GSTAT Georgia Building Authority fiscal year 2013 performance summary

Fiscal Year 2013 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 2013 Performance Summary. The data used to create this report was generated in GSTAT, our award winning reporting system which provides management with the ability to quickly review current performance levels in 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 2013, GBA earned the International Parking Institute Award of Excellence (parking facility rehabilitation) for the renovation of the 90 Central parking deck, and also won the 2013 National Association of State Facilities Administrators' (NASFA) Innovations Award for improvements to the management of building access control on Capitol Hill. In 2013, GBA was also recognized for the third consecutive year by the National Purchasing Institute for excellence in procurement.
Steve Fanczi Deputy Executive Director
2013 IPI AWARD OF EXCELLENCE WINNER 2012 TOBY SOUTHEAST REGION AWARD WINNER (BOMA)
2012 TOBY ATLANTA REGION AWARD WINNER (BOMA) 2011, 2012, 2013 NPI EXCELLENCE IN PROCUREMENT AWARD WINNER
2010 & 2013 NASFA INNOVATIONS AWARD WINNER 2010 & 2012 GASFA INNOVATIONS AWARD WINNER

TABLE OF CONTENTS

Page

STRATEGIC PLAN

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 36 buildings (7 million gross square feet), 20 parking facilities, 4 parks/plazas, and 6 historic cemeteries.
The mission of the Georgia Building Authority is to provide a clean, comfortable, and safe environment on Capitol Hill. For FY2013 GBA reported two strategic goals to the Governor's Office of Planning and Budget: 1) Improve Operational Efficiencies
Measure - To meet or exceed "Building Owners and Managers Association" (BOMA) cost standards.
2) Improve Customer Satisfaction
Measure To improve overall satisfaction to 92% by FY2016
Note: During FY2013, GBA tracked and completed over 40 projects on the agency action plan. 3

OPERATIONAL EFFICIENCIES MEASURES
In FY2013, the cost of operations (cost per rentable square foot) for GBA managed operations was $6.75 or $.89 below the BOMA U.S. Government Sector average and $1.02 below the BOMA Private Sector average.

COST OF OPERATIONS

Note: Security services are outsourced to the Department of Public Safety ($7.3 million or $1.95 per RSF). Because of the nature and level of Capitol Hill security (which includes Law Enforcement and a State Patrol Post) there is no comparable BOMA measure.

9% 3%
88%
4

Note: During FY2013, GBA collected an average of $8.42 per rentable square foot (based on the total available RSF).

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

Note: Industry rates according to International Parking Institute (Colliers International Parking Rate Survey 2012)

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

CUSTOMER SATISFACTION MEASURES
GBA conducts annual surveys to determine customer and employee satisfaction levels. For FY2013, the overall customer satisfaction rating for GBA was 89%.
Note: Parking Services (91%) and Cafeteria Services (89%) increased for the third consecutive year and received their highest recorded ratings.

Note: GBA regularly monitors customer satisfaction using an online customer feedback application. During FY2013 the overall "How's My Service" rating was 93% (3.72/4.0).

Note: GBA overall employee satisfaction rating for FY2013 was 93%.

2012
94.5%

2013
93.4%

6

FACILITIES MANAGEMENT
GBA processed over 10,300 work orders in FY2013 (a decrease of 29% from FY2012).
Note: 59% of the overall decrease was a decrease in Mechanical Electrical Plumbing (MEP) work orders
Note: Although the total number of work orders decreased significantly, the distribution of work orders by problem class was not notably affected (indicating the decrease was not by chance).
Focused on a more proactive maintenance approach with weekly manager walkthroughs of their buildings. New weekly MEP work orders allow maintenance staff to add any unreported issues they find.
7

MECHANICAL/ELECTRICAL/PLUMBING (MEP) WORK ORDERS
The overall number of MEP work orders decreased by 35% from FY2012.
Note: Electrical work orders decreased by 35%. (65% of the decrease was ceiling lighting calls in the Floyd Building, Two Peachtree, and the Annex after a significant increase in bulb replacements in FY2012).
Note: During FY2013, several problem areas were addressed related to faulty equipment, improper installation, and poor PM procedures.
Plumbing work orders decreased by 43%. (37% of the decrease was toilet plumbing calls in the Floyd Building, Two Peachtree, and the Annex). HVAC-Equipment work orders decreased by 48%. (2PT 65%, Health 76%, Capitol 86%)
MEPs per 1,000sf FY2013 1.18 FY2012 1.78 FY2011 1.69
Note: GBA sold the 1200 Tradeport Building during FY2013. Square footage totals will be adjusted for FY2014 (the first complete year without the facility).
8

ELEVATOR WORK ORDERS
The number of elevator work orders decreased by 25% in FY2013.

