Fiscal Year 2012 Performance Summary

GEORGIA BUILDING AUTHORITY One Martin Luther King, Jr. Drive, Atlanta, Georgia 30334

Office: 404-656-3253 Fax: 404-657-0337

www.gba.georgia.gov

Chairman Executive Director

Nathan Deal Steven L. Stancil Governor

On behalf of the Georgia Building Authority (GBA), I am pleased to present our Agency’s Fiscal Year 2012 Performance Summary. All the data used to create this report was generated in GSTAT, our award winning comprehensive management reporting system which provides management with the ability to quickly review activities taking place across all divisions and service areas. We believe that each member of the GBA Team plays an important and critical role in providing information to assist GBA in setting the standard of excellence. In fiscal year 2012, GBA was recognized for the second consecutive year by the National Purchasing Institute for excellence in procurement and also earned the prestigious TOBY (The Outstanding Building of the Year) Award from the Building Owners and Managers Association (BOMA) in both the Atlanta Region and the Southeast Region. One judge’s comments summarized GBA’s commitment to achieving our vision and mission: “They have demonstrated qualified and quantified results of their vision and mission statements. By instilling pride in their staff members and challenging them with specific goals, they have proven results for internal and external customers."

Steve Fanczi Deputy Executive Director

2012 TOBY SOUTHEAST REGION AWARD WINNER 2012 TOBY ATLANTA REGION AWARD WINNER

2011 & 2012 EXCELLENCE IN PROCUREMENT AWARD WINNER 2010 NASFA & GASFA INNOVATIONS AWARD WINNER

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TABLE OF CONTENTS

Page

STRATEGIC PLAN FY2012 3 Strategic Goals Strategic Initiatives Strategic Measures (Results)

FACILITIES MANAGEMENT 7 Work Load (# of work orders) Mechanical/Electrical/Plumbing Work Orders Elevator Work Orders Custodial Work Orders Reimbursable Work Orders Response Time Utilities Risk Management Motor Pool

PARKING SERVICES 17 Daily Parking Monthly Parking

SUPPORT SERVICES 19 Food Service Security Access Control

Events Management

INTERNAL SERVICES 25 Procurement Human Resources Information Technology

GBA PORTFOLIO DATA 28

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STRATEGIC PLAN

The Georgia Building Authority (GBA) is responsible for all maintenance and services associated with the management of buildings and various facilities located in the Capitol Hill Complex. The portfolio includes 37 buildings (7 million gross square feet), 20 parking facilities, 4 parks/plazas, and six historic cemeteries. Mission Statement:

The mission of the Georgia Building Authority is to provide a clean, comfortable, and safe environment on Capitol Hill.

For FY2012 GBA reported two strategic goals to the Governor’s Office of Planning and Budget:

1) Improve Operational Efficiencies Measure - To be at or below “Building Owners and Managers Association” (BOMA) standards.

2) Improve Customer Satisfaction

Measure – To improve overall satisfaction to 92% by FY2016

GBA FY2012 Strategic Initiatives:

Note: During FY2012, GBA tracked and completed over 60 projects on the agency action plan.

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In FY2012, the cost of operations (cost per rentable square foot) for GBA managed operations was $6.91 or $1.14 below the BOMA U.S. Government Sector average and $1.33 cents below the BOMA private Sector Average. GBA Expense vs. BOMA:

Security Expense vs. BOMA

:

GBA Revenue by Source:

OPERATIONAL EFFICIENCIES MEASURES

COST OF OPERATIONS

87%

9%

4%

Note: Including security services, which are outsourced to the Department of Public Safety, the total cost was $8.73 per rentable square foot. During the same period, GBA collected an average of $8.61 per rentable square foot in revenue.

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Base Office Rent vs. BOMA:

GBA Parking Rates vs. Parking Industry:

Occupancy Measures vs. BOMA:

Note: Industry rates according to International Parking Institute (Colliers International Parking Rate Survey 2011)

Note: Agency spaces are an additional $10 per month.

Note:

Office Occupancy Rate = Total rented assignable office space / Total assignable office space.

SQFT per Office Worker = Leased BOMA RSF / # of office workers on Capitol Hill.

SQFT per Maintenance Staff = Total BOMA RSF / full-time building maintenance staff.

Parking Ratio = Number of monthly parking stalls / exterior gross square feet X 1000.

Parking Income per Stall = Parking income / spaces (GBA managed only).

