Learn how Lebanon Valley College and the University of Georgia are creating alignment from the boiler room to the board room using Sightlines' third-party data and analysis.

1. Wheaton College (MA)
Whitworth University
Widener University
Wilkes University
Williams College
Worcester Polytechnic Institute
Worcester State College
Wright State University
Xavier University
Yeshiva University
Youngstown State University
Sightlines Webinar w/ Don Santostefano of Lebanon
Valley College & Ralph Johnson of University of
Georgia
September 21, 2016

2. Today’s Presenters
> Kevan Will; Account Manager, Sightlines
> 10+ years of tenure at Sightlines
> Has worked with over 100 campuses in 27 states
> Sightlines Operational Lead for Lebanon Valley College & University of Georgia
> Graduated from Gettysburg College with a BA in Management
> Don Santostefano; Sr. Director of Facilities Management, Lebanon Valley College
> 10+ years of tenure at Lebanon Valley College
> Proudest Accomplishments @ LVC:
> Successful energy management
> Providing excellent results despite a decreasing budget
> Ralph Johnson; Associate Vice President for Facilities Management, University of Georgia
> 14+ years of tenure at University of Georgia
> 24 years of service in the Navy as a Civil Engineer Corps Officer
> Proudest Accomplishments @ UGA:
> Energy conservation through investment programs in utilities and district energy plant expansion
> Training, development and continuing education programs for FMD staff
2

3. Introduction to Sightlines
Don (Lebanon Valley College) – ‘Managing Up’
During Leadership Transition
Ralph (University of Georgia) – Communicating
with an Internal ‘Facilities Taskforce’
Executive Takeaways
Questions & Comments
Agenda
3

4. Feel Free to Start a Dialogue with Our Presenters
Enter questions in the box at any time
Enter questions
here at any
point during the
webinar
Presentation slides
and webinar
recording will be
sent to each
attendee following
today’s session
4

5. Introduction to Sightlines

6. What Does Sightlines Do?
We Connect the Boiler Room
to the Boardroom.
6

7. Who Partners with Sightlines?
Robust membership includes colleges, universities, consortiums and state systems
* U.S. News 2016 Rankings
Sightlines is proud to
announce that:
• 450 colleges and
universities are
Sightlines clients
including over 350
ROPA members.
• Consistently over 90%
member retention rate
• We have clients in
over 40 states, the
District of Columbia
and five Canadian
provinces
• More than 125 new
institutions became
Sightlines members
since 2013
Sightlines advises state
systems in:
• Alaska
• California
• Florida
• Hawaii
• Maine
• Massachusetts
• Minnesota
• Mississippi
• Missouri
• Nebraska
• New Hampshire
• New Jersey
• Pennsylvania
• Texas
Serving the Nation’s Leading Institutions:
• 70% of the Top 20 Colleges*
• 75% of the Top 20 Universities*
• 34 Flagship State Universities
• 14 of the 14 Big 10 Institutions
• 12 of the 14 SEC Institutions
• 9 of the 12 Ivy Plus Institutions
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8. ROPA+ Creates a Common Vocabulary
A Vocabulary for Facilities Measurement, Benchmarking and Analysis
Asset Value Change
The annual
investment needed
to ensure buildings
will properly
perform and reach
their useful life
“Keep-Up Costs”
Annual
Stewardship
The accumulation
of repair and
modernization
needs and the
definition of
resource capacity
to correct them
“Catch-Up Costs”
Asset
Reinvestment
The effectiveness
of the facilities
operating budget,
staffing,
supervision, and
energy
management
Operational
Effectiveness
The measure of
service process,
the maintenance
quality of space
and systems, and
the customers
opinion of service
delivery
Service
Operations Success
8

9. Sightlines Drives a New Conversation
Facilities intelligence toolkit that connects the dots between space, capital, and operating policies
A new conversation around
facilities management…
• Treats physical plant like a core
business
• Uses concepts of endowment
management to contextualize
investment decisions;
• Aligns facilities operations and
capital investment with institutional
mission and finance;
• Uses predictive analysis to focus
on outcomes and not inputs.
• Lets you tell your “facilities story”
as effective as possible.
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10. Three Phases for Continuous Improvement
• Base Data
• Trends &
Benchmarking
• Vocabulary
• Facility Relationships
• Track Performance vs.
“Best in Class”
Institutions
• Progress Towards Goals
• Predict Capital Needs
• Understand Facility Risk
• Identify Future
Operating Budgets
10

