This presentation explores what facilities leaders can do when rolling the dice doesn't work regarding the management of deferred maintenance. You'll also learn how to: - Maximize the value of a deferred maintenance assessment - Integrate deferred maintenance data with a master plan - Optimize institutional resources to mitigate risk - Be a partner in program success rather than a follower

1. Wheaton College (MA)
Whitworth University
Widener University
Wilkes University
Williams College
Worcester Polytechnic Institute
Worcester State College
Wright State University
Xavier University
Yeshiva University
Youngstown State University
Don’t Leave Your Facilities Needs
to Chance
What campus leaders can do when rolling
the dice doesn’t work
Sightlines Webinar with Dr. Tim Carey of Ithaca College
June 30, 2016

2. Meet Your Webinar Hosts
2
Caroline Johnson
Regional Service Manager
Sightlines
Dr. Tim Carey
AVP/Chief Facilities Officer
Ithaca College

3. 3
Agenda
Introduction to Ithaca and their partnership with
Sightlines
Ithaca’s Story – Tim will share how Ithaca
College used a building portfolio analysis to
inform master planning initiatives across
campus.
Executive takeaways and concluding thoughts
Questions & comments

4. Feel Free to Start a Dialogue with Our Presenters
Enter questions in the box at any time. We want to hear from you!
Enter questions
here at any
point during the
webinar
Presentation slides
and webinar
recording will be
sent to each
attendee following
today’s session
4

5. Introduction & Ithaca’s Story –
How Ithaca College used a building portfolio
analysis to inform master planning initiatives
across campus

6. Institutional Profile
> Located in Ithaca, NY
> 6,723 Students
> 2.6M GSF
> 85 Buildings
> 400 Maintained Acres
> Sightlines Member since
2006
6

7. 7
Is Facilities Management like Monopoly?
• There are numerous key
players/constituents involved
• Every player/constituents may have a
different priority than yours
• Strategic investments are required
• Different properties hold different
values

8. Ithaca College
8

9. 0%
5%
10%
15%
20%
25%
30%
35%
%ofConstructedSpace
Sightlines Database- Construction Age My Campus
Building Risk Affected by Construction VintagePre-War
Built before 1951
Durable construction
Older but typically lasts
longer
Post-War
Built between 1951 and
1975
Lower-quality
construction
Already needing more
repairs and renovations
Modern
Built between 1975 and
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
Percent of Total
Space 56%
Percent of Total
Space 31%
Majority of campus space built in Post War and Complex era
Percent of Total
Space 13%
Percent of Total
Space 0%
9
ROPA+ Data

10. Projecting Future Physical Profile
From FY13-FY18*, 20% of space will move into the Over 50 age category
21%
13%
34%
31%
39%
26%
17%
23%
18%
38% 38%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY2013 FY2018 FY2023
%ofTotalCampusGSF
Campus Renovation Age
Under 10 10 to 25 25 to 50 Over 50*No New Space or demolitions
for 2018 or 2023 projection
10
ROPA+ Data

11. $-
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
A B C D Ithaca E F G H I
$/GSF
Total Asset Reinvestment Need
Database Avg Peer Group Avg
A Higher Asset Reinvestment Need
11
ROPA+ Data

12. > Campus was built during a time of lower quality construction
> Projections showed campus aging at a rapid rate
> Total Asset Reinvestment Need was above peer and database levels
What Ithaca Knew
12

13. Is Facilities Management like Monopoly?
• There are numerous key
players/constituents involved
• Every player/constituents may have a
different priority than yours
• Strategic investments are required
• Different properties hold different
values
WITHOUT A PLAN YOU WILL LOSE
13

14. Losing Isn’t Fun!
14

15. Chance at Ithaca
15

16. The Bottom-Up, Top-Down Approach
Project
Identification
•Inventory
•Interviews
•Other studies
Project
Codification
•Timeframe
•Package
•Investment Criteria
Project
Selection
•Project scores
•Meet
investment
objectives
Building Portfolio
Creation
•Group Buildings
•Outline investment
strategies Funding
Identification
•What financial
resources are
available?
Funding
Allocation
•By Portfolio
•By Investment
Criteria Multi-year
capital
investment
plan
Technical
Strategic
16

