GSTAT Georgia Building Authority fiscal year 2012 performance summary

Fiscal Year 2012 Performance Summary

Chairman Nathan Deal
Governor

GEORGIA BUILDING AUTHORITY
One Martin Luther King, Jr. Drive, Atlanta, Georgia 30334
Office: 404-656-3253 Fax: 404-657-0337 www.gba.georgia.gov

Executive Director
Steven L. Stancil

On behalf of the Georgia Building Authority (GBA), I am pleased to present our Agency's Fiscal Year 2012 Performance Summary. All the data used to create this report was generated in GSTAT, our award winning comprehensive management reporting system which provides management with the ability to quickly review activities taking place across all divisions and service areas. We believe that each member of the GBA Team plays an important and critical role in providing information to assist GBA in setting the standard of excellence.
In fiscal year 2012, GBA was recognized for the second consecutive year by the National Purchasing Institute for excellence in procurement and also earned the prestigious TOBY (The Outstanding Building of the Year) Award from the Building Owners and Managers Association (BOMA) in both the Atlanta Region and the Southeast Region. One judge's comments summarized GBA's commitment to achieving our vision and mission: "They have demonstrated qualified and quantified results of their vision and mission statements. By instilling pride in their staff members and challenging them with specific goals, they have proven results for internal and external customers."
Steve Fanczi Deputy Executive Director

2012 TOBY SOUTHEAST REGION AWARD WINNER 2012 TOBY ATLANTA REGION AWARD WINNER
2011 & 2012 EXCELLENCE IN PROCUREMENT AWARD WINNER 2010 NASFA & GASFA INNOVATIONS AWARD WINNER

TABLE OF CONTENTS

Page

STRATEGIC PLAN FY2012

3

Strategic Goals Strategic Initiatives

Strategic Measures (Results)

FACILITIES MANAGEMENT

7

Work Load (# of work orders) Mechanical/Electrical/Plumbing Work Orders Elevator Work Orders Custodial Work Orders Reimbursable Work Orders Response Time Utilities Risk Management Motor Pool

PARKING SERVICES

17

Daily Parking Monthly Parking

SUPPORT SERVICES

19

Food Service

Security Access Control Events Management

INTERNAL SERVICES

25

Procurement

Human Resources Information Technology

GBA PORTFOLIO DATA

28

2

STRATEGIC PLAN
The Georgia Building Authority (GBA) is responsible for all maintenance and services associated with the management of buildings and various facilities located in the Capitol Hill Complex. The portfolio includes 37 buildings (7 million gross square feet), 20 parking facilities, 4 parks/plazas, and six historic cemeteries. Mission Statement:
The mission of the Georgia Building Authority is to provide a clean, comfortable, and safe environment on Capitol Hill. For FY2012 GBA reported two strategic goals to the Governor's Office of Planning and Budget: 1) Improve Operational Efficiencies
Measure - To be at or below "Building Owners and Managers Association" (BOMA) standards.
2) Improve Customer Satisfaction
Measure To improve overall satisfaction to 92% by FY2016
GBA FY2012 Strategic Initiatives:
Note: During FY2012, GBA tracked and completed over 60 projects on the agency action plan.
3

OPERATIONAL EFFICIENCIES MEASURES

In FY2012, the cost of operations (cost per rentable square foot) for GBA managed operations was $6.91 or $1.14 below the BOMA U.S. Government Sector average and $1.33 cents below the BOMA private Sector Average.
GBA Expense vs. BOMA:

COST OF OPERATIONS
Security Expense vs. BOMA :

Note: Including security services, which are outsourced to the Department of Public Safety, the total cost was $8.73 per rentable square foot. During the same period, GBA collected an average of $8.61 per rentable square foot in revenue.

GBA Revenue by Source:

9% 4%
87%

4

Base Office Rent vs. BOMA:

GBA Parking Rates vs. Parking Industry:

Note: Industry rates according to International Parking Institute (Colliers International Parking Rate Survey 2011)

Note: Agency spaces are an additional $10 per month.

Occupancy Measures vs. BOMA:

Note: Office Occupancy Rate = Total rented assignable office space / Total assignable office space. SQFT per Office Worker = Leased BOMA RSF / # of office workers on Capitol Hill. SQFT per Maintenance Staff = Total BOMA RSF / full-time building maintenance staff. Parking Ratio = Number of monthly parking stalls / exterior gross square feet X 1000. Parking Income per Stall = Parking income / spaces (GBA managed only).
5

CUSTOMER SATISFACTION MEASURES
For FY2012, the overall customer satisfaction rating from the annual surveys reached our highest recorded level of 90% for the second consecutive year. Overall Customer Satisfaction by Service:
Note: Parking Services (90%) and Cafeteria Services (86%) received their highest recorded customer satisfaction ratings.
How's My Service Ratings by Fiscal Year:

Note: GBA regularly monitors customer satisfaction using an online customer feedback application. During FY2012 the overall "How's My Service" rating was 93% (3.73/4.0).

