Creating Alignment with Non-Facilities Professionals - APPA 2016
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How does the facilities manager create alignment with non-facilities professionals and up the reporting ladder? How do you assure yourself a seat at the table where you can communicate past successes and future investment requirements to drive the institution forward and deliver best-in-class service? You can use data, like many facilities leaders nationwide, who are arming themselves with validated longitudinal data, peer comparisons, and predictive analytics. By creating a common vocabulary that can be understood and communicated from the boiler room to the boardroom, you become a better partner to all constituents at your institution. Presenters: Ralph Johnson, AVP, Facilities Management Division, University of Georgia Don Santostefano, Senior Director, Facilities Management, Lebanon Valley College Kevan Will, Account Manager, Sightlines
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Creating Alignment with Non-Facilities Professionals - APPA 2016
- 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 Creating Alignment With Non-facilities Professionals Don Santostefano, Ralph Johnson & Kevan Will July 12, 2016 1:45pm-2:45pm
- 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
- 5. What Does Sightlines Do? We Connect the Boiler Room to the Boardroom. 5
- 6. 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 6
- 7. 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 7
- 8. 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. 8
- 9. 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 9
- 10. ‘Managing Up’ During Leadership Transition
- 11. 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 11
- 12. 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 12
- 13. Challenge of New Leadership New Leadership May Mean: • New Ideas • ‘Cleaning House’ What You Need to Do: • Convey the Story • Validate Performance 13
- 14. Message to Convey - Confidence in Facilities! 14 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.
- 15. Defending Funding Levels • Target funding levels are known. • Performance towards those targets has been tracked historically. 15
- 16. Defending Funding Levels • Backlog has decreased because of funding • We are doing a better job at funding than our peers 16
- 17. 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 17
- 18. But…It’s Not Just the Data What else is important? • Impartial Review (3rd Party) • Packaging • Clarity of Information 18
- 19. Keys to Ongoing Success Keep it Collaborative Bring Something New Each Time 19
- 20. Communicating with an Internal ‘Facilities Task Force’
- 21. 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 21
- 22. 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 22
- 23. 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 23
- 24. 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. 24
- 25. …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 25
- 26. 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
- 27. 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
- 28. 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. 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
Notes de l'éditeur
- Presenter: Kevan
- Presenter: Kevan At Sightlines for over 10 years During that time I’ve worked with over 100 campuses I’m our operational lead that oversees our work at Leb Val and Georgia. Don has been with LVC for over 10 years His proudest accomplishments are his successful energy management program And that he is able to provide excellent output despite decreasing budgets Ralph has over 14 years of tenure at UGA, following a short stint at Penn State and 24 years in the Navy His proudest accomplishments also include his energy conservation program – As well as the professional development program he’s been able to create for his team at UGA
- Presenter: Kevan
- Presenter: Kevan
- Presenter: Kevan Very simply: We connect the boiler room to the boardroom. We focus on communication. For 16 years, we’ve helped translate your data/information into knowledge that can create a story to then share so that action can be taken.
- Presenter: Kevan Can I have a show of hands for those of you that use Sightlines? You help make up the blue on the map right here. We work with over 450 colleges and universities across the United States and Canada, comprising over 1.5B square feet. We work with institutions of all wealth, public and private, large and small. We measure, analyze and benchmark hundreds of key performance metrics utilizing a common vocabulary.
- Presenter: Kevan This is that common vocabulary We look at capital metrics and operational metrics. Blah blah blah Tying these areas together drives a new conversation
- Presenter: Kevan This new conversation looks at how space, capital and operations interrelate and impact the business of facilities. An example is that if you ‘release the hidden value’ by elimination an eye-sore/maintenance nightmare on campus, you are reducing deferred maintenance, increasing utilization and potentially reducing operating strain It’s important that facilities operations and capital investment are aligned with instutional mission
- Presenter: Kevan We are not creating a report on past performance… We use predictive analytics to measure the impact of future life cycles of buildings and major systems coming due coupled with our analysis of your deferred maintenance and backlogs. We also create performance dashboards to help you set and track performance to your goals while comparing you to ‘best in class’ institutions in our membership.
- Presenter: Kevan transitions to Don
- Presenter: Don
- Presenter: Don Full list of changes: President – August 2012 Vice President of Finance and Administration – July 1 2014 Executive Assistant to the President – Sept. 9, 2013 Special Assistant to the President – July 1, 2013 Vice President of Enrollment – July 1, 2015 Vice President of Advancement – June 15, 2015 Controller – September, 2015 Plus… changes in the Trustee Committee Structure “I feel like I’m working at a new institution” – Don Note – these are all major stakeholders/consumers of Facilities With Administration turnover like this, there is a potential for significant changes. New Administrators may have new visions for the institution, a plan to bring in “their” people, and/or scrutinize the existing practices more closely than their predecessors. If you are someone who has been with the institution for a while and you see this kind of change, it can be a little scary. You may feel that you need to “defend” your department and your decisions, or you may see it as an opportunity to advocate for the types of changes that you have been wanting to make but haven’t been able to in the past. I saw the new President as an opportunity, a change to prove that In either event, it is crucial that you have the credible data available to share with the new administration to make your case. Don brought in Sightlines to LVC in the spring of 2008, and has been renewing their ROPA data annually since then.
