FacilitiesKey Performance Indicators

May 15, 2018

Facilities Key Volume Indicators

1

Key Volume Facilities Change Evanston ChicagoFull Time Equivalent (FTE) 396 0 328 68Acres 296 0 281 15Buildings 222 0 204 18Square Feet 15.6M 0.0M 10.6M 5.0MNumber of Open Projects 98 -1 77 21

Design 39 +4 30 9Construction 33 +2 25 8Punchlist 5 -4 3 2Closeout 21 -3 19 2

Value of Open Projects $2.4B $0.0B $1.8B $0.6BDesign 0.5B $0.0B $0.4B 0.1BConstruction $1.2B $0.0B $0.7B $0.5BPunchlist $0.1B $0.0B $110.1M $0.7MCloseout $0.6B $0.0B $580.2M $0.8M

Work Orders Per Reporting Month 6,624 +8.6% 5,242 1,382Work Orders Per Rolling 12 Months 75,693 +1.2% 58,161 17,532Operations and Maintenance $59.6M $0.0M $40.9M $18.7M

Sheet1

Key VolumeFacilities ChangeEvanstonChicago

Full Time Equivalent (FTE)396032868

Acres296028115

Buildings222020418

Square Feet15.6M0.0M10.6M5.0M

Number of Open Projects98-17721

Design39+4309

Construction33+2258

Punchlist5-432

Closeout21-3192

Value of Open Projects$2.4B$0.0B$1.8B$0.6B

Design0.5B$0.0B$0.4B0.1B

Construction$1.2B$0.0B$0.7B$0.5B

Punchlist$0.1B$0.0B$110.1M$0.7M

Closeout$0.6B$0.0B$580.2M$0.8M

Work Orders Per Reporting Month6,624+8.6%5,2421,382

Work Orders Per Rolling 12 Months75,693+1.2%58,16117,532

Operations and Maintenance $59.6M$0.0M$40.9M$18.7M

Key Performance Indicators

2

Slide # KPI Description Annual Goal Apr-18 Goal Actual Trend3 SD1. Service Request Closure 90% 92% 84% 1%4 SD2. Preventative Maintenance Closure 75% 79% 94% 4%5 SD3. Proactivity: Facilities Identified Work Orders 30% 30% 36% 2%6 LO1. Common Space Program 10% 5% 6% 0%7 LO2. Facilities Connect Implementation 90% 81% 74% 3%8 LO3. Engagement: Sustainability Outreach 15% 10% 10% 1%9 CE1. Energy Use Intensity (kBtu/SF) -5% -5% -5% 0%10 CE2. Recordable Injury Incident Rate 2.90 2.90 3.91 0.2711 CE3. Injury-Related Lost Workday Rate 1.34 1.34 1.11 0.2712 CE4. Waste Diversion Rate 42% 42% 43% 4%13 CE5. Overtime

SD1. Service Request Closure

3

• KPI goal is to have a yearly average of 90% 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• Facilities Leader: James McKinney and Nadia Jackson

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Total Service Work Orders (#) Service Work Orders Closed (%) Service Work Orders Closed (%) Target

SD2. Preventative Maintenance Closure

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Preventative Maintenance Work Orders (#) Preventative Maintenance Work Orders Closed (%)Preventative Maintenance Work Orders Closed (%) Target

• KPI goal is to have yearly average of 75% of preventative maintenance tickets closed within 30 days• f(staffing, service provider productivity, planning and scheduling of work, accessibility of work areas/equipment, emergency

work, project and special event support)• Initiatives: plan and schedule preventative maintenance work assignments; revise task instructions; optimize recurring task

frequencies; adjust staffing levels to reflect workload• Facilities Leader: James McKinney and Nadia Jackson

SD3. Proactivity: Facilities Identified Work Orders

5

• KPI goal is that at least 30% of corrective work orders are identified by Facilities 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• Facilities Leader: James McKinney and Nadia Jackson

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

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Facilities Identified Work Orders (%) Facilities Identified Work Orders (%) Target

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Common Space Area Recapitalized (Square Feet) Common Space Area Recapitalized Target (Square Feet)

LO1. Common Space Program

6

• KPI goal is to recapitalize 55,000 square feet of common spaces per year.• f(funding availability, project staffing, efficient decision making, accessibility to work areas) • Initiatives: recapitalization of campus spaces• Facilities Leader: Carrie West

61,521 SF Impacted Since Inception

Com

mon

Spa

ce A

rea

Rec

apit

aliz

ed (

[Squ

are

Feet

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LO2. Facilities Connect Implementation

7

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Implementation Budget (%) Implementation Completion (%) ActualImplementation Completion (%) Target - Baseline

• KPI goal is to complete 90% of project milestones by fiscal year 2018• 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 • Facilities Leader: Liz Schaps

LO3. Engagement: Sustainability Outreach

8

• KPI goal is to increase newsletter subscription by 15% annually (1.25% per month); maintain open rate 10% above industry average