Overall Employee Satisfaction:

Note: GBA overall employee satisfaction remained at 95% our highest recorded level.

6

FACILITIES MANAGEMENT

GBA processed over 14,500 work orders in FY2012 (an increase of 8% from FY2011).

Total Work Orders by Fiscal Year:

Note: The greatest increases were in these areas:

Mechanical, Electrical and Plumbing (MEP) 2.5% increase (from 6,966 to 7,146).

Requests for recycle bins 39% increase (from 678 to 1,103).

Other custodial work orders increased 24% (from 852 to 1,124.)

Total Work Orders by Problem Class:

Note: The distribution of work orders by problem class primarily changed in two areas:
Custodial - GBA created a new problem class to track recycle bins calls separately.
HVAC - Improvements in HVAC controls has resulted in a 23% decrease in Hot/Cold calls.

7

MECHANICAL/ELECTRICAL/PLUMBING (MEP) WORK ORDERS

Although the total number of MEP work orders increased only 2.5% there was a significant shift in the distribution work orders between problem classes.

MEPs by Fiscal Year:

Note: With spot re-lamping, the distribution pattern of ceiling lights calls should be more random; however, bulbs installed for a pilot group re-lamping project in the Floyd Building in 2007 are now at the end of their lifecycles.

Electrical work orders increased by 5% (including a 10% increase ceiling lighting calls). o Ceiling light calls in the Floyd Building increase 50%.
HVAC work orders decreased by 20% (including a 23% reduction in hot/cold calls) o ESCO projects in recent years increased the efficiency of the HVAC controls.
Plumbing work orders increased by 19% (including a 47% increase in toilet plumbing). o Issues with the city water pressure throughout the year created damaged parts on older fixtures at 2 Peachtree. o A new tenant moved into the Floyd on four previously unoccupied floors. o New paper towels are being used as toilet seat liners and clogging pipes.
MEP per 1,000 Square Feet (Office Buildings Only):
Note: MEPs continued to be significantly below our historical average of about 2.5 MEPs per 1,000 square feet of office space.

FY2012 1.78 MEPs/1000sf
FY2011 1.69 MEPs/1000sf
FY2010 2.47 MEPs/1000sf

8

ELEVATOR WORK ORDERS
The number of elevator work orders increased by 6% in FY2012. Work Orders per Elevator:

90 Central Deck was impacted by a renovation project (debris in door seals).
Pete Hackney had a high percentage (40%) of "no problem found" calls which may be attributed to the programming (one car responds only to the first level).
GBA will evaluate creating a new problem code to track "no problem found" calls.

FY2009 4.9

Work Orders per Elevator

FY2010

FY2011

4.7

4.1

FY2012 4.3

Note: After upgrading elevators in the T/W building work orders have decreased 46% from FY2011.

The passenger elevators in the Agriculture Building will undergo a complete modification in FY2013 with funding through General Obligation Bonds. The modification will meet ADA requirements and increase elevator operational efficiency and performance.

9

CUSTODIAL WORK ORDERS

In FY2012, GBA created a new problem class to separate the tracking of request for recycle bins from routine custodial work orders to improve our ability to analyze housekeeping issues.

Custodial Work Orders per 1,000 Square Feet (Office Buildings Only):

Note: Excluding recycle bins, custodial work orders increased 24%.

Request for recycle bins increase 37%

Work Orders per 1,000sf FY2012 - .29 FY2011 - .20 (Excluding Recycle Bins)

Note: In the fall of FY2012, GBA installed new commercial grade restroom dispensers and did not remove the old dispensers until after the installations were complete. The empty old dispensers cause some confusion with the tenants resulting in a 49% increase in requests for custodial supplies (70% of the overall increase).
Work Orders for Custodial Supplies:

10

REIMBURSABLE WORK ORDERS
Reimbursable Work Orders by Fiscal Year:
Note: Driven by agency reorganizations, renovations, and tenant moves, the number of reimbursable work orders increased by 8% during FY2012.
Reimbursable Work Orders as a Percentage of Total Work Orders: Note: Reimbursable work orders as a percentage of total work orders remained constant at 10%.
Notable work: The renovation of the Capitol Education Center for Georgia State Patrol Post 50. Renovations and moves associated with HB1146 which included Vocational Rehabilitation, the Professional Standards Commission, and the Commissioner of Insurance. Build out of additional space at the Floyd Building for the Department of Early Care and Learning (DECAL).
11

RESPONSE TIME
GBA measures of responsiveness by tracking work orders by priority. The priority levels and target response times are:

Priority #1:

Target response time - 30 minutes (4 hours off-site/after-hours) Emergency Maintenance: this is non-scheduled and represents a Health or Safety Hazard or poses an imminent Threat of further Building Deterioration. Personnel need to stop current task to respond.