Work Orders per Elevator

FY2012

FY2013

3. 4

2.5

Note: Does not include "no problem found" calls.

Renovations to the 90 Central Parking Deck were completed in FY2013.
Elevators in the Agriculture Building and the Pete Hackney Parking Deck are undergoing complete modifications that will be completed during FY2014.

Note: Elevator entrapments decreased from 3.75 per month in FY2012 to 2.3 per month in FY2013. 9

CUSTODIAL WORK ORDERS
In FY2013, custodial work orders decreased 31% - (49% of the overall decrease was a reduction in requests for custodial supplies). Work orders for vacuuming (custodial/carpet) also decreased 25% after agency coordinators were reminded there is a charge for day staff to vacuum.
Note: Request for supplies were primarily impacted by two factors:
FY2012 saw an artificial spike due to tenant confusion during an upgrade of dispensers.
Housekeeping modified procedures in FY2013 to service restrooms twice daily in larger facilities.
Work Orders per 1,000sf
FY2012 - .29 FY2013 - .21
Note: In FY2012, GBA created a new problem class to separate the tracking of request for recycle bins from routine custodial work orders and improve the ability to analyze housekeeping issues.
During FY2013, GBA implemented a new procedure placing permanent smaller recycle bins in copy rooms and copy stations at Two Peachtree resulting in a 26% decrease in custodial recycle work orders.
10

REIMBURSABLE WORK ORDERS
Note: Reimbursable work orders decreased by 15%, but increased to 12% of total work orders because of the larger decrease in MEPs
Notable work: The renovation of new space for the Georgia United Credit Union including custom built transaction counters (with minimal downtime for Credit Union operations). The abatement and renovation of space at #7 MLK for the Governor's Office for Children and Families. Build out of space at the Floyd Building for Medicaid Fraud Control Unit and the State Charter Schools Commission. 11

RESPONSE TIME
GBA measures of responsiveness by tracking work orders by priority. The priority levels and target response times are:
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. 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. Target response time - 1 week Corrective Maintenance: this is work that can be worked into currently scheduled tasks. Target response time - 30 days Scheduled response: tenant improvement projects, preventive maintenance work orders, and scheduled events.
Goals: High Priority (1&2): 94% Low Priority (3&4): 98%
Note: The tracking of response times by priority continued to improve during FY2013.
12

UTILITIES
Electrical consumption was reduced for the sixth consecutive year and was 7% less than Y2012.
Note: Total Cost Avoidance since FY2007 has been over $13 million. Note: In FY2013, GBA used 41% less kilowatt hours than in FY2007 (the year GBA began implementing major energy conservation projects ESCO). When adjusted for vacant and disposed properties, actual consumption decreased 37% during that period.
13

Note: GBA was able to address and correct long standing billing errors with the City of Atlanta during FY2013. Overall water consumption for FY2013 was 16% less than FY2012.
Note: Natural gas consumption increased 46% in FY2013 (from 435,000 therms to over 634,000 therms) due to a significantly cooler winter.
65% of the increase was during February and March when average temperatures were down 5 degrees and 15 degrees respectively.
14

ILITIES
Claims by Fiscal Year:

RISK MANAGEMENT

For FY2013, GBA elected a $40,000 insurance deductible on Building and Contents which resulted in a premium reduction of $192,592 (the net savings to GBA was over $183,000). GBA met the DOAS CLCP goal of not exceeding five workers compensation claims. Net Paid by Type of Coverage:
Note: The overall number of claims remained lower than our historical experience (58% lower than FY2010).
15

ehicle Check Outs by Fiscal Year:

MOTOR POOL

GBA Fleet by Age:

Note: GBA replaced three vehicles during FY2013.
Fuel Usage by Fiscal Year:

Note: In FY2013, GBA added the online check-out procedure to all the remote locations (9 vehicles) resulting in an increase in the number of logs and total miles for the fleet.
Average Cost per Gallon (Unleaded) by Fiscal Year:

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 over 200 gallons of diesel fuel).

Note: The average cost per gallon for unleaded decreased 3% from $3.24 per gallon in FY2012 to $3.15 per gallon in FY2013.

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: GBA installed automated pay machines at the Pete Hackney Parking Facility. The total revenues of $316,292 were a 20% increase from FY2012:

FY2013 Total Including Credit Cards:

$389,007

$154,127 in cash receipts (including coupon sales) $162,165 in credit card transactions.