11. ‘Managing Up’ During
Leadership Transition

12. Lebanon Valley College’s Campus Profile
> Located in Annville, PA
> 1,800 Students
> 925K GSF
> 65 Buildings
> 1,300 Beds
> 150 Maintained Acres
> Sightlines Member since 2008
12

13. Leadership Transitions Since August 2012
New Special Assistant to
the President
2013
New Executive Assistant to
the President
2014
New VP of Finance
and Administration
New VP of Enrollment
2012
New President
2015
New VP of Advancement
New
Controller
13

14. Challenge of New Leadership
New Leadership May Mean:
• New Ideas
• ‘Cleaning House’
What You Need to Do:
• Convey the Story
• Validate Performance
14

15. Message to Convey - Confidence in Facilities!
15
We have been tracking towards those targets & goals.
We have established targets & goals.
We know how our performance has affected operations
and facilities.
We know how this performance compares with our peers.

16. Defending Funding Levels
• Target funding levels are known.
• Performance towards those targets has been tracked historically.
16

17. Defending Funding Levels
• Backlog has decreased because of funding
• We are doing a better job at funding than our peers
17

18. Validating Operational Spending with Good Performance
“Let me see if I get this,
we’re spending a little
more operationally, but we
get a lot more out of it?”
-President,
Year 1
“I’m getting great value”
“It’s worth every penny”
-President, on the operational
investment, since year 1
18

19. But…It’s Not Just the Data
What else is important?
• Impartial Review (3rd Party)
• Packaging
• Clarity of Information
19

20. Keys to Ongoing Success
Keep it Collaborative Bring Something New Each Time
20

21. Communicating with
an Internal ‘Facilities
Task Force’

22. University of Georgia’s Campus Profile
> Located in Athens, GA
> 36,130 Students
> 10M GSF (>17M total)
> 266 Buildings (460 total)
> 757 Maintained Acres
> Sightlines Member since 2015
22

23. Organizational Structure at UGA
Vice President for Finance and
Administration
Associate VP Facilities
Management Division
(Ralph)
Business
Management
Construction
Energy Services
Engineering
Grounds
Operations &
Maintenance
Services
Sustainability
Associate VP
University Architects
for Facilities Planning
Architectural Design
Campus Master
Planning
Construction
Management
Engineering Services
Geographic
Information Systems
Interior Design
23

24. Facilities Task Force + Sightlines
Facilities Task Force
• Cross-functional group from outside of Facilities
• Examined entire spectrum of ‘Facilities Business’
• Compiled list of areas for
improvement/recommendations
Hiring of Sightlines
• 3rd party group to work with Facilities
• Examine all areas to ensure that good
performance indicators/measurements exist
• Measure work process and highlight strengths
vs. opportunities across each functional area
• Deliver presentation to Facilities Task Force
24

25. Highlighted Strengths…
UGA’s campus age serves as a
strength – it contains less ‘high
risk’ space now and 5 years
from now.
Utility consumption is down
12% since 2010, creating a cost
avoidance of $4.7M.
25

26. …And Opportunities
Customer communication and
reporting were highlighted as
opportunities within the CMMS
process.
Reinvestment lag has created a
perception that organizations are
being neglected – even though
appearance and condition
assessments indicate otherwise
26

27. Task-Force Process and Report
Conclusion and Recommendations
Report With Areas of Focus
Benchmarking and Analysis
Includes 3rd Party Presentation
Data Collection
Client Surveys and
Interviews
Town Halls
27

28. Facilities Response
Formulation of Approach
• Teams within Facilities
• Work Groups from Task-
Force
Majority of Issues Relate to Communication
• Establish CRM Position
• Initially Facilities
• Eventually More Expansive
• Improved Website & Connectivity
• Internal & External Process Implementations
• Customer Surveys & Measurements
28

29. Post Task-Force: Currently Communicating Future Needs
UGA has approximately $800M of
Current, Renewal and Infr/Mod Needs
coming due over the next 10 years.
If Current Need can be addressed,
Remaining Renewal Need becomes
more manageable.
29

30. Executive Takeaways

31. Don Santostefano – Lebanon Valley College
• Establish and Track Towards Targets & Goals.
• Know Impact of Performance on Operations & Facilities.
• Know How Your Performance Compares With Peers.
• Convey The Message Clearly, Concisely and Believably.
Ralph Johnson – University of Georgia
• Communicate (with everybody)
• Educate (your customers)
• Collaborate (with stakeholders)
Executive Takeaways
31

32. Questions or Comments?