Priority #2:

Target response time - 24 hours Maintenance: this is work that can be responded to after completion of current task or within 24 hours to include the next business day.

Priority #3:

Target response time - 1 week Corrective Maintenance: this is work that can be worked into currently scheduled tasks.

Priority #4:

Target response time - 30 days Scheduled response: tenant improvement projects, preventive maintenance work orders, and scheduled events.

Response Time by Priority:

Goals: High Priority (1&2): 94% Low Priority (3&4): 98%

Response Time by Labor Group:

Note: The tracking of response times by priority improved significantly during FY2012.

12

UTILITIES
Electrical consumption was reduced for the fifth consecutive year and was 7% less than FY2011. ESCO Energy Savings:
Note: Total Cost Avoidance since FY2007 has been over $10 million. Consumption vs. Cost by Fiscal Year:
Note: Consumption in FY2012 was 37% lower than FY2007 (the year GBA began implementing major energy conservation projects ESCO).
13

Water Consumption (CCF) by Fiscal Year:
Note: CCF = 100 cubic feet
Note: Overall water consumption for FY2012 was 7% less than in FY2011. A leaking fixture in a vacant building caused a spike in March the problem was identified through our GSTAT utilities database. Natural Gas (Therms) by Fiscal Year:
Note: The mild winter temperatures in FY2012 contributed to a 37% reduction in gas consumption.
14

Claims by Fiscal Year:

RISK MUTAILNITAIGESEMENT

For FY2012, GBA elected a $40,000 insurance deductible on Building and Contents which resulted in a premium reduction of $192,528 (the net savings to GBA was over $156,000). GBA again met our CLCP goal of not exceeding ten workers compensation claims. Net Paid by Type of Coverage:
15

ehicle Check Outs by Fiscal Year:

MOTOR POOL

GBA Fleet by Age:

Note: 78% of the vehicles in the GBA fleet are over ten years old. GBA will replace three vehicles during FY2013.

Note: During the fall of FY2012, GBA ran emergency generators during a planned power shut down in order to install new sub-meters to the main switchgear (this project accounted for the 200 gallon increase in diesel fuel).

Fuel Usage by Fiscal Year:

Average Cost per Gallon (Unleaded) by Fiscal Year:

Note: The average cost per gallon for unleaded increase 17% from $2.77 per gallon in FY2011 to $3.23 per gallon in FY2012.

16

PARKING SERVICES
GBA operates 17 parking facilities with over 6,000 parking stalls. GBA manages some limited daily parking in three employee parking facilities and outsources the management of three visitor-only parking lots.

DAILY PARKING (GBA MANAGED FACILITIES ONLY)

Daily Cash Receipts by Facility:

Note: Total daily parking revenue increased over 9%, including a $25,000 increase at the Pete Hackney parking facility (most of which directly correlated with the 2012 legislative session and the 2011 special legislative session).

Pete Hackney Daily Parking Revenue by Month:

Note: During FY2013, GBA will install automated pay machines at the Pete Hackney parking facility.

17

MONTHLY PARKING
Rented Percentages and Revenue by Facility:

Note: Monthly parking data is dynamic and represents a snapshot in time (chart is as of 1st quarter FY2013).
Monthly permits generate over $80,000 per month. Fixed rate permits, which are billed annually, generate over $585,000 annually (they include Agency spaces, legislators, interns, and lobbyists). Permits include 1,297 Agency Spaces.

Note: In FY2012 the parking inventory was reduced as follows: The Memorial Lot was closed for new deck construction, the lower levels of the Archives Deck were closed, and Plaza Park was reduced to accommodate the new State Patrol Post.
Waitlist by Facility by Priority Selection:

Note:

There are 1,779 individuals on the parking wait list (all have current parking assignments and are waiting for a preferred location).

The waitlist for the Lower Wall Street Lot contains over 500 individuals. The lot only contains 39 parking stalls.