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For FY2012, the overall customer satisfaction rating from the annual surveys reached our highest recorded level of 90% for the second consecutive year. Overall Customer Satisfaction by Service:

How’s My Service Ratings by Fiscal Year:

Overall Employee Satisfaction:

Note: GBA regularly monitors customer satisfaction using an online customer feedback application. During FY2012 the overall “How’s My Service” rating was 93% (3.73/4.0).

CUSTOMER SATISFACTION MEASURES

Note: GBA overall employee satisfaction remained at 95% - our highest recorded level.

Note: Parking Services (90%) and Cafeteria Services (86%) received their highest recorded customer satisfaction ratings.

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FACILITIES MANAGEMENT

GBA processed over 14,500 work orders in FY2012 (an increase of 8% from FY2011). Total Work Orders by Fiscal Year:

Total Work Orders by Problem Class:

Note: The distribution of work orders by problem class primarily changed in two areas:

Custodial - GBA created a new problem class to track recycle bins calls separately.

HVAC - Improvements in HVAC controls has resulted in a 23% decrease in Hot/Cold calls.

Note: The greatest increases were in these areas:

Mechanical, Electrical and Plumbing (MEP) - 2.5% increase (from 6,966 to 7,146).

Requests for recycle bins – 39% increase (from 678 to 1,103).

Other custodial work orders increased 24% (from 852 to 1,124.)

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Although the total number of MEP work orders increased only 2.5% there was a significant shift in the distribution work orders between problem classes. MEPs by Fiscal Year:

Electrical work orders increased by 5% (including a 10% increase ceiling lighting calls). o Ceiling light calls in the Floyd Building increase 50%.

HVAC work orders decreased by 20% (including a 23% reduction in hot/cold calls) o ESCO projects in recent years increased the efficiency of the HVAC controls.

Plumbing work orders increased by 19% (including a 47% increase in toilet plumbing). o Issues with the city water pressure throughout the year created damaged parts

on older fixtures at 2 Peachtree. o A new tenant moved into the Floyd on four previously unoccupied floors. o New paper towels are being used as toilet seat liners and clogging pipes.

MEP per 1,000 Square Feet (Office Buildings Only):

MECHANICAL/ELECTRICAL/PLUMBING (MEP) WORK ORDERS

Note: With spot re-lamping, the distribution pattern of ceiling lights calls should be more random; however, bulbs installed for a pilot group re-lamping project in the Floyd Building in 2007 are now at the end of their lifecycles.

FY2012

1.78 MEPs/1000sf FY2011

1.69 MEPs/1000sf FY2010

2.47 MEPs/1000sf

Note: MEPs continued to be significantly below our historical average of about 2.5 MEPs per 1,000 square feet of office space.

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The number of elevator work orders increased by 6% in FY2012. Work Orders per Elevator:

90 Central Deck was impacted by a renovation project (debris in door seals).

Pete Hackney had a high percentage (40%) of “no problem found” calls which may be attributed to the programming (one car responds only to the first level).

GBA will evaluate creating a new problem code to track “no problem found” calls.

ELEVATOR WORK ORDERS

Note:

After upgrading elevators in the T/W building work orders have decreased 46% from FY2011.

The passenger elevators in the Agriculture Building will undergo a complete modification in FY2013 with funding through General Obligation Bonds. The modification will meet ADA requirements and increase elevator operational efficiency and performance.

Work Orders per Elevator FY2009 FY2010 FY2011 FY2012 4.9 4.7 4.1 4.3

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In FY2012, GBA created a new problem class to separate the tracking of request for recycle bins from routine custodial work orders to improve our ability to analyze housekeeping issues. Custodial Work Orders per 1,000 Square Feet (Office Buildings Only):

CUSTODIAL WORK ORDERS

Note:

Excluding recycle bins, custodial work orders increased 24%.

Request for recycle bins increase 37%

Work Orders per 1,000sf FY2012 - .29 FY2011 - .20

(Excluding Recycle Bins)

Note: In the fall of FY2012, GBA installed new commercial grade restroom dispensers and did not remove the old dispensers until after the installations were complete. The empty old dispensers cause some confusion with the tenants resulting in a 49% increase in requests for custodial supplies (70% of the overall increase).

Work Orders for Custodial Supplies:

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Reimbursable Work Orders by Fiscal Year:

Reimbursable Work Orders as a Percentage of Total Work Orders:

Notable work:

The renovation of the Capitol Education Center for Georgia State Patrol Post 50.

Renovations and moves associated with HB1146 which included Vocational Rehabilitation, the Professional Standards Commission, and the Commissioner of Insurance.

Build out of additional space at the Floyd Building for the Department of Early Care and Learning (DECAL).

