Strategic Issues Related to - University of Minnesota

Strategic Issues Related to: 2012 University Plan, Performance, and Accountability Report

University of Minnesota Board of Regents Facilities Committee

September 13, 2012

Policy Questions:

• Does the report provide the Committee with adequate and timely information on Facilities Committee-related matters to fulfill its oversight role?

• Does the report present the right measures that reflect the University’s progress toward strategic goals?

• Does the report help identify what the University’s service and support units need to focus on to support the academic mission?

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2012 University Plan, Performance, and Accountability Report

2012 University Accountability Report:

1. Outlines performance, initiatives, and progress around the University’s five goal areas and its strategic objectives

2. Identifies measures and links variables to strategic planning

3. Identifies competitors and compares performance

4. Advances opportunities for improved performance and development

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BOR Facilities Committee alignment with Strategic Objectives

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University Goal: Outstanding Organization

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Strategic Objective: Be responsible stewards of physical resources

Space Utilization Goal: To reduce operating and lease costs on the Twin Cities Campus by $10 Million. Strategies: – Changing the perception on campus that space is a free

good – Reducing the demand for space through incentives – Taking advantage of alternative workplace strategies – Shrinking the inventory by removing high cost obsolete

buildings and off-campus leases

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Decommissioned Twin Cities Campus Facilities 2010-12 Gross Square Feet Annual Operating Costs 10-year Facilities Condition

Assessment Need

Eddy Annex 4,000 $24,574 $1,934,000

Music Education Building 7,238 $10,017 $1,061,000

Tandem Accelerator 33,376 $80,415 $3,034,000

1701 Classroom Building 37,151 $225,769

527/29 Oak Street 6,660

722 Fulton Avenue 1,842

Berry House 4,004

Klaeber Court 14,870 $79,348 $197,200

Norris Gym/Fieldhouse 64,508 $187,415 $15,454,000

Vet Anatomy 14,898 $3,913 $3,175,3000

Weigley House 4,004

Wesbrook Hall 40,421 $204,089 $8,833,800

Eddy Hall (mothballed) 31,701 $273,401 n/a 7



Facilities Condition Goal: Optimize limited resources to maintain and strengthen the condition of our infrastructure Strategies: – Utilize existing space – Demolish or decommission targeted buildings – Target individual system improvements – Renovate existing spaces – Build new facilities

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Facilities Condition

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Energy Conservation and Energy Efficiency Goals: – 2010-2011: Reduce energy consumption by 5% each year – 2012: Reduce future energy costs by an additional

$2 million each year Strategies: – Building re-commissioning – Energy efficiency projects (e.g. re-lamping in residence halls) – Culture change – It all adds up pledge

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Sustainability Goals: Leadership, Living Laboratory, Engagement, Communication, Policies, Culture Change, Community Impact, Integration Strategies: – Energy – Curriculum – Student Engagement – Communication – Procurement

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Strategic Objective: Be responsible stewards of resources

Energy Conservation, Energy Efficiency and Sustainability

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Strategic Objective: Promote performance, process improvement, and effective practice

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Strategic Objective: Ensure a safe and healthy environment for the University community • Goal: Ensure people are safe and people feel safe -

Continue to reduce personal and property crimes on and around campus

• Strategies:

– Enhanced public safety partnerships – Strategic allocation of public safety personnel – Investments in Security Infrastructure

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Strategic Objective: Ensure a safe and healthy environment for the University community

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707 614 659 631 568

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6 24 26

24 19

12 12 10

0

500

1000

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

PersonalProperty

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Personal and Property Crimes – UMTC Campus


Strategic Objective: Ensure a safe and healthy environment for the University community

• Goal: Promote a safe research environment and eliminate unnecessary risk of harm to employees in the research community

• Strategies:

– Enhance technical expertise and support of researchers – Reduce administrative burden - risk-based focus – Establish and communicate best practices and performance

expectations – Ensure ownership of research safety throughout organization – Measure key performance and report out to university leadership

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Outstanding Organization and Operational Excellence

Culture Change: – Reduce University’s operational costs and efforts

to reinvest savings in the academic enterprise – Enhance service and productivity – Operate as an enterprise – eliminate redundancy – Promote entrepreneurialism, seize opportunities

and enhance adaptability – Recalibrate risk profile

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Policy Questions:

• Does the report provide the Committee with adequate and timely information on Facilities Committee-related matters to fulfill its oversight role?

• Does the report present the right measures that reflect the University’s progress toward strategic goals?

• Does the report help identify what the University’s service and support units need to focus on to support the academic mission?

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Strategic Issues Related to: 2012 University Plan, Performance, and Accountability Report

University of Minnesota Board of Regents Facilities Committee

September 13, 2012

Strategic Issues Related to - University of Minnesota

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