GSTAT Georgia Building Authority fiscal year 2017 performance summary

Fiscal Year 2017 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 the tenth edition of our annual Performance Summary. We believe these GSTAT reports have not only documented our significant achievements over the past decade, but have also helped us to remain focused on continuous organizational improvement and committed to striving to reach our vision of setting the standard of excellence for facility management in government.

For fiscal year 2017, GBA achieved an overall customer survey rating of 92% while maintaining cost of operations at $2.55 below the BOMA government sector average. Also in 2017, GBA was recognized for the seventh consecutive year by the National Procurement Institute for excellence in procurement, and also received BOMA's International TOBY (The Outstanding Building of the Year) Award for 2 Capitol Square. The TOBY Awards are the commercial real estate industry's highest recognition honoring excellence in commercial building management and operations.

Steve Fanczi Deputy Executive Director

2017 TOBY INTERNATIONAL AWARD (BOMA) 2017 & 2012 TOBY SOUTHEAST REGION AWARD (BOMA)
2017 & 2012 TOBY ATLANTA REGION AWARD (BOMA) 2017 - 2011 NPI EXCELLENCE IN PROCUREMENT AWARD
2016 & 2014 IPA AWARD OF MERIT 2015 GEORGIA PEACH AWARD
2014 SOUTHERN LEGISLATIVE CONFERENCE STAR AWARD FINALIST 2013 IPI AWARD OF EXCELLENCE
2013 & 2010 NASFA INNOVATIONS AWARD 2012 & 2010 GASFA INNOVATIONS AWARD

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 51 facilities (6.6 million gross square feet), including 14 office buildings and 19 parking facilities as well as 4 parks/plazas, and 6 historic cemeteries. Mission Statement:
The mission of the Georgia Building Authority is to provide a clean, comfortable, and safe environment on Capitol Hill. For FY2017, 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 FY2019
GBA FY2017 Strategic Initiatives:
Note: During FY2017, GBA tracked and completed over 30 projects on the agency action plan. 3

OPERATIONAL EFFICIENCIES MEASURES
In FY2017, the cost of operations per rentable square foot (RSF) for GBA managed operations was $7.55 or $2.55 below the BOMA U.S. Government Sector average and $.77 below the BOMA Private Sector average.
GBA Expense vs. BOMA:

COST OF OPERATIONS

Security Expense vs. BOMA: Security Cost per RSF

DPS - $2.02

BOMA - $.96

GBA Revenue by Source:
Note: In FY2017, 86% of GBA revenue was generated from rents. The loss of the 15 Wall Street parking lot during FY2017 reduced daily parking revenues by over 41%. The reduction will be even greater in FY2018 as the impact of a full year will be realized.
Parking includes revenue generated from both daily and monthly parking fees.
"Other" revenue includes reimbursable work orders, access card fees, flags sales, ...

Note: Security services are outsourced to the Department of Public Safety. FY2017 actual expenses were $7.3 million or $2.02 per RSF.
Note: The BOMA measure is for the Government Sector; however, most public entities do not provide the level of security required on Capitol Hill (which includes Law Enforcement and a State Patrol Post).
8% 6%
86%
4

Base Office Rent vs. BOMA:

Note: Although, the lowest GBA rate is $12.63, during FY2017, GBA actually collected an average of $9.08 per rentable square foot (Total available RSF includes non-billed space such as the State Capitol, Governor's Mansion, and vacant RSF).

GBA Monthly Parking Rates vs. Parking Industry:
Note: Industry rates according to the Colliers International Parking Rate Survey (2017 Atlanta Parking Survey).

Occupancy Measures vs. BOMA:

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

Note: Office Occupancy Rate = Total non-vacant assignable office space / Total assignable office space. SQFT per Office Worker = Assigned Office Space RSF / # of workers in office buildings. 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 FY2017, the overall customer satisfaction rating for GBA was 92.7%. Overall Customer Satisfaction by Service:
Note: In FY2017, GBA achieved an alltime high customer satisfaction rating of 92.7%.
How's My Service Ratings FY2017:

Note: GBA regularly monitors customer satisfaction using an online customer feedback application. During FY2017, the overall "How's My Service" rating was 88% (3.52/4.0).

Overall Employee Satisfaction:
Note: According to the most current research report by the Society for Human Resource Management (SHRM) the national average was 88%, marking the highest level over the last ten years.

2015
97%

2016
91%

2017
94%

6

FACILITIES MANAGEMENT
The number of work orders processed by GBA in FY2017 remained consistent with the prior year with a slight overall decrease of 229 (2%).

Total Work Orders by Fiscal Year:

Note: The work load stability can be attributed to improved preventative maintenance procedures and an increased emphasis on data management and work order tracking over the last several years.

Total Work Orders by Problem Class:
Note: The overall distribution of work orders by problem class also remained consistent with the prior year. Plumbing work orders increased 14% driven mostly by a 112% increase in work orders for clogged toilets (from 66 to 140) at the Floyd Building.
7

MECHANICAL/ELECTRICAL/PLUMBING (MEP) WORK ORDERS
The overall number of MEP (mechanical, electrical, & plumbing) work orders in FY2017 remained constant.
MEPs by Fiscal Year:

MEP per 1,000 Square Feet (Office Buildings Only):
MEPs per 1,000sf FY2017 1.15 FY2016 1.12 FY2015 1.18
Note: The number of MEP work orders per 1,000sf also remained constant with the only significant changes being a 49% increase at the Judicial Building (71% of the increase was in hot/cold calls).

