2. Gaining Trust Through Data-Driven Decisions
Operational Success:
Gaining Trust Through Data-Driven Decisions
Dawn

3. Speakers
Dawn M. Rhodes, chief business & finance officer and vice president for administration and finance, University of Maryland, Baltimore.
Nicole Miskimon, associate director, facilities management, University of Maryland, Baltimore.
Denise Meyer, facilities management project coordinator, University of Maryland, Baltimore.
Dawn

4. Learning Objectives
Identify steps in a comprehensive strategic facility assessment program.
Recognize the layers of analysis required to inform decision making.
Engage stakeholders using data and analytics.
Dawn

5. Facts about UMB
Founded 1807 – University of Maryland, Baltimore (UMB) is MD’s only public health, law and human services university.
Enrolls approximately 6,500 students in six nationally ranked professional schools.
Employs approximately 7,200 people.
Has an all funds budget of 1.2 billion.
FY 2017 – awarded $556.1 million in grants and contracts.
68 buildings totaling approximately 7.9 million GSF.
Dawn
Schools/disciplines - medicine, law, dentistry, pharmacy, nursing and social work and an interdisciplinary Graduate School

6. Background Information
Enterprise Risk Management process identified:
Significant backlog of deferred maintenance projects.
Issues of transparency in deferred maintenance projects and how they are prioritized.
The need for campus wide building assessments.
Denise

7. Assessment Process
Process includes quantifying campus renewal and deferred maintenance needs, their values and time of replacement.
Steps to the process
Collect data
Understand data
Analyze and prioritize data
Utilize and maintain data
Denise
Collect – assessment process
Understand – Use analytics to quantify our data and current situation
Prioritize – Collaborative Prioritization Workshop. The criteria selected by the group are utilized to populate a prioritized list of DM projects.
Maintain – Reassessment cycle conducted over 5 years started June,2017.
Utilize – use data to drive meaningful decision making

8. Assessment Process – Data Collection
Review available documentation and speak with knowledgeable staff.
Walk entire campus and every square foot of our buildings to visually inspect all building, infrastructure and site systems.
Photo documentation and assessment of condition.
Estimate or identify age of each system and its remaining useful life.
Identify repairs and code upgrades.
Estimate each systems replacement value.
Adjustment Factor – Project costs are adjusted by a factor of two to reflect actual costs.
Denise
3rd Party Company provided us with assessment services. Assessment team was comprised of structural, electrical and mechanical engineers. THIS CAN BE DONE IN HOUSE IF FUNDS ARE NOT AVAILABLE TO USE A CONSULTANT.
UMB Adjustment Factor – Project costs are adjusted by a factor of two to reflect actual costs. Initial estimate has labor and parts. We increase it by a factor of two to arrive at total cost which includes Design costs, project management fees, etc.
-Average factor used amongst other universities
-Frequently reviewed
R.S. Means is America’s leading supplier of construction cost information. The database uses this as an estimator for parts and labor costs of replacements and renewals.

9. How the database helps Captures all of our campus assets.
Including buildings, infrastructure, etc.
Centralized location for asset condition data.
Keeps this data current
Is actively used as a tool for communication and reporting.
We hold meetings, provide detailed reports and data analytics for stakeholders
Dawn
Engaging our campus leadership using the data, where we were and where we are now.

10. Denise
VFAFacilityView – dashboard style view of our data

11. Example Reports from Database
Asset Overview and Detail Reports
Example Asset Overview Report
Project Detail and List Reports
Funding and Forecast Scenarios
Budget and Ranking Scenarios
Executive Reports
Denise
View Asset Overview Report outside of the PP Presentation.
Asset Overview Report available as a session resource.

12. Understanding the Data UMB FCI
The overall deferred maintenance backlog for UMB is $648 million over next 5 years.
The current overall FCI is: (32.9%).
Dawn
Information from 3rd party assessment and VFA.facility database.
492 assets which includes state supported assets, campus infrastructure, auxiliary and parking assets.
For the purpose of this presentation we are focusing on data related to: 53 building + site utilities and other
Site utilities/Site other are things such as sidewalks, pole lamps, lawns and gardens, underground infrastructure, etc.

13. Understanding the Data UMB FCI Funding Scenarios
Dawn
Funding Scenarios are all estimates
Current Funding – current funding of 15.7M with an additional 3M added each year until 2028; 42.7M is used from for this report.
2% CRV (Current Replacement Value) – 38,917,902 per year for 20 years; CRV is 1,945,895,099.
Target FCI – half of current FCI (32.9%)
Information from 3rd party assessment and VFA.facility database.

14. Prioritizing the Data
Using the database and its analytic tools, our working group:
Created an agreed-upon prioritization criteria
Defined and weighed the overall criteria
Created and agreed-upon ranking of the decision criteria based on linkage to UMB’s priorities
Nicole

15. Prioritizing the Data Risk Evaluation
Nicole
To assist with the priority ranking of projects in the database, a risk assessment has been applied to every system. As part of the risk assessment, a value has been determined in these four categories – Impact of Failure, Condition, Probability of Failure and Frequency of Failure. There is a PDF version of this table available as a session resource.

16. Risk Evaluation
A spreadsheet was used to capture rankings for each category and determine the calculated risk for each system.
Calculated Risk = High
Calculated Risk = Medium
Calculated Risk = Low
Nicole

17. Risk Evaluation Risk value is assigned within database to system.
Risk associated with a system is carried over onto each project the database generates for that system.
Nicole

18. Strategy Buckets
Hold for Major Renovation/Capital Improvement Plan
These projects are being held for renovation or capital improvement initiatives.
Maintenance
These projects are smaller in scope, size and cost.  Maintenance staff will be used to satisfy these.
Must Do
Projects in this category are immediate needs.
Run to Fail
These projects will be monitored and systems will be used or operated until failure.  A decision will be made to repair or replace the impacted system(s) at the time of failure.
Nicole
After the risk evaluation and overall prioritization is complete, we will begin to assign projects to Strategy Buckets. This next layer of evaluation will help us to further prioritize the work to be done while considering some of the circumstances beyond the physical inspection of systems and risk of failure while taking operating needs and planning initiatives into consideration.

19. Financial Plan
Dawn

20. Reserve Funding Categories
Failure Reserve
Campus Safety and Security
Campus Beautification
Unscheduled Deferred Maintenance
Dawn

21. Next Steps
Continue to drive our annual deferred maintenance decisions.
Implement on-going database enhancements and improvements.
Reassess and update the assets in the database.
Discuss information with individual schools and deans.
Share information with key stakeholder groups.
Staff & Faculty Senate, State and local government, etc.
Dawn

22. Please take a moment to evaluate this session There are two ways to access the session and presenter evaluations: 1 2
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