Presenters: Bruce Meyer, Assistant VP Campus Operations, Bowling Green State University Brendon Martin, Account Manager, Sightlines Learn how Bowling Green State University has used comparative data and predictive analytics to make courageous decisions about the future of their campus. They are able to empirically analyze the effect of demolition and renovation of certain buildings and project the impact of future capital requirements and deferred maintenance. In addition, you will see how peer benchmarking and best practice analysis helped to make the case for centralizing multiple facilities organizations on campus and creating large savings over a five year period.

1. LEVERAGING NEW ANALYTICS TO
CHANGE THE CONVERSATION AROUND
FACILITIES ON CAMPUS
April 28, 2016
Presented by:
Dr. Bruce Meyer
Assistant VP Campus Operations
BGSU
Brendon W. Martin
Account Manager
Sightlines

2. Public Research University
Bowling Green, Ohio
Sightlines member
since 2009
5M
Supported
GSF
477
Maintained
Acres
16,908
Student
Headcount
Established
1910
2

3. Who Partners with Sightlines?
Robust membership includes colleges, universities, consortiums and state systems
3
* U.S. News 2016 Rankings
Sightlines is proud to
announce that:
• 450 colleges and
universities are
Sightlines clients
including over 325
ROPA members.
• Consistently over 90%
member retention rate
• We have clients in
over 40 states, the
District of Columbia
and four Canadian
provinces
• More than 125 new
institutions became
Sightlines members
since 2013
Sightlines advises state
systems in:
• Alaska
• California
• Connecticut
• Hawaii
• Maine
• Massachusetts
• Minnesota
• Mississippi
• Missouri
• Nebraska
• New Hampshire
• New Jersey
• Pennsylvania
• Texas
• West Virginia
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
• 9 of the 12 Ivy Plus Institutions

4. Changing the Conversation
A framework for integrated planning
4

5. Why focus on your facilities
Physical assets dwarf the institution’s direct financial assets
Across higher education, campus replacement
values are on average, four times larger than
institutional endowments
$1.8 Billion –
Replacement Value
$188.89 Million –
2014 Endowment Value*
*As reported in 2015 US News & World Report
5

6. 0%
5%
10%
15%
20%
25%
30%
%ofGSF
Sightlines Database- Construction Age BGSU
Putting Your Campus Building Age in Context
6
Pre-War
Built before 1951
Durable construction
Older but typically lasts
longer
Post-War
Built from 1951 to 1975
Lower-quality
construction
Already needing more
repairs and renovations
Modern
Built from 1976 to 1990
Quick-flash construction
Low-quality building
components
Complex
Built in 1991 and newer
Technically complex
spaces
Higher-quality, more
expensive to maintain &
repair
Pre-War Post-War Modern Complex
The campus age drives the overall risk profile
48% of Space built
between 1960 and 1970

7. 5% 5% 4%
24%
30%
18%
32%
33%
30%
40%
32%
48%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
BGSU - Entire
Campus
BGSU - E&G BGSU - Aux
%ofTotalCampusGSF
Campus Age by Category
Under 10 10 to 25 25 to 50 Over 50
Auxiliary Space is Older than E&G
An evenly distributed age profile is recommended to balance building risk
7
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
Weighted
Reno. Age
41.6 39.6 43.9

8. 8
Identifying High-Risk Space
Lower quality construction paired with aging building components
1.46M
1.45M
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
Pre-War
(pre-1950)
Post War &
Modern
(1950-1990)
Complex
(post-1990)
GSF(Millions)
BGSU
Total GSF by Construction Vintage
Under 10 10 to 25 25 to 50 Over 50
Building
Constru
ct. Year
GSF
Kreischer Quad 1966 300,000
Harshman Quad 1964 299,924
Jerome Library 1965 194,467
McDonald Quad 1962 191,828
Founders Quad 1956 188,877
Life Science Building 1965 126,335
Examples of High Risk Buildings
60%
40%
% of GSF

9. Addressing Deferred
Maintenance with Campus
Operations Input
9

10. $483
$0
$100
$200
$300
$400
$500
$600
Asset Reinvestment Backlog
TotalDollars(Millions)
ROPA+ Prediction: Total BGSU Space
10
$290
$145
$48
$0
$100
$200
$300
$400
$500
$600
Total 10 Year Need
TotalDollars(Millions)
Current Need 10 Year Renewal Need Remaining Need
Prediction
(Capital Risk)
Discovery
(Asset Reinvestment)

