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Strategic Stewardship and the

Preventative Maintenance Master

Plan March 5, 2014

Strategic Stewardship and the Preventative Maintenance

Master Plan

Introductions

William J. Roess, LEED AP O+M Chief Operating Officer

Technical Assurance, Inc.

Bruce A. Meyer, EdD Assistance Vice President of Campus Operations

Bowling Green State University

Master Plan

Benchmarking Market Analysis Financial Analysis Funding, Fund Raising & Marketing Recommendations for New Spaces/Buildings Facility Cost Projections/Life Cycle Cost Analysis Capacity Analysis and Use Assessment

Charrette Process Existing Condition Analysis Site-Specific Physical Plan for Buildings Infrastructure and Systems within the Site Aesthetics of Buildings and Grounds Phasing Plans for Buildings Construction Estimates Conceptual Design

Sustainability Elemental Review Greenfield vs. Brownfield Decision-Making Environmental Due Diligence/Risk Assessment Regulatory Review Geo-Environmental Analysis Infrastructure/Services Evaluation Civil Engineering

Engineering & Architectural Design Code Compliance & Permitting Budget Estimating Scheduling Construction Documents Commissioning Sustainability Solutions

Construction Contracting Project & Construction Management Procurement Equipment/Building Systems Installation Construction Administration Elemental Sustainability Management

Health & Safety Management Ongoing Commissioning Training Facilities Management Documentation Management Auditing (Financial, Environmental, Energy, Process Systems) Regulatory Reporting

Master Plan

Historical Perspective

• Regulatory Compliance

• Environmental Due Diligence

• Budget Impact (Capital & Operating)

• Green Design

• Energy Efficiency

• Life Cycle Costing/ Comprehensive Asset Management

• Change Management

• Return on Investment

• Institutional Integration

Master Plan

Strategic Facility Planning vs. Facility Master Planning

Master Plan

Strategic Facility Planning Facility Master Planning Tactical Plan

Master Plan

“Strategic Stewardship” and the “PM Master Plan” Combines All Perspectives

Master Plan

• Setting Strategic Objectives

• Prioritization

• Assessment of Existing Assets

• Energy Efficiency

• Life Cycle Costing/ Total Cost of Ownership

• Capital Budgeting

• Sustainable Design

• Change Management

• Institutional Integration

What is Strategic

Stewardship?

Master Plan

CI (Condition Index) by Building System = Maintenance, Repair, and Replacement Deficiencies of building system

Current Replacement Value of the building system

FCI (Facility Condition Index) = Maintenance, Repair, and Replacement Deficiencies of the Facilities

Current Replacement Value of the Facilities

TCO (Total Cost of Ownership) of Building Systems = Total Replacement Value + Upgrade Repair Costs+ Ongoing Maintenance

TCO (Total Cost of Ownership) of Facilities = Total Project Cost + Operating Costs + Capital Renewal or Deferred Maintenance + Decommissioning

Master Plan

Strategic Stewardship

Programmatic Elements

• Stakeholder Identification & Stewardship Charrette

• Determination of Facilities Condition Indices & Total Cost of Ownership Assessment (TCO Formula Component Value Determination)

• Commissioning • Energy Auditing • Retro-Commissioning • Life Cycle Assessment • Revit/BIM/GIS Formatting & Documentation

• Sustainability Master Plan Development • Includes Collaborative Climate Commitment Action Plan

Development

• Academically Integrated LEED EB Certification

• Marketing/Development Program Formulation

• Financial Analysis • Includes “Stewardship Balance Sheet”

Master Plan

Strategic Stewardship

Program Implementation

as a Priority

• Return on Investment

• Budgetary Savings

• Managing All Assets

• Funding Existing Operations and Growth

Master Plan

Benefits of Strategic

Stewardship

• Leadership Approaches to Strategic Stewardship

• Integrating Stewardship with Campus Life, Academics, Community, Corporate Outreach and Fiscal/Administrative Management

• Marketing to Advance Competitive Edge

• Total Cost of Ownership and Comprehensive Asset Accounting for Optimal Efficiency and Change Management

• Tangible Measurement Tools Including Return on Investment, Budgetary Savings, Funding Growth and Admissions Increases

• Demonstrated Campus-Community Cultural Impression of an Integrated Program

• Positive Financial Impact of an Integrated Program

Master Plan

Institutional Integration

• Stewardship Initiatives & Program

• Strategic Planning & Master Planning

• Marketing

• Development & Fundraising

• Alumni Relations

• Admissions

• Curriculum & Academics

• Student Life

• Community Relations

• Facilities & Financial Management

Master Plan

GIS (Geographic Information Systems)

Facilities Management

Technology Integration

Master Plan

Benchmarking Market Analysis Financial Analysis Funding, Fund Raising & Marketing Recommendations for New Spaces/Buildings Facility Cost Projections/Life Cycle Cost Analysis Capacity Analysis and Use Assessment

