Area, deferred maintenance and CRV. CAFM Annually

Space Resources and Asset Management

BranchScope 1&2 Greenhouse Gas Emission Reduction

Scope 1&2 GHG Reduction % from Baseline by 2020


>1 Year Behind

Total Scopes 1 &2 emissions. ENERGY STAR Portfolio Manager


Scope 3 Greenhouse Gas Emission Reduction

Scope 3 GHG Reduction % from Baseline by 2020


>1 Year Behind

Total Scope 3 emissions.

Employee Commuting

Survey, Expense Reports

Annually Office of Workplace Solutions, Accounting

Reduction in Energy Intensity


2 >30% 27-30% <27% Total Btu. Square footage. ENERGY STAR Portfolio Manager


Use of Renewable EnergyElectricity Usage from Renewable Sources 2

>7.5% + 3.75% new

sources>7.5% <7.5%

Total renewable energy use. Renewable energy sources.

ENERGY STAR Portfolio Manager Annually

Facilities Services and Operations Branch

Reduction in Potable Water Intensity


2 >26% 14-26% <14% Total potable water usage. ENERGY STAR Portfolio Manager


Reduction in Fleet Petroleum Use


2 >20% 18-20% <18% Total petroleum usage. Financial Software

Annually Budget and Financial Management Branch

Green BuildingsBuildings (>5,000 GSF) that meet GP 2

>13%all

New Const., Maj. Renov.

& LeasesNone Buildings meeting GP in FRPP. CAFM Annually

Office of Workplace Solutions

Targets

Executive Order 13514 Compliance

3

Strategic ObjectivesWhat is Important?

Care for the Facility

Energy Reduction Compliance

The BSC at NOVA

S2. Improved customer satisfaction with FM services.

S2.1. Develop project satisfaction feedback system.

S2.2. Develop a standard work order completion time expectation

S2.3. Reduce customer call-backs for same problem.

Stakeholder Perspective:

Key Drivers Identified Objective Initiatives Measurement

Stak

ehol

der P

ersp

ectiv

e Stakeholder Identification: S1. Improved communication with all stakeholder groups

S1.1. Develop stakeholder communications plan.

VCCSProvost (Campus Level x6)Dir Campus Ops (Campus Level x6)Other NOVA DepartmentsPresidentAcademic Dept Chairman/DeansStudentsCounty BoardsCommunitiesState of VA (Richmond)

S1.2. Develop a Strategic Facilities Plan after the publication of the next NOVA Strategic Plan





Organizational Drivers:S3. Shared understanding of space needs and

requirements.

S3.1. Develop and share space management requirements and communicate space management protocols.

Increased EnrollmentIncreased RetentionStudent SuccessAttract/Retain Quality InstructorsConnection to Community

S4. Space comfort (temperature, IAQ, lighting) meets occupant expectations.

S4.1. Develop and communicate occupant comfort standards for temperature, IAQ and lighting.

S4.2. Measure occupant satisfaction with temperature, IAQ, lighting.

Measurement Target Input / Data Required Data Source Frequency Relevant Initiatives

Customer satisfaction rating - non-capital projects(Average satisfaction rating)

4-5/5 3/5 1-2/5

Feedback from NOVA Facilities

Project Feedback Survey- Non-

Capital

NOVA Facilities Project Feedback Survey- Non-

Capital

At the end of the

project

S2.1. Develop and maintain non-capital project satisfaction feedback system.






Proc

ess P

ersp

ectiv

e

Quality of FacilitiesVisibility & AppearanceAccessibilityStudent SafetyLighting/IAQ/HVAC Branding

P1. Projects (capital and non-capital) delivered on time and within budget

P1.1. Standardize and document schedule, budget, close-out procedures.

P1.2. Create standard specifications for project turnover to Operations.

P1.3. Implement eBuilder software and structure its workflow to follow the recommended Capital Asset Management process flow

P2. Increased equipment life and reduced downtime.

P2.1. Improve PM process, increase proactive maintenance

P2.2. Update preventive maintenance related attributes in TMA***

P2.3. Introduce new/more effective maintenance protocols (PT&I, RCM), as appropriate

P3. Improved work management efficiency

P3.1. Measure and manage work processes.

P3.2. Implement standard TMA workflow processes***

P3.3. Standardize work order delivery and compilation methods***

P3.4. Implement use of a standardized daily maintenance log***

P3.5. Define and document TMA work order categories and priorities***

P3.6. Establish data standards for TMA***

P3.7. Establish standardized equipment inventory processes***

P3.8. Clearly document the definitions of each NOVA project Reason code.

P3.9. Create a document management system that catalogs all drawings. Create electronic versions of drawings as needed.***

P3.10. Assign a unique identifier (that never changes) to each new non-capital project.

P3.11. Improve functionality of Vehicle Management Spreadsheet***

P4. Improved contractor performance for outsourced work.

P4.1. Create a contractor quality assurance oversight approach for O&M services

P4.2. Monitor CMMS to ensure that all contractor work is captured.

P4.3. Create contractor interface in CMMS

P5. Effective utilization of space.

P5.1. Document, define, and monitor existing space utilization by type and function.

P5.2. Address changing definitions for use of space (create space standards)

P5.3. Determine whether a feed from PeopleSoft SIS can be generated and converted to a format that will allow for an automated upload to Revit data

P5.4. Develop new Master Plans for all campuses.

P5.5. Define Link between FM and Campus Master plans

P5.6. Address accessibility issues, including Interior/Exterior signage

P6. Reduced risk of environmental non-compliance. TBD

P4. Improved contractor performance for outsourced work.