Note: During FY2017, the distribution of MEP work orders also remained consistent with the prior year.

8

ELEVATOR WORK ORDERS

The number of elevator work orders decreased 10% in FY2017.
Work Orders per Elevator:

Note: The number of elevators in service decreased from 111 to 109 (with the demolition of the Archives Building), but it did not impact the average.

Work Orders per Elevator

FY2016

FY2017

2.0

1.8

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

The renovations in recent years to elevators at the Pete Hackney Parking Deck, the Agriculture Building, and the State Capitol Building have contributed to an overall reduction in elevator calls. However, during FY2017, one of the new units in the Agriculture Building had an issue with a control board which has since been corrected.

Note: Elevator entrapments increased from 23 in FY2015 to 30 in FY2017. 50% of the entrapments in FY2017 were at two locations CLOB and 2 Peachtree Building (locations that have not yet been renovated).

9

CUSTODIAL WORK ORDERS

In FY2017, there was a 27% decrease in requests in custodial work orders driven by a 39% decrease at the Two Peachtree Building. In FY2016, GBA contracted with a new cleaning vendor for the Two Peachtree Building and improved the quality of overall performance into FY2017.

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

Note: There were significant overall reductions in requests for supplies (46%) and trash removal (54%). The decreases are primarily attributable to increased training for both night cleaners and day staff, increased inspection frequency with night contractors from once per month to bi-weekly, and the enforcement of contractor accountability.

Work Orders per 1,000sf
FY2017 - .18
FY2016 - .25

Recycle Work Orders

Requests for recycle bins are tracked under a separate problem class. During FY2017, requests for recycle bins decreased by 24%, the lowest level since the class was separated.
Note: GBA was more proactive over the last two years in delivering recycling bins resulting in significant reductions at Two Peachtree and the Floyd Building. Also, the relocation of the Georgia Vocational Rehabilitation Agency (GVRA) during FY2015 contributed to a significant one-time increase in requests for recycling bins.
10

REIMBURSABLE WORK ORDERS
Reimbursable Work Orders by Fiscal Year:
Note: In FY2017, the number of reimbursable work orders increased 12% from FY2016, as several tenant agencies have added additional staff which created a need to re-design their space.
Reimbursable Work Orders as a Percentage of Total Work Orders:
Notable work: Extension of the Supreme Court Bench to accommodate two new Justices. Abatement of the 5th floor of the Agriculture Building. Improvements to common areas and elevator lobbies at the Floyd Building. Relocation of the Sexual Offender Registration Review Board (SORRB) from the Floyd Building to #7 MLK.
11

RESPONSE TIME
GBA measures 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): 96% Low Priority (3&4): 92%

Response Time by Labor Group (Priority 1&2):
Note: CNT Access Control LND Landscaping HSK House Keeping Teams MT Maintenance Teams (Teams North, South, & Peachtree)
12

UTILITIES
Electrical consumption decreased 4% in FY2017 as GBA continued to install LED lighting and optimized chiller plant control sequences at the Two Peachtree building and improved operational efficiencies of the Central Energy Plant. ESCO Energy Savings:
Note: Total Cost Avoidance since FY2007 has been over $29 million. Consumption vs. Cost by Fiscal Year:
Note: In FY2017, GBA used 45% less kilowatt hours than in FY2007 (the year GBA began implementing major energy conservation projects ESCO).
13

Water Consumption (Gallons) by Fiscal Year:

Note: Water consumption levels remained constant in FY2017.
Overall water consumption has decreased 32% since FY2012.

Note: In FY20014 GBA replaced 31 supplemental air-conditioning units in the Judicial Building that used domestic water resulting in reductions in FY2014 and FY2015. Natural Gas (Therms) by Fiscal Year:
Note: In FY2017, natural gas consumption decreased by 10%, however, the cost increased over 12%.
Total Therms FY2017 - 515,570 FY2016 - 573,427
14

ILITIES

RISK MANAGEMENT

For FY2017, GBA elected a $40,000 insurance deductible on Building and Contents which resulted in a premium reduction of $153,111 (the net savings to GBA was over $67,000).
Total Claims by Fiscal Year:

Note: DOAS Risk Management replaced the statewide claims system in FY2015 and several field names were changed (Last year's GSTAT report erroneously included case reserves in the net paid amount).

Net Paid by Type of Coverage (for new claims only):

Note: GBA was below the DOAS CLCP target for FY2017 of no more than eight workers' compensation claims.

Total Workers' Compensation Benefits Paid as a Percentage of Wages:

Note:

Cost per $100/Salary

According to the National Academy of Social Insurance (October 2016) the national average of payments to injured workers and to providers

FY2016 - $1.06 FY2017 - $.72

of the medical care was $.91 per $100 of covered wages and the average for Georgia was $.79.

Cost per $100 of salary = total paid benefits/salary/100

15

Vehicle Check Outs by Fiscal Year: MOTOR POOL
Note:
The total number of logs decreased 2% while total miles increased 2%.
The average number of miles by GSFIC increased by 73%

GBA Fleet by Age:

Fuel Usage by Fiscal Year:

Note: Totals include two Kubotas and a JGL lift.

Note: Although total fuel consumption decreased 2%, the total cost