11. 1% 2%
15%
13%
8%
46%
15%
Total Current Need by System
Small Building Renovation Roofing
Electrical Plumbing
Interiors HVAC
Building Exteriors
Prediction
(Capital Risk)
Total Current Need by System
$290M in current need (items currently in backlog)
11
$290
$145
$48
$0
$100
$200
$300
$400
$500
$600
TotalDollars(Millions)
Current Need
10 Year Renewal Need
Remaining Need

12. BGSU 10 Year Prediction Chart with Demolitions and Renovations
Using Sightlines ROPA+ Modeling, selecting certain buildings decreases deferred maintenance
12
$290
$145
$48
$0
$100
$200
$300
$400
$500
$600
TotalDollars(Millions)
Current Need
10 Year Renewal Need
Remaining Need
$483M
$206
$144
$48
$0
$100
$200
$300
$400
$500
$600
Current Need
10 Year Renewal Need
Remaining Need
Option 2
Demolitions of following
buildings:
Harshman Quad: FY17
West Hall: FY17
Family & Con: FY17
Johnston Hall: FY17 (Completed)
Admin: FY20 (Earliest Date)
Psychology Building: FY20
(Earliest Date)
Renovations of following
buildings:
South Hall: FY16 (In-Process)
Park Ave WRHS: FY16
(Completed)
HHS: FY16 (Completed)
Moseley Hall: FY17 (In-Process)
University Hall: FY17 (In-Process)
Hanna Hall with Addition: FY20
Add New Buildings:
Greek Housing: FY16 (In-
Process)
$398M
18% decrease
$85

13. Campus Operations
Centralization
14

14. Centralization, Why?
 University Initiative
 Lower cost using volume
discounts
 Contractor
expertise/licenses
 Liability shift
 Identify trends and new
technology
 Planning/scheduling
initiatives with customers
 Preventative Maintenance
schedules
 Establish capital plans for
future investment
 Proactive approach not
reactive
 Accountability Index shift
 Customer can focus on
their expertise!
15

15. Support for Centralization
SERVICE
• Develop automated
VMI processes to
reduce inventory
and provide just in
time deliveries with
RPS and Grainger
• Consistent level of
quality service
• Active On Site
Supervision
EXPERTISE
• Unified training on
equipment, safety,
and procedures
• Specialized
technology for
maintenance and
custodial
• Preventive
maintenance
programs
• Experience
management team
RESPONSE
• Divided campus
into 4 zones for
round the clock
coverage on
maintenance and
custodial
• Ability to move
specialized
equipment and staff
for emergencies and
special requests
EFFICIENCY
• Sharing resources
among staff such as
equipment, tools,
vehicles, and golf
carts
• Reduced staffing to
provide service
levels based on
customer and
building needs
• Best pricing on
equipment and
supplies
• Work order system
for tracking
16

16. Centralization Update
 Bowen Thompson Student Union, 2013
Maintenance and Custodial Services
 Rec Wellness (Fieldhouse and Rec Center) 2014
Maintenance and Custodial Services
 Intercollegiate Athletics, 2015
Fields, Facilities, Maintenance & Custodial
 Logistics, 2014-2015
Consolidated services from Campus Operations,
Residence Life and Capital Planning
 Ice Arena and Stroh Center, 2016/17 17

17. 3,600,000
3,800,000
4,000,000
4,200,000
4,400,000
4,600,000
4,800,000
5,000,000
5,200,000
0
50
100
150
200
250
300
350
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
TotalCampusGSF
StaffFTE
Campus Operations Staffing compared to GSF
Headcount GSF
Staff FTE vs. Square Footage
Even with added GSF, Staff FTE is lower
18

18. $0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$/GSF
Facilities Operating Budget Actuals
Daily Service Planned Maintenance Utilities Average
Operating Budget Actuals
BGSU is operating at $0.25/GSF less than peer institutions
19
Peer Average BGSU
$5.30
$5.05
6% decrease;
$6.6M in cost avoidance
ROPA Peers: California University of PA, Indiana University of PA, Kent State University,
Miami University of Ohio, Northern Arizona University, University of Cincinnati,
University of New Hampshire, University of North Texas, University of Southern
Mississippi,, University of Toledo, and Westfield State University

19. $0.00
$0.05
$0.10
$0.15
$0.20
$0.25
$0.30
$0.35
$0.40
$0.45
$0.50
FY11 FY12 FY13 FY14 FY15
$/GSF
Planned Maintenance
Planned Maintenance Best Practice
Planned Maintenance Continues to Increase
FY15 PM efforts put BGSU above peer average
20
$0.00
$0.05
$0.10
$0.15
$0.20
$0.25
$0.30
$0.35
$0.40
$0.45
$0.50
$/GSF
Planned Maintenance vs Peers
Planned Maintenance Peer Average
Best Practice
Peers Ordered by Tech Rating
2.3%
3.7%
2.8%
3.3%
6.2%ofBudget