17. Our Campuses Are Made Up of Buildings
These buildings are NOT created equal
17

18. Factors to Consider when Creating Portfolios
 Replacement
Value
 Building Need
Net Asset Value
Building
Characteristics
Purpose
 Age
 Condition
 Location
 Function
Mission
 Institutional
Focus
 Academic
Requirements
 Student Needs
Requirements
 Historical
Significance
 Safety/Code
 Recruitment/
Retention
 Transitional
Space
 Adaptive Reuse
Grounds &
Infrastructure
 Athletic Fields
 Utility Needs
18

19. When Rolling the Dice Doesn’t Work…
DATA can.
19

20. The Data
20

21. Identified Needs by Timeframe - $175M Total
Timeframes A, B & C
$98.0
$45.1
$31.7
$0
$20
$40
$60
$80
$100
$120
Timeframe A (1-3 years) Timeframe B (4-7 years) Timeframe C (8-10 years)
TotalNeed,$inmillions
Identified Needs by Timeframe
# of
projects 1,146 548 466
21

22. Identified Needs by Timeframe - $175M
Timeframes A, B, C & Quads only
$61.5
$45.1
$31.7 $36.5
$0
$10
$20
$30
$40
$50
$60
$70
Timeframe A (1-3 years) Timeframe B (4-7 years) Timeframe C (8-10 years) Quads
TotalNeed,$inmillions
Identified Needs by Timeframe
# of
projects 820 548 466 326
22

23. Capital planning is
more than just a
project list.
Our Experience Tells Us…
23

24. Capital Upkeep Stage
RepairandMaintain
Portfolios by
Net Asset Value
(Replacement Value - Building
Needs)
Replacement Value
Systemic Renovation Stage
Transition/GutRenovationStage
>80%
<80%
<60%
>60%
24

25. Strategy Outplays Chance
Taken from the Ithaca College 2015 Master Plan
25

26. Taken from the Ithaca College 2015 Master Plan
26

27. Match Program Value to Campus Need
ProgramValue
Stewardship
Maintain/Repurpose
Transitional
Buildings
Major Capital
Renovations
Poor Building Condition,
High Program Value
Excellent Building Condition,
High Program Value
Excellent Building Condition,
Low Program Value
Poor Building Condition,
Low Program Value
(NAV)
(Master
Plan)
27

28. Major Capital
Renovations
Transitional Buildings
Stewardship
High
Value
Low
Value
Poor
Towers Dining
Hall
Williams Hall
Emerson Hall
(NAV)
(Master
Plan)
1
2
3
4
5
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ProgramValue
Building Condition
Maintain/Repurpose
Excellent
Terrace 4

29. Moving Away From the Chance Pile
29

30. 30

31. Playing Monopoly the Ithaca Way
› Continuous sharing of data between all parties
› Maximize involvement of your staff
› Constantly evolve your process and update findings based on feedback
› Narrow down and identify critical needs
› To ensure that the condition of Ithaca College’s existing campus was
fully considered in concert with the Campus Master Planning Process
Goal
Steps
Taken
Outcome
at Ithaca
› Master Plan and Year 1 Deferred Maintenance spending APPROVED
in May 2015
› A 5 Year strategic financial plan for Deferred Maintenance was
approved during Fall of 2015
31

32. > Getting a seat at the table is not a given
> Use data to support your case to drive greater buy in
> Your bank is not limitless
> Adopt a portfolio strategy that narrows the scope of your need to more manageable
components
> Taking a card from the chance pile yields too much risk
> Avoid keeping your data in a silo!
> Rolling the dice is a risk you cannot take
> Keep your data up to date and relevant
Outplaying Chance
32

33. Questions?
Please remember to complete the survey after the webinar ends.
Thank you!

34. Stay Current with Latest Trends and Best Practices
Let us keep you current, visit our Insights page
34
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Facilities in Higher
Education: 2015
Benchmarks, Best
Practices & Trends, please
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35. 35
Facilities Intelligence from Coast to Coast
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Explore how to get the most from your Sightlines’
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which will be held in the fall of 2017 Strategic, solutions-driven workshops designed to foster
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