Charrette Process Existing Condition Analysis Site-Specific Physical Plan for Buildings Infrastructure and Systems within the Site Aesthetics of Buildings and Grounds Phasing Plans for Buildings Construction Estimates Conceptual Design

Sustainability Elemental Review Greenfield vs. Brownfield Decision-Making Environmental Due Diligence/Risk Assessment Regulatory Review Geo-Environmental Analysis Infrastructure/Services Evaluation Civil Engineering

Engineering & Architectural Design Code Compliance & Permitting Budget Estimating Scheduling Construction Documents Commissioning Sustainability Solutions

Construction Contracting Project & Construction Management Procurement Equipment/Building Systems Installation Construction Administration Elemental Sustainability Management

Health & Safety Management Ongoing Commissioning Training Facilities Management Documentation Management Auditing (Financial, Environmental, Energy, Process Systems) Regulatory Reporting

STRATEGIC STEWARDSHIP & PREVENTATIVE MAINTENANCE MASTER PLAN:

THE BGSU APPROACH & CASE STUDY

March 2014

Admissions Tour How do we look from a visitors point of view?

Students, Parents, Alumni

What makes our campus distinctive?

Fortress Mentality

No one gets in and no one gets out!

Team Meeting Understanding BGSU Strategic Objectives

What Preventative Maintenance is in place?

Master Plan for PM and Mission and Vision

Vendor Partnerships help with importing innovation

and knowledge

When the Rate of Change outside an organization is

Greater than the Rate of Change inside the

organization, the End is in sight! (Jack Welch)

Opportunities and Assessment Establish a new culture and create an identity

Structure/Organization/Communication

Improve customer service

Create a 24/7 coverage model for the customer

Reduce costs

Work order system deficiencies

Purchasing relationship

Influencing Change

Established and designed an approved Campus

Operations logo

Reorganized Painting, Carpentry, Leasing and

Inventory Control to Logistics

Selected and outfitted Campus Operations team with

new uniforms

BGSU establishes CMMS specs, decision matrix

developed by Supply Chain Management Class

Influencing Change

Update website and information

Budget establishment for Campus services,

sustainability, campus operations, logistics,

electrical/mechanical

Organizational Changes

Review of all positions, eliminated duplication and

increased consolidation/responsibility/accountability

Superintendent Positions

Moved residential hall maintenance to residential hall

supervision

Custodial team/Supplemental Staffing

Established zones for Building Maintenance

responsibility in the Academic Buildings

Campus Operations Communication Plan Weekly Staff Meetings

Open door policy

Clean up and Organized the main areas

Semester update and communication meetings

Meet with the students at the end of each academic

summer semester

Supervision training and Custodial Impact Training

Cost and Efficiency Improvements

Established Grainger (VMI) as our vendor of choice

for vendor managed inventory Increased spend, better pricing

Granger Representative on site, Monday-Friday

Manage purchasing and inventory using “KeepStock

Tracking Technology”

Cost and Efficiency Improvements Cross trained movers, painters and carpenters to

assist each other during peak workload demands and

integrated to perform work concurrently at job site

Increased skill set of painters to do carpeting, floor

tile and ceramic tile work

Eliminated off campus site

Reduce vehicle count

Promote centralization vs. silo based work

Campus Operations Customer Focus

Organizational Transformation

Building Automation System

Adjust temperatures remotely

Preset for events

New Work Order System

31,000+ Work Orders submitted

Gather data by building

Campus Operations/Customer Focus

Updated uniforms for students and staff

Front and center appearance

Safety training/compliance, summer workshops

Developed standardized cleaning methods and

introduced new equipment/technology

Meet weekly with Res Life, Rec Wellness BTSU to discuss

projects

Campus Operations/Customer Focus

24/7 Model

Plumbing, Electrical, Custodial, Locksmith

Landscape/Grounds improved coverage

Friday-Sunday

Mobile devices, tablets, motion devices for technicians

to improve customer service and troubleshoot issues

Safety Training

Establish monthly training meetings with Health &

Safety. Topics include:

Ergonomics

Lockout/Tagout

Confined spaces

Personal Protective Equipment

Campus Operations

Updated websites!!

Intuitive and 30,000 potential data customers

Attended Residential Advisor session and Hall

Director meeting to review Campus Operation’s new

work order system

Building Representative semester meeting once per

semester for updates, proactive approach

Maintenance Contracts/Programs KONE Elevator/Lerch Bates Consultant

87 Elevators

Daikin McQuay Cleaning

34 Chillers

Campbell HVAC Filter Maintenance Program

372 Air Handlers

Advanced Roofing Preventative Maintenance Program

100+ Roofs

Maintenance Contracts/Programs Analog Alarm Update to Digital Alarm Technology

272+Alarms to 91 Alarms (Intrusion)

Power Door Systems

80 Automated Doors

Wadsworth Building Automation System

24 Buildings

Crown/Veolia Water Treatment

Waste Management/Single Stream Recycling

Campus Services Campus Services developed an RFP related to Janitorial

Supplies for the entire campus of Bowling Green State

University and BGSU Firelands. RPS-Friends located in

Cincinnati will be our provider.