Note: During FY2013, Eurest Dining began managing event parking at the Butler Deck. Pete Hackney Daily Parking Revenue by Month:

Note: 51% of sales at Pete Hackney were credit card transactions.

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 FY2014).
Monthly permits generate over $84,000 per month. Fixed rate permits, which are billed annually, generate over $600,000 annually (they include Agency spaces, legislators, interns, and lobbyists). Permits include 1,336 Agency Spaces (increase of 3%)

Note: During FY2013, Lower Wall Street was closed indefinitely for safety concerns - permit holders are parking in the 90 Central Deck.
Waitlist by Facility by Priority Selection:
Note: There are 1,639 individuals on the parking wait list (all have current parking assignments and are waiting for a preferred location).
The waitlists for T/W, Judicial, & Health contains 472 individuals (this should be reduced after the opening of the new South Parking Deck). The waitlist for the Lower Wall Street Lot contains over 500 individuals (consideration will be given to permanently closing the facility).
18

SUPPORT SERVICES
GBA provides or contracts for other miscellaneous services including Food Services, Security and Access Control, and Events Management.
FOOD SERVICES
In FY2013, the Capitol Hill food service provider, Eurest Dining, generated over $3,600,000 in revenue and posted a profit for the first time.
Note: Banquet sales increased over $140,000 (9%).
Restructured menu to higher end offerings:
o Average plate went from $21 to $26.
Hosted major events including:
o Bravo TV Atlanta Housewives
o Essence Magazine Dream Wedding.
Note: The number of banquet events remained constant 531 for FY2012 and 523 for FY2013.
19

Cafeteria Customers by FY Month:

Note: Although the cafeteria customer counts remained relatively constant (within 2%) cafeteria sales increased 18%. The overall net loss in the cafeterias was down 27% (from $505,167 to $368,919).
Customers spent more (average check increases 17%) Significant impact in "grab & go" at registers. Added an Action Station at CLOB during the Session.

Note: Eurest introduced a new internal BBQ concept (no commission) in September 2012. (BBQ sales increased 148% in FY2013)
Sales by Licensee:

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: With the opening of POST 50 and the addition of the 22 troopers to the Capitol Police Division in FY2013, DPS increased the number of parking deck and area patrols.

Burglary Calls by Parking Facility:

Note: Burglaries at parking facilities were down 80% from FY2012.

Capitol Hill Alarms by Type: Note: GBA maintains 344 security cameras, 69 duress alarms, and 103 emergency call boxes on Capitol Hill.
GBA installed managed UPS systems near the end of FY12. Prior to that time the ability to capture 12V/24V power failures did not exist.
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: As a result of the annual card audit, tenant agencies deactivated over 1,100 access cards from the system.

Capitol Hill Visitor Activity:
Note: FY2013 was the first complete year using the new visitor management in the Floyd Building and at the Two Peachtree Building with over 94,000 total visitors recorded.
39,643- Two Peachtree 54,372 Floyd Building

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).
Note: In FY2013, there were 9,183 workers located on Capitol Hill (10,870 + 360 - 2,047 = 9,183)

22

EVENTS MANAGEMENT
The total number of events scheduled around Capitol Hill remained constant, while the number of events at the State Capitol increased by 8% in FY2013. Events by Location by Fiscal Year:
Events at the State Capitol by Fiscal Year: Note: There were seven events with over 1,000 attendees during FY2013.
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 $814,000 since FY2009.

Production Event Revenue by Fiscal Year:

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

FY2013 Production Events:
Notable Productions: The Hunger Games "Catching Fire" Devil's Knot Zombieland The Last of Robin Hood.
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 P-Cards usage. P-Card Transactions by Fiscal Year: Note: Historically, the number of active cardholders is 36-40. During FY2013 the number of active P-Card holders was only 32 primarily due to position vacancies.
Purchase Orders Issued by Fiscal Year:
Note: During FY2013 P-Card utilization remained constant accounting for 77% of purchases.
Active Contracts by Division:
Note: $7.3 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:
Note: Since 1998, GBA has reduced staff by 67% by eliminating non-mission critical services (such as daycare operations and vanpools) and contracting for services when cost effective (food services, security services, etc...) 26

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

Portfolio Summary:

GBA PORTFOLIO DATA
GBA Office Buildings:

Note: During FY2013, GBA sold the Tradeport Building and DPS vacated 130 Memorial Drive. Square footage totals will be adjusted for FY2014.
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

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

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

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