- Presenter: Don New leadership means there are new ideas driving the institution. New President was more aggressive, had lots of big ideas and a vision for the future. Wanted to move on these ideas & visions quickly. The new president arrived 6 weeks after Middle States put LVC on notice. For the first year the new President was very focused on turning that situation around, responding comprehensively and quickly. Then, over the next 18 months, he started to make changes: the CFO, VP Admin, VP Advancement, VP Enrollment, and other. Brought in Sightlines to present the ROPA information to the new President and the trustees to convey the history/story of the campus and also to validate the performance of the Facilities group despite the other turmoil on campus.
- Presenter: Don The main message that needed to be conveyed to the new leadership was that they should have confidence in the facilities group. To convey that message, we needed to show them the DATA to confirm that, and to prove that we weren’t just “getting through the day”, but we had organization, plans, and were actively monitoring our performance. Facilities has established targets & goals across the board, in both capital and operational areas. These targets and goals were established in conjunction with a third party. These targets are set to insure that the campus is properly maintained, the value of our assets and investments are protected, that we are spending appropriately, managing our energy cost & consumption, and that our campus constituents are satisfied with the services provided to them by the department. We know how we are performing towards those targets – at minimum, they are reviewed annually, many more often than that. As a result, adjustments can be made if we find we are off track from hitting our targets. We are aware of how the performance towards these targets are effecting the big picture, and how that fits into the overall plan for the institution. We also know what our peers are doing in each area, and how our performance compares with them. We can identify where we are behind our peers, and where are targets are helping us to outperform our peers as well. Of course, it always helps if you’re conveying good news!
- Presenter: Don (note: these slides are from the FY12 Trustee Presentation) One of the main messages that needed to be communicated to the new administration was that the Facilities funding was at an appropriate level and should be (at minimum) maintained. What made this a successful message? (first slide snip) Being able to show that target levels are established and funding towards these levels are tracked. “We aren’t just asking for X dollars because we want it, we are asking for it because we need it, and here’s the data validating why that level is needed.” Showing the result of the funding levels (reducing backlog), and comparing that with peer institutions (where backlog was increasing). (second snip)
- Presenter: Don (note: these slides are from the FY12 Trustee Presentation) What made this a successful message cont’d: Showing the result of the funding levels (reducing backlog), and comparing that with peer institutions (where backlog was increasing).
- Presenter: Don (note: this slide is from the FY12 Trustee Presentation) We had to share what we were spending, what we were spending it on, and that we were spending it well. Here’s an example of where it was crucial to have the peer comparison information. The top three charts show that we had more staff in all three major operational areas – maintenance, custodial, and grounds – than did our peers. However, when we examined the “output” of this investment, with what we called “curb appeal” and compared our performance both with our peers and with other institutions within our Carnegie Class, we were significantly outperforming both groups. Understanding the importance of the “first impression” of a campus on a perspective student, their family, or a faculty member, the President and the Trustees agreed that the resulting performance validated the funding levels. The President understood this right away (click for animation of speech bubbles), that the value that we were getting from this higher level investment was worth the funding.
- Presenter: Don The data can’t stand alone, there are other key factors that contributed to the successful management of the leadership transition at LVC. Having a third party review made the findings and recommendations drawn from the data more credible as they were objective. Comparing performance with others (benchmarking), which means the data isn’t being considered in a bubble of “just our campus”. You can’t just know what YOU are doing, you need to know what OTHERS are doing too. This is another area where an independent firm helps, since that kind of perspective and comparison is very hard to do with the internal staff. Packaging is very important – dumping a binder of data in front of the Trustees is not a good approach! Concise, summary level information is crucial. Don’t tell them every detail, tell them what they need to know, and make it easy to understand. Explain it clearly! Give them a high level overview.
- Presenter: Don Sharing the data isn’t a one time event, it’s an ongoing effort to ensure communication of important information to the Administration. LVC presents their annual performance data with the Trustees every year. The resulting relationship has been very successful. Some of the keys to the ongoing success of this communication has been: Keep it collaborative Meeting with the main stakeholders (in this case, sharing the full complement of annual data with the President and VP of Finance), who then work to pare down the presentation to the key elements before sharing the data with the Trustees. This keeps everyone “on the same team”, and insures that everyone gets to communicate their message, so it’s not just my perspective, or the 3rd party’s perspective, or even the President’s perspective, but we instead prevent a united point of view and recommendations. Bring something new each time Providing the same metrics every year lose their “wow” factor, even if the story is good news. Bring something new each year. For example, this past year we wanted to look at how the operating costs tracked to the inspection scores, so we started to look at assigning a daily service $/GSF “cost” to each “point” of inspection score, and ended up with the resulting chart, that showed we were essentially paying the peer average for each “point” of inspection – further validating our operational funding compared to the output.
- Presenter: Don transitions to Ralph
- Presenter: Ralph
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- Presenter: Ralph transitions to Kevan
- Presenter: Kevan
- Presenter: Kevan