Standardization, replacement of dispensers at no

cost to the University.

Vendor Managed Inventory (VMI), less counting,

tracking and ordering time.

Cost reduction!

Campus Services

Waste Management is currently providing solid waste

and very soon will be providing recycling services for

the entire campus.

Standardization, waste receptacles both in buildings

and exterior receptacles are not standardized

currently.

Costs, eliminate equipment replacement purchase

Customer Service Added new information/contact information and

“Thank you”

Post and publish work order quantity per month

BGSU develops requirements of a Work Order

Tracking System (CMMS) that receives, categorizes

and distributes requests for service and transparency

Improved our customer service and reduced costs to

our customer by reorganizing shift patterns and

personnel

Centralized Custodial/Maintenance Advantages Lower cost using volume discounts

Contractor expertise/licenses/ideal state

Liability shift

Identify trends and new technology

Preventative Maintenance schedules

Establish capital plans for future investment

Proactive approach not reactive

Customer can focus on their expertise!

Utility Mapping Over the past few months a group consisting of

Campus Operations, Auxiliary and Controllers Office

staff have begun a joint project to increase the accuracy

of utility expense allocations being charged to Auxiliary

Units and joint-use facilities.

There is a need to accurately identify the location of all

utility metering devices on campus for electric, water,

gas, irrigation, steam and assess the areas covered by

each metering device.

Utility Mapping

The end result will allow us to more accurately track

energy consumption across campus allowing more

precise measurements related to expense allocations.

The final structure of the energy tracking matrix will

allow it to become a valuable tool in supporting a cost

benefit analysis associated with BGSU energy

conservation programs and projects.

Work Order System Update

TMA iServiceDesk opened to the BGSU Campus

Community on April 9, 2012.

TMA work order system is now in place with over

30,000 potential customers

Hand Held Devices trials currently underway.

Mechanical/Electrical

Wadsworth technician on site two days a week to work

with the Building Automation System (BAS) and

BGSU energy management/HVAC team.

Exterior doors across campus modernization

McFall tunnel electrical and mechanical update

Community Outreach

Campus Services recently developed a relationship with

Penta Career Center and WCESC and are currently

providing students unpaid internships with Bowling

Green State University Grounds Department. The

Transition to Work programs provides students “real

world” experiences.

BGSU’s Sustainability Plan

Comprehensive approach to sustainability

Three main goals, introduced spring semester, 2013

1. Reduction of Emissions (per ACUPCC)

2. Waste Reduction & Resource Conservation

3. Sustainability Education, Outreach &

Awareness

Student Green Initiatives Fund Oaks Dining green roof

Electric vehicle charging stations (Clean Fuels Ohio grant)

Recycled plastic Bike racks

Green roof bike racks –EPA grant

Water bottle refilling stations

Student conferences

Energy-producing cardio equip.

Moving towards big-ticket

projects to further sustain. plan…

President’s Climate Commitment (ACUPCC)

Committee formed fall, 2012 to create preliminary plan and

recommendations.

Signed by President Mazey, October 24, 2012, after Board approval

“Tangible actions” completed – Summer, 2013

PCC Working Group formed includes faculty, staff, students

GHG inventory due late January, ’14

CAP due January, ‘15

Other Initiatives Internships/Involvement/Green Service Trips

Orange Bikes (Community Bikeshare Program)

Green Office Certification

Green Tailgate/Athletics Waste Reduction

BGSU Recycling

Once Upon A Desk (Office supply surplus program)

The re Store (located on second floor Kreischer)

Friday Night Lights

When You Move Out, Don’t Throw It Out!

Sustainability

The campus operations partnership with Athletics to

reduce waste at Doyt Perry Stadium for home football

games continues this year. Student volunteers will

coordinate recycling both in the stadium and tailgate

areas.

Orange bike program

Sustainability

The Sustainability area continues to collect

surplus/unneeded office supplies and other non-

inventoried materials/assets from various offices and

departments when they are cleaning or moving and re-

distributes them to offices that need/want them, or

makes them available to students in our “re store” in

Kreischer Quad.

Sustainability

Details on all sustainability programs and initiatives are

available at our updated website,

http://www.bgsu.edu/sustainability, or you can “like”

BGSU Sustainability on Facebook.

Master Plan

The Preventative Maintenance Master Plan facilitates a holistic approach, integrating all aspects of facilities operations, financial management, technology and organizational leadership defined as “Strategic Stewardship.”

Conclusion

Strategic Stewardship and the

Preventative Maintenance Master