P4.1. Create a contractor quality assurance oversight approach for O&M services

P4.2. Monitor CMMS to ensure that all contractor work is captured.

P4.3. Create contractor interface in CMMS

Strategic Objectives (Desired Outcome) Measurement Target Input / Data Required Data Source Relevant Initiatives

P4. Improve contractor performance for outsourced work.

Contractor Performance Rating 4-5/5 3/5 1-2/5 Develop review form and

rating scale

Previously put together survey to measure performance (sent via email). Would like to set this up in TMA to sent to managers after contractor work is complete.

P4.1. Create a contractor quality assurance oversight approach (annual meetings and document performance feedback).P4.2. Create contractor interface in CMMSP4.3. Monitor CMMS to ensure that all contractor work is captured.

Workforce Learning & Growth Perspective:


Wor

kfor

ce L

earn

ing

& G

row

th

Pers

pect

ive

Attract/Retain Qualified FM staffQuality of FM Services Provided

W1. Workforce size, composition and skill level matches FM needs.

W1.1. Perform Staffing (Labor Needs) Analysis***

W1.2. Develop and implement a training strategy and plan that links improved productivity, stakeholder satisfaction, and employee satisfaction.

W1.3. Fill the position of Facilities System Analyst

W2. Workforce skill sets keep up with increasing technology challenges.

W2.1. Develop and implement a training strategy that addresses knowledge, skills abilities that are required to meet facility needs for the next 5 yrs.

W2.2. Develop and implement IDPs.

W2.3. Implement a structured training program for TMA software***

W3. Improved employee morale, satisfaction and retention. W3.1. Develop and implement employee recognition programs.

W3. Improved employee morale, satisfaction and retention.

W3.1. Develop and implement employee recognition programs.

Employee Satisfaction >90% 80-90% < 80% Employee satisfaction survey TBD W3.1 Develop and implement employee recognition programs.

Measurement Input / Data Required Data Source Relevant InitiativesTarget

Financial Perspective:


Fina

ncia

l Per

spec

tive

Budget Pressures (Reductions or No Growth)Desire to Increase EnrollmentSpan of FM Services Delivered

F1. Improved decision-making through the analysis of financial information and metrics on FM performance.

F1.1 Implement a Balanced Scorecard and use it consistently for FM performance management

F1.2. Establish monitoring process for O&M budget compliance.

F1.3. Establish protocols for budget compliance reporting.

F1.4. Incorporate data feeds from AIS and eVA into NOVA FM technology systems as close to real time as practical

F2. Effective funding mechanisms that integrate state and local funding prioritization schemes.

F2.1. Implement an integrated approach to identifying facility needs and prioritizing projects for satisfying those requirements

F2.2. Define budget baseline needs for O&M budget (unconstrained).

F3. Long-term stewardship of NOVA facilities (decreasing trend in Deferred Maintenance)

F3.1. Work with VCCS to allow deficiency data updates by NOVA on a semi-annual basis for entry into FICASF3.2. Continue to reimburse VCCS to perform facility condition assessments and update FICAS

dataF3.3. Begin measuring Facility Condition Index (FCI) and Facility Needs Index (FNI) and trend the

results on an annual basis. F3.4. Implement the recommended three-tiered methodology for developing the non-capital

projects list.F3.5. Update TMA records to show warranty information for newly-installed assets or building components***

F3.6.Perform a comprehensive asset inventory***

F4. Reduced energy costs F4.1. Establish feasible energy reduction and efficiency goals for NOVA

F4.2. Evaluate the costs and benefits of metering and sub-metering individual buildings, areas, and assets on NOVA’s campuses, along with a logging software to store the metered data.F4.3. Evaluate the costs and benefits of consolidating the six building control systems to one that

works in conjunction with a monitoring software, such as SchoolDude’s Utility Manager

F1. Improved decision-making through the analysis of financial information and metrics on FM performance.

F1.1 Implement a Balanced Scorecard and use it consistently for FM performance management

O&M Budget Compliance Within Budget

<2% Deviation >2% Deviation O&M budget report O&M budget report

F1.1 Implement a Balanced Scorecard and use it consistently for FM performance management.F1.2. Establish monitoring process for O&M budget compliance.F1.3. Establish protocols for budget compliance reporting.F1.4. Incorporate data feeds from AIS and eVA into NOVA FM

Measurement Input / Data Required Data Source Relevant InitiativesTarget

KPI Dashboard Mock-UpPlanned Maintenance vs.

Demand Maintenance (PM/DM) Ratio

KPI Dashboard Mock-Up0

0.05

0.1

0.15

0.2Change in Facility Condition Index (FCI)

Area 1

Area 2

Area 3

Average

<50%

50-80%

>80%

82.3%

On Track-4.1%

Past 12 Months

<1 Year Behind-0.8%

Past 12 Months-32.6%

Past 12 Months

Baseline: XXXXX

+6.5%Past 12 Months

-27.2%Past 12 Months

-22.1%Past 12 Months

+14.0%Past 12 Months

Scope 1&2 Greenhouse Gas Reduction % from Baseline by 2020

Scope 3 Greenhouse Gas Reduction % from Baseline by 2020


Electricity Usage from Renewable

Sources as % of Total



Buildings (>5,000 GSF) that meet GP

Baseline: XXXXX Baseline: XXXXX Baseline: XXXXX Baseline: XXXXX

Questions & Feedback

Steven M. Patterson, P.E., [email protected]

Chris Hodges, P.E., CFM, IFMA [email protected]

mailto:[email protected]

mailto:[email protected]

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