• Initiatives: actively promote newsletter across University communication; • Facilities Leader: Kathia Benitez

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

CE1. Energy Use Intensity

9

• 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• Facilities Leader: Kathia Benitez

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2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

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

CampusBaseline

EUI (12/10)

Current EUI

(2/18)

EUI Difference

% Reduction

(2010 Baseline)

Evanston 223 191 -32 14%Chicago 180 171 -9 5%Combined 208 185 -23 11%

CE2. Recordable Injury Incident Rate

10

• KPI goal is to reduce OSHA Recordable Injury Incident Rate by 20% from prior year rate of 3.65 to 2.90• 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, near miss incident program, hearing conservation program• Facilities Leader: Rachel Gunn

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FY18 Recordable Injury Incident Rate Recordable Injury Incident Rate Target

Number of InjuriesApr: 1YTD: 9

CE3. Injury-Related Lost Workday Rate

11

• KPI goal is to achieve an injury-related lost workday rate of less than 1.34 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 • Facilities Leader: Rachel Gunn

0.0

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Inj

ury-

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t Wor

kday

s Pe

r 10

0 FT

E

FY18 Injury-Related Lost Workdays Per 100 FTE FY18 Injury-Related Lost Workdays Per 100 FTE Target

CE4. Waste Diversion Rate

12

• KPI goal is a 50% diversion rate by 2020 over 2009 baseline (4% increase in FY 2018 over FY 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 • Facilities Leader: Kathia Benitez

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

CE5. Overtime

13

• KPI goal is to decrease overtime from 15% of total labor hours in FY17 to 5% of total hours.• 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

• Facilities Leader: Rachel Gunn

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ours

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FY18 Monthly Overtime Hours (%) FY18 Cumulative Overtime Hours (%) Target FY18 Cumulative Overtime Hours (%)

CE6. Minority and Female Enterprise Use

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• KPI goal is to increase Minority and Female 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• Facilities Leader: Liz Schaps

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FY18 Cumulative Chicago Construction Contract Awarded (%) Construction Contract Awarded (%) Target

FY18 Cumulative Evanston Construction Contract Awarded (%)

Discontinued from the FY18 KPI deck while collecting data. The KPI will return in FY19.

CE7. Local Business Enterprise Use

15

• KPI goal is to increase 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• Facilities Leader: Liz Schaps

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FY18

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FY18 Cumulative Chicago Construction Contract Awarded (%) Construction Contract Awarded (%) Target

FY18 Cumulative Evanston Construction Contract Awarded (%)

Discontinued from the FY18 KPI deck while collecting data. The KPI will return in FY19.

CE8. Evanston Resident Employment

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0%

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13%

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

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Cum

ulat

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Eva

nsto

n R

esid

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r H

ours

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FY18 Cumulative Evanston Resident Labor Hours (%) FY18 Cumulative 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• Facilities Leader: Liz Schaps

F1. Capital Project Cash Flow Execution

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FY18 Facilities Cumulative Cash Flow FY18 Projected Cash Flow Plan FY18 Cumulative Cash Flow

• 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• Facilities Leader: Liz Schaps

F2. Facilities Operating Budget Execution

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FY18 Cumulative Operating Budget FY18 Operating Budget

• KPI goal is to spend Facilities division operating expenses at a rate of +/- 1% of budget • f(accurate budgeting of Operations and Maintenance, Administration, Planning, Design and Construction, Sustainability, HR,

campus growth, unanticipated factors)• Initiatives: develop and implement process improvement; improve reporting; adhere to preventative maintenance plan;

manage overtime expenses• Facilities Leader: Liz Schaps

F3. Utility Commodity Budget Execution

19

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FY18 Cumulative Utility Commodity Budget FY18 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• Facilities Leader: Liz Schaps

F4. Invoices: Number of Days to Pay

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oice

s Pa

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Total Invoices Paid FY18 Invoices Paid (%) FY18 Invoices Paid (%) Target

• KPI goal is to process 90% of invoices from receipt to voucher/ACH within 30 days • f(accurate invoicing, Facilities timely invoice processing, accounts payable, staffing )• Initiatives: develop and implement process improvement; improve reporting• Facilities Leader: Liz Schaps

FacilitiesFacilities Key Volume Indicators Key Performance IndicatorsSD1. Service Request ClosureSD2. Preventative Maintenance ClosureSD3. Proactivity: Facilities Identified �Work OrdersLO1. Common Space ProgramLO2. Facilities Connect ImplementationLO3. Engagement: Sustainability OutreachCE1. Energy Use IntensityCE2. Recordable Injury Incident Rate CE3. Injury-Related Lost Workday RateCE4. Waste Diversion RateCE5. OvertimeCE6. Minority and Female Enterprise UseCE7. Local Business Enterprise UseCE8. Evanston Resident EmploymentF1. Capital Project Cash Flow ExecutionF2. Facilities Operating Budget ExecutionF3. Utility Commodity Budget ExecutionF4. Invoices: Number of Days to Pay