REIMBURSABLE WORK ORDERS

Note: Driven by agency reorganizations, renovations, and tenant

moves, the number of reimbursable work orders increased by 8% during FY2012.

Note: Reimbursable work orders as a percentage of total work orders remained constant at 10%.

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GBA measures of responsiveness by tracking work orders by priority. The priority levels and target response times are: Priority #1: Target response time - 30 minutes (4 hours off-site/after-hours)

Emergency Maintenance: this is non-scheduled and represents a Health or Safety Hazard or poses an imminent Threat of further Building Deterioration. Personnel need to stop current task to respond.

Priority #2: Target response time - 24 hours

Maintenance: this is work that can be responded to after completion of current task or within 24 hours to include the next business day.

Priority #3: Target response time - 1 week

Corrective Maintenance: this is work that can be worked into currently scheduled tasks.

Priority #4: Target response time - 30 days Scheduled response: tenant improvement projects, preventive maintenance work orders, and scheduled events.

Response Time by Priority: Response Time by Labor Group:

RESPONSE TIME

Note: The tracking of response times by priority improved significantly during FY2012.

Goals: High Priority (1&2): 94% Low Priority (3&4): 98%

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Electrical consumption was reduced for the fifth consecutive year and was 7% less than FY2011. ESCO Energy Savings:

Consumption vs. Cost by Fiscal Year:

UTILITIES

Note: Consumption in FY2012 was 37% lower than FY2007 (the year GBA began implementing major energy conservation projects – ESCO).

Note: Total Cost Avoidance since FY2007 has been over $10 million.

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Water Consumption (CCF) by Fiscal Year:

Natural Gas (Therms) by Fiscal Year:

Note: Overall water consumption for FY2012 was 7% less than in FY2011. A leaking fixture in a vacant building caused a spike in March – the problem was identified through our GSTAT utilities database.

Note: The mild winter temperatures in FY2012 contributed to a 37% reduction in gas consumption.

Note: CCF = 100 cubic feet

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UTILITIES

Claims by Fiscal Year:

For FY2012, GBA elected a $40,000 insurance deductible on Building and Contents which resulted in a premium reduction of $192,528 (the net savings to GBA was over $156,000).

GBA again met our CLCP goal of not exceeding ten workers compensation claims. Net Paid by Type of Coverage:

RISK MANAGEMENT

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ehicle Check Outs by Fiscal Year:

Average Cost per Gallon (Unleaded) by Fiscal Year:

MOTOR POOL

Note: 78% of the vehicles in the GBA fleet are over ten years old. GBA will replace three vehicles during FY2013.

Note: The average cost per gallon for unleaded increase 17% from $2.77 per gallon in FY2011 to $3.23 per gallon in FY2012.

GBA Fleet by Age:

Fuel Usage by Fiscal Year:

Note: During the fall of FY2012, GBA ran emergency generators during a planned power shut down in order to install new sub-meters to the main switchgear (this project accounted for the 200 gallon increase in diesel fuel).

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PARKING SERVICES

GBA operates 17 parking facilities with over 6,000 parking stalls. GBA manages some limited daily parking in three employee parking facilities and outsources the management of three visitor-only parking lots. Daily Cash Receipts by Facility:

Pete Hackney Daily Parking Revenue by Month:

Note: Total daily parking revenue increased over 9%, including a $25,000 increase at the Pete Hackney parking facility (most of which directly correlated with the 2012 legislative session and the 2011 special legislative session).

DAILY PARKING (GBA MANAGED FACILITIES ONLY)

Note: During FY2013, GBA will install automated pay machines at the Pete Hackney parking facility.

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Rented Percentages and Revenue by Facility:

Waitlist by Facility by Priority Selection:

Note:

There are 1,779 individuals on the parking wait list (all have current parking assignments and are waiting for a preferred location).

The waitlist for the Lower Wall Street Lot contains over 500 individuals. The lot only contains 39 parking stalls.

Note: In FY2012 the parking inventory was reduced as follows: The Memorial Lot was closed for new deck construction, the lower levels of the Archives Deck were closed, and Plaza Park was reduced to accommodate the new State Patrol Post.

Note: Monthly parking data is dynamic and represents a snapshot in time (chart is as of 1st quarter FY2013).

Monthly permits generate over $80,000 per month.

Fixed rate permits, which are billed annually, generate over $585,000 annually (they include Agency spaces, legislators, interns, and lobbyists).

Permits include 1,297 Agency Spaces.

MONTHLY PARKING

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SUPPORT SERVICES GBA provides or contracts for other miscellaneous services including Food Services, Security and Access Control, and Events Management. In FY2012, the Capitol Hill food service provider, Eurest Dining, generated over $3,000,000 in revenue and posted a net loss of $177,280.