20. Centralization Challenges
 Budgeting for Programs vs. Facility Needs
 Level of expectations increases with transfer
 Policies and Procedure may be localized
 Subsidized student employment
 “Beck and Call” style of management
 Budgetary consistency for Auxiliaries
 Trouble letting go of former responsibilities
21

21. Admissions Tour
 How do we look from a visitors point of view?
Students, Parents, Alumni
What makes our campus distinctive?
First impressions?
Restrooms
22

22. Structure and Organizational
 Review of all positions, eliminated duplication and increased
consolidation/responsibility/accountability
 Flattened the organization
 Superintendent Positions
 Team Leaders
 Moved residential hall maintenance to residential hall supervision
 Mechanical Room Organization Project for Campus
 739 spaces completed
 Established four zones throughout campus for building maintenance
responsibility in the Academic Buildings and Auxiliaries
23

23. Communication
 Weekly Staff Meetings
 Directors Meetings
 Semester update and communication meetings with the
entire team
 Meet with the students at the end of each academic summer
semester
 Supervision training, monthly safety training/compliance
and custodial team training and workshops
 Training programs each summer related to customer service
 Meetings with the City, USG, Faculty Senate
24

24. Communication
 Building Representative Meetings each Semester
 Capital Planning
 Police
 Health and Safety
 Scheduled meetings with our customer that include Res Life,
Rec Wellness, Athletics and BTSU to discuss projects,
concerns and areas of opportunities
25

25. Work Order System
 BGSU establishes CMMS specs, decision matrix developed
by Supply Chain Management Class
 Work Order history since 2012 has been consolidated into
one database, providing more accurate records of
maintenance needs and Customer Transparency
 95,000+ Work Orders submitted
 Over 2,070 per month
 Average of 100 work orders per day
26

26. Work Orders
Increased work order reporting has resulted in increased PM identification
27
0
5,000
10,000
15,000
20,000
25,000
#ofWorkOrders
# of Work Orders
Daily Service PM
0%
1%
2%
3%
4%
5%
6%
7%
%ofWorkOrders
% of Work Orders that are PM
% PM

27. Technology Improvements and VMI
 Introduction of microfiber cleaning systems has reduced our
water and chemical usage by 80% in our cleaning
procedures. It has also increased labor efficiency in
cleaning, as well as reduced the number of injuries on the
job.
 With the VMI technology, supervisors no longer spend large
amounts of time in searching and ordering of parts and
supplies. Commonly used parts and supplies are
automatically restocked several times a week by the vendors.
We have contracts in place for best pricing and are able to
hold minimal levels of stock on our shelves. 28

28. Cost Reduction Initiatives
 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 eliminating internal silos
 Eliminated off campus location for building maintenance
 Reduce vehicle count
 Promote centralization and consolidation
29

29. Zone Management
 We have reduced the vehicle fleet by 10 over the past year
by no longer assigning vehicles to individuals, but rather,
sharing all vehicles across Zones and 3 shifts. By moving
the maintenance techs out into the Zones, vehicles are no
longer needed on a daily basis and instead, vehicles are
shared within the Zone.
 Zone Management has allowed us to right-size to 8
supervisors, a reduction of 3, to provide quality service to
the entire campus. We have 4 Zones, each with 2
supervisors, 2 building maintenance techs, and 2 team
leaders per zone. 30

30. Zone Management
 This model allows for quick response time to customer
needs, knowledge of buildings and systems, cross coverage,
and familiarity with the needs of the zone occupants. We
are working toward the goal of eliminating duplicate efforts
and duplicate work of campus personnel.
 The flexibility to move staff to accommodate special events
on campus as well as coverage for emergencies. We have
around the clock supervision on campus that allows us to
actively solve problem in the field and deliver swift service.
Zone Management provides one point of contact for all
customers and they become familiar with our employees
and procedures.
31

31. Campus Services
 Since Centralizing Logistics Services within Campus
Operations from Residence Life and Capital Planning in
May 2014, the total number of closed work orders for the
Logistics Team is 3,841. Or an average of 213 per month!
 Larger pool of resources, providing flexibility and
increasing coverage and stability
 Increased facilities expertise and focus
 Implemented APPA Standards and benchmarks
32

32. Centralization Cost Savings for BTSU
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Budget
$
Bowen-Thompson Student Union
Total Personnel Total Operating Expense and Preventative Maintenance
33
After CentralizationBefore
Centralization