18

SUPPORT SERVICES
GBA provides or contracts for other miscellaneous services including Food Services, Security and Access Control, and Events Management.
FOOD SERVICES
In FY2012, the Capitol Hill food service provider, Eurest Dining, generated over $3,000,000 in revenue and posted a net loss of $177,280.
Note: Although catering generated a profit of over $300,000, sales were down 3% from FY2011. 19

Cafeteria Customers by FY Month:
Note: Cafeteria sales and customer counts increased by 9%. The overall net loss in the cafeterias was down 22% (from $643,730 to $505,167). Sales by Licensee:
Note: Barberitos replaced Willy's during FY2012. 20

SECURITY
Security data is collected and maintained by the Department of Public Safety (DPS) - Capitol Hill Police Division.
Capitol Hill Activity by Type:
Note: DPS standards require 80 area checks a month for each Capitol Officer.

Burglary Calls by Parking Facility:
Capitol Hill Alarms by Type:
Note: GBA maintains 309 security cameras, 68 duress alarms, and 103 emergency call boxes on Capitol Hill.

Note: 61% of burglaries at parking facilities were at the Pete Hackney Deck (The main visitor parking facility for Capitol Hill).

21

ACCESS CONTROL

GBA manages an online system and maintains over 1,000 access points (including 920 access readers) to provide tenant agencies with a system to control access to non-public entrances.

Active Capitol Hill Access Cards:

Note: In FY2012, GBA implemented the first annual audit of authorized Capitol Hill access cards. As a result of the audit, tenant agencies removed over 1,000 access cards from the system.

Note: There are an additional 360 GSU employees at the 2 Peachtree Annex Building (They do not use the GBA Capitol Hill access control system).

Floyd Building Visitor Activity:
Note: During FY2012, GBA installed a new visitor management in the Floyd Building and at the Two Peachtree Building.

Note: In FY2012, there were 9,246 workers located on Capitol Hill (11,077 + 360 - 2,191 = 9,246)

Note: There were over 30,000 registered guests at the Floyd Building since January 2012. 22

EVENTS MANAGEMENT
The total number of events scheduled around Capitol Hill remained constant, however, the number of events at the State Capitol decrease by 9% in FY2012. Events by Location by Fiscal Year:
Note: Event numbers now exclude "exercise classes" at the Two Peachtree location.
Events at the State Capitol by Fiscal Year: Note: Minimum and maximum expected attendee numbers are estimates provided by the event sponsor.
Summary of Garden Room Utilization:
Note: There was an overall increase of 18% in Garden Room utilization driven by a 52% increase between September and December.
23

Production Events by Location:
Note: Production Events filmed at GBA locations have generated over $500,000 since FY2009.
Production Event Revenue by Fiscal Year:

Note: Pullman Yard was not available as a filming location during FY2012.

FY2012 Production Events: 24

INTERNAL SERVICES
Internal services which support GBA operations include Procurement, Financial Services, and Information Technology.
PROCUREMENT SERVICES
GBA uses data from GSTAT to monitor and evaluate the number of P-Cards issued. P-Card Transactions by Fiscal Year: Note: Historically, the number of active cardholders is 36-40. During FY2012 the number of active P-Card holders was only 33 primarily due to position vacancies. Purchase Orders Issued by Fiscal Year:
Note: During FY2012 P-Card utilization remained constant accounting for 77% of purchases verses 80% during FY2011.
Active Contracts by Division:
Note: $6.8 million is for the DPS contract for Security Services for Capitol Hill.
25

GBA Services by Resource:
HUMAN RESOURCES
GBA Budgeted Position Count by Fiscal Year: Workforce by Years of Service:
26

INFORMATION TECHNOLOGY
Telecommunication Lines by Group: Active Land Lines by Type:
GBA Enterprise Systems:
27

Portfolio Summary:

GBA PORTFOLIO DATA
GBA Office Buildings:

Facility Condition Assessment (Office Buildings):

TOTALS
GBA Parking Facilities:

Note: GBA uses a Level 1 Facilities Assessment using a mathematical model and the life cycle of building component systems to determine the present condition of facilities.
TOTALS
28

Other GBA Properties:
TOTALS
TOTALS
Other GBA Maintained Grounds:
PARKS/PLAZAS TOTALS CEMETERIES TOTALS TOTAL ACREAGE
29

Office Buildings by Age:
7% 67%
26%
Note: 67% of GBA Office Buildings are over 50 Years Old.

Note: GBA maintains an additional 20 acres at the Governor's Mansion (18) and at the State Capitol (2).

Cemeteries

Miles from Atlanta:

Cassville

54

Jonesboro 19

Kingston

57

Marietta

20

Milner

57

Resaca

74

NOTES
30

GBA Capitol Hill Property Map: 31