FOOD SERVICES

Note: Although catering generated a profit of over $300,000, sales were down 3% from FY2011.

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Cafeteria Customers by FY Month:

Sales by Licensee:

Note: Cafeteria sales and customer counts increased by 9%. The overall net loss in the cafeterias was down 22% (from $643,730 to $505,167).

Note: Barberitos replaced Willy’s during FY2012.

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Security data is collected and maintained by the Department of Public Safety (DPS) - Capitol Hill Police Division. Capitol Hill Activity by Type:

Burglary Calls by Parking Facility:

Capitol Hill Alarms by Type:

SECURITY

Note: DPS standards require 80 area checks a month for each Capitol Officer.

Note: 61% of burglaries at parking facilities were at the Pete Hackney Deck (The main visitor parking facility for Capitol Hill).

Note: GBA maintains 309 security cameras, 68 duress alarms, and 103 emergency call boxes on Capitol Hill.

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GBA manages an online system and maintains over 1,000 access points (including 920 access readers) to provide tenant agencies with a system to control access to non-public entrances. Active Capitol Hill Access Cards:

Floyd Building Visitor Activity:

ACCESS CONTROL

Note: There are an additional 360 GSU employees at the 2 Peachtree Annex Building (They do not use the GBA Capitol Hill access control system).

Note: There were over 30,000 registered guests at the Floyd Building since January 2012.

Note: In FY2012, GBA implemented the first annual audit of authorized Capitol Hill access cards. As a result of the audit, tenant agencies removed over 1,000 access cards from the system.

Note: During FY2012, GBA installed a new visitor management in the Floyd Building and at the Two Peachtree Building.

Note: In FY2012, there were 9,246 workers located on Capitol Hill (11,077 + 360 - 2,191 = 9,246)

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The total number of events scheduled around Capitol Hill remained constant, however, the number of events at the State Capitol decrease by 9% in FY2012. Events by Location by Fiscal Year:

Events at the State Capitol by Fiscal Year:

Summary of Garden Room Utilization:

EVENTS MANAGEMENT

Note: Event numbers now exclude “exercise classes” at the Two Peachtree location.

Note: Minimum and maximum expected attendee numbers are estimates provided by the event sponsor.

Note: There was an overall increase of 18% in Garden Room utilization driven by a 52% increase between September and December.

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Production Events by Location:

Production Event Revenue by Fiscal Year:

FY2012 Production Events:

Note: Production Events filmed at GBA locations have generated over $500,000 since FY2009.

Note: Pullman Yard was not available as a filming location during FY2012.

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INTERNAL SERVICES Internal services which support GBA operations include Procurement, Financial Services, and Information Technology. GBA uses data from GSTAT to monitor and evaluate the number of P-Cards issued. P-Card Transactions by Fiscal Year:

Purchase Orders Issued by Fiscal Year:

Active Contracts by Division:

PROCUREMENT SERVICES

Note: Historically, the number of active cardholders is 36-40. During FY2012 the number of active P-Card holders was only 33 primarily due to position vacancies.

Note: During FY2012 P-Card utilization remained constant accounting for 77% of purchases verses 80% during FY2011.

Note: $6.8 million is for the DPS contract for Security Services for Capitol Hill.

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GBA Services by Resource:

GBA Budgeted Position Count by Fiscal Year:

HUMAN RESOURCES

Workforce by Years of Service:

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Telecommunication Lines by Group:

Active Land Lines by Type:

GBA Enterprise Systems:

INFORMATION TECHNOLOGY

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GBA PORTFOLIO DATA

Portfolio Summary:

Note: GBA uses a Level 1 Facilities Assessment using a mathematical model and the life cycle of building component systems to determine the present condition of facilities.

GBA Parking Facilities:

Facility Condition Assessment (Office Buildings):

TOTALS

GBA Office Buildings:

TOTALS

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Office Buildings by Age:

Note: 67% of GBA Office Buildings are over 50 Years Old.

Cemeteries – Miles from Atlanta: Cassville 54 Jonesboro 19 Kingston 57 Marietta 20 Milner 57 Resaca 74

Other GBA Maintained Grounds:

Other GBA Properties:

67% 7%

26%

TOTALS

TOTALS

PARKS/PLAZAS TOTALS

CEMETERIES TOTALS

TOTAL ACREAGE

Note: GBA maintains an additional 20 acres at the Governor’s Mansion (18) and at the State Capitol (2).

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NOTES

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GBA Capitol Hill Property Map: