Update on NOVA 4-H Facilities In Initiatives 1/2 /25/1 /19 Ja - - PowerPoint PPT Presentation

Update on NOVA 4-H Facilities In Initiatives

1/2 /25/1 /19 Ja Jay Rob

• bin

inson and Kath thy Russell ll

• Take a leadership role in

representing Special Love in addressing facility needs as it relates to our programming

• Jay as NOVA 4-H Board Member

and now as NOVA 4-H Finance Chair

• Kathy as representative of NIH and

as knowledgeable of facility management

• Explore alternative sites in the

event that option was required for this series of events or a future need

THE CHARGE

The 4-H Center

Has been in steady decline since the 199O’s Has been without strong leadership for many years Has limited capital and

• perating revenue

This Effort

Began in earnest Winter 2018 Kathy engaged John Dooley directly as a result of ongoing neglect Jay/Kathy appointed to “Strike Team” which began its work in April 2018

THE TIMELINE

Perceived Risk

• 1. To sick kids and families

participating in SL programs

• 2. To Special Love’s reputation
• 3. To Special Love’s

programming, board members, staff and volunteers

THE SITUATION

Wood framing and exterior panels - Deteriorated December 19, 2018

THE SITUATION

B2020 - Wood Windows December 18, 2018 Basement Walls - Water Damage December 18, 2018

THE SITUATION

C3010 - Painted Finish - Walls December 18, 2018 Exterior Metal Stud Walls - Deteriorated December 18, 2018

THE SITUATION

D3050 - Air Conditioning - Package Terminal HP 2005 December 18, 2018

The Situation

Floor above crawl space - Missing Insulation December 18, 2018 D2020 - Piping - Domestic Water Distribution Copper December 18, 2018

THE FINDINGS

• At SL’s insistence, NOVA 4-H engaged a nationally recognized firm

to conduct a Facility Condition Index Study (FCI)

• This engagement, led by Jay – was conducted the third week of

December

• The draft report was received earlier this week

THE FINDINGS

The 5 Year FCI Scale is shown below:

THE FINDINGS

• Of 20 NOVA 4-H facilities, 16 are FCI rated

Poor or Deficient = 80%

• Of 17 NOVA 4-H facilities used by SL,

12 are FCI rated Poor or Deficient = 71%

THE FINDINGS

Rating Excellent Good Fair Poor Deficient Amphitheater x Amp Control Bldg. x Pool House x Blair Shelter x Conference Center x Congressman x Covered Walkway x Dining Hall/Admin x Fairfax Shelter x Lillie's Cottage x Maintenance Bldg. x Peters Lodge x Rector Lodge x Thwaite Shelter x Robinson Lodge x Parking Lots x Roadways x Basketball Courts x Tennis Courts x Swimming Pool x 1 3 11 5 FCI Average Center-Wide = Poor

THE FINDINGS

• Replacement Cost of Facilities $17,338,847
• 5 Year Cost to Remediate FCI Findings $8,992,742
• Total Cost to Remediate FCI Findings $8,996,957

NEXT STEPS

SL prioritizes the FCI findings Communicates its priorities to NOVA 4-H Leadership Group (Feb 11) Jay continues to lead Center towards resolution

• f highest priorities

as Chair of Finance

NEXT STEPS

Strengths * TGFJ (thank God for Jay) *VA Tech *Dooley * Ed Jones –Extension *New impressive ED Weaknesses *Lack of capital * Lack of board engagement *Giant hole to dig out of * Concern about political will Opportunities *Clark Construction (Dan) * Enhanced relationship with new ED and Tech * Increased center vibrancy may result in new

• pportunities for SL

Threats * SL safe use of Center in 2019 * Capital needs exceed available $ near term *Sense of urgency and pace * Competent stewardship with available time

Safe Environment for SL Programming

SPECULATION

What do we think might really happen???????

 New ED may meet the SL deadline (May 2019)  Our friend John Dooley may make it all happen  State funding may occur  Tech extends deeper line of credit  This will be a multi-year project and we will have to compromise, be patient and keep the heat up OR  Tech/Board bails on the commitment due to unwillingness to invest required capital  We simply run out of time to get things done in 2019  Not enough urgency and priority to meet 2019 goals

PLAN B

Alternative Sites” Team findings  Developed extensive list of requirements to measure alternative sites  Identified more than 30 initial possibilities within a 90 mile radius of NIH (for CF as CF requirements are more stringent than the balance of SL programming)  While possibilities for non-CF SL programming are possible, very few for CF due to:  NIH radius of max 2 hour drive for daily delivery of supplies and personnel  Lack of availability of 1-2 sites to CF at a time when kids are not in school and college  Subset of group to visit Harrisonburg VA and Waynesboro PA later this week  However good recent experience and possibilities with other SL programming!

Recommended Course of Action Unless Otherwise Directed

 Continue Parallel Paths – NOVA 4-H and Plan B  “Rubber to hit the road” shortly with investment requirements  Jay/Kathy to stay on top of Strike Force and new ED to underscore

• urgency. Use Leadership Group (Jones and Dooley as needed)

 Dan to continue to pursue Clark role in achieving overall objectives (a significant contribution that SL brings to the table to offset cost)  Continue frequent and transparent communications with all parties

Keep our eye on the prize…..