33. 34
Sebo Center Entry
Before - July 14, 2014
After - Aug 25, 2014

34. Mechanical/Electrical and Physical Plant
 Health and Safety Collaboration and Compliance
 Preventative Maintenance Programs include:
Air Handlers (372), Boilers, Chillers (34), HVAC Filters
and Belts, Automatic Doors (154), Elevators (87), Locks
and Latches, Backflow Preventers, Steam Traps, Water
Treatment, Natural Gas, Electrical Distribution, Fire
Alarms, Emergency Generators, Roof Inspections,
Suppression Hoods, Fire Pumps and Sprinkler Systems, &
Intrusion Alarms (147 reduced to 54).
35

35. Utility Mapping and Energy Management
 Accurately track energy consumption across campus
allowing more precise measurements related to expense
allocations.
 Established locations of all utility metering devices on
campus for electric, water, gas, irrigation, steam
 Mobile devices, tablets, motion devices for technicians to
improve customer service and troubleshoot issue
36

36. Energy/Demand Response
 Building Automation Systems (BAS) has provided better
monitoring and quicker response to heating and cooling
needs
 Demand response is a way for power companies to shift
electricity usage during peak periods to help prevent a
grid usage overload during summer
 Power companies offer financial incentives to large
portfolio customers
 BGSU has 87 buildings on campus and currently only
44 (54%) of these buildings are operating under BAS
37

37. Energy Projects
Project Total Project Cost Rebate/Green Fund
Cost to
BGSU
Projected Annual Savings
Estimated
Completion Date
Completed
Demand Response (2015) $0.00 $0.00 $110,000.00 04/15/14
Capacitors (secondary) $4,000.00 $4,000.00 $145,514.52 08/30/12
Campus Operations LED parking lot $9,264.00 $1,000.00 $8,264.00 $1,674.00 03/24/14
Perry Field House LED $59,974.00 $38,900.00 $21,074.00 $13,000.00 07/21/14
Student Recreation Center LED $18,475.00 $18,475.00 $0.00 $2,529.00 08/15/14
Water Deduct Phase 1 of 2 $40,000.00 $40,000.00 $45,000.00 06/20/15
Capacitors (Primary Electric) $25,000.00 $25,000.00 $71,000.00 03/10/15
Ice Arena Lighting $35,000.00 $17,500.00 $17,500.00 $8,500.00 05/18/15
McFall Gallery Lighting Project $10,701.00 $1,000.00 $9,701.00 $2,394.00 05/22/15
Water Deduct Phase 2 of 2 $30,488.00 $30,488.00 $45,000.00 05/01/15
Pub Kitchen HVAC $13,000.00 $13,000.00 07/01/15
Total $245,902.00 $76,875.00 $169,027.00 $444,611.52
38

38. Sustainability
 Three main goals, introduced spring
semester, 2013
1. Reduction of Emissions (through
efforts with American Colleges &
Universities Presidents Climate
Commitment now referred to as
Climate Leadership Network)
2. Waste Reduction & Resource
Conservation
3. Sustainability Education, Outreach
& Awareness 39

39. Sustainability Programs
 Internships – Open to all majors
 Orange Bikes (Community Bike-Rental Program)
 Green Office Certification
 Green Game Day/Stadium Waste Reduction; average of ton
of recycling diverted per home game
 Single Stream Recycling, Electronics, batteries, lightbulbs
 Once Upon A Desk (Office supply surplus program)
 re Store “Thrift Store” sales throughout the year
 Friday Night Lights
 When You Move Out, Don’t Throw It Out! 40

40. Sustainability/Green Fund Projects
 Oaks and Carillon green roof projects, bike racks (EPA grant)
 Green roof bike racks –EPA grant
 Electric vehicle charging stations (Clean Fuels Ohio grant)
 Renewable Energy Feasibility Study/SHP
 Electric vehicles
 Campus Composting program
 Water bottle refilling stations
 Energy-producing cardio equipment
 Energy “Dashboards”
 Since its inception in 2010/11, the Student Green Initiatives Fund has
invested over $450,000 into 40 projects.
 80% + Participation Rate 41

41. 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.
42

42. Summary
 With Centralization, all operational dollars are
dedicated to maintenance and building upkeep.
Decisions are based on data collected, deferred
maintenance, life cycles, and functional needs, rather
than personal/departmental preferences. Real time
data from our work order system supports our
planning. By focusing dollars on the true maintenance
needs of campus, we are able to provide a consistent
level of quality services.
 And it all started with the Admissions Tour! 43

43. Questions and Comments
44