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William Rainey Harper College West Virginia Health Science Center - - PowerPoint PPT Presentation
William Rainey Harper College West Virginia Health Science Center - - PowerPoint PPT Presentation
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A Vocabulary for Measurement
The Return on Physical Assets – ROPASM
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
- f repair and
modernization needs and the definition of resource capacity to correct them “Catch-Up Costs”
Asset Reinvestment
The effectiveness
- f the facilities
- perating budget,
staffing, supervision, and energy management
Operational Effectiveness
The measure of service process, the maintenance quality of space and systems, and the customers
- pinion of service
delivery
Service
Operations Success
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Campus Observations
- Renewing Building Inventory- Harper’s historical construction profile as well
as the building renovation strategy has resulted in 60% of space less than 25 years old. This is forecasted to increase to 79% by FY2019 and resulting in a backlog reduction of 40%.
- Demanding Campus Profile- The combination of highly technical buildings
and an elevated population density contribute to additional capital and
- perational demands.
- Increasing Impact of Capital Investments – Harper’s recent investment
profile is above peer average and has surpassed annual funding targets since
- FY14. Additionally, funding has shifted to focused on replacing aging campus
infrastructure and new construction.
- Superior Service Levels Managing High Expectations – Despite a
challenging campus profile, Harper’s Facilities Team achieves above average
- utput levels to match high campus expectations.
22% 15% 11% 46% 22% 45% 15% 33% 56% 40% 61% 21% 12% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Harper FY13 Harper FY16 FY16 Peer Avg. Harper Projected FY19* % of Space
Campus Age Profile
Less than 10 10 to 25 25 to 50 Over 50 years
Harper’s Age Profile
Planned renovations will reset much of campus
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Buildings Under 10 Little work .“Honeymoon” period. Low Risk
Buildings 10 to 25 Short life-cycle needs; primarily space renewal. Medium Risk Buildings 25 to 50 Major envelope and mechanical life cycles come due. Higher Risk Buildings over 50 Life cycles of major building components are past due. Failures are possible. Highest risk *Assumes completed renovations to D, A, F, M
D M A F
32% of Space
$0.0 $5.0 $10.0 $15.0 $20.0 $25.0 $30.0 $35.0 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 $ in Millions
Total Capital Investment
Existing Space Investment New Space Investment
Total Capital Investment
Harper’s investment level increases in FY16
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New Space Spending:
- Parking Garage
- D Building
- Building H
0% 20% 40% 60% 80% 100% 120% 140% 160%
Harper Peers Community Colleges Public Schools Private Schools
% of Target Total Capital Investment vs. Funding Targets
Asset Reinvestment (One-Time Capital) Annual Stewardship (Recurring Funding)
Harper’s Investment vs. Peers
Harper exceeds target in FY16 compared to peers and database averages
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Forecasting Harper’s AR Backlog in FY19
Planned renovations will reduce backlog to $74 Million in FY19
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$89 $22 $43 $29 $47 $27 $21 $36
$47
$21 $6 $49
$0 $20 $40 $60 $80 $100 $120 $140 $160 $180 $200
Total Existing Needs Building D Renovation Building M Renovation Building F Renovation Building A Renovation Estimated Backlog 2019 3 Year Add'l Needs
Millions
Estimated Asset Reinvestment With Planned Renovations
* Year Add’l Deferred: estimated using FY11-15 average deferral rate x projected targets FY25-27 (Not ROPA+) ** Future infrastructure needs not included in backlog projection
Modernization Needs
$136/GSF $54/GSF
Energy Consumption vs Peers
Harper’s energy profile is below regional peer average
25,000 50,000 75,000 100,000 125,000 150,000 175,000 200,000 225,000 250,000 275,000
BTU/GSF
Harper Energy Consumption
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25,000 50,000 75,000 100,000 125,000 150,000 175,000 200,000 225,000 250,000
BTU/GSF
Energy Consumption
Fossil Electric
- Inst. Ordered by tech rating
Sightlines Inspection Score Vs Peers
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Harper: 4.00 Harper: 4.00 Peers: 3.94 Database: 3.91
Grounds Score (1-5)
Harper: 4.72 Harper: 4.72 Peers: 3.91 Database: 4.08
Cleanliness Score (1-5)
Harper: 4.41 Harper: 4.41 Peers: 3.73 Database: 3.85
General Repair Score (1-5)
Campus Strategies
- Increase Funding to Keep-Up – The ROPA+ model suggests Harper should fund a minimum
- f $11 Million per year to maintain a steady-state campus condition. This funding strategy is
critical to preserving the value and condition of buildings as renovations wind down. Bottom Line: Harper should secure an annual funding allocation to “keep-up”
- Rebalance Project Selection- The Asset Reinvestment catch-up need identified through the
ROPA+ Prediction process identified significant needs in building systems and building envelope components. To mitigate future asset reliability issues, funding should continue to prioritize these types of projects. Bottom Line: Project selection should prioritize building systems and envelope needs
- Utilize a Data-Informed Approach to Optimize Performance– It is recommended that Harper
College leverage qualified data and information to optimize operational and capital resources as the campus evolves through strategic master planning efforts. The ROPA+ platform is a data-informed management tool that can support campus leadership through benchmarking, COST-Forecasting, KPI measurement, and multi-year capital planning. Bottom Line: ROPA+ membership supports strategic campus planning and performance
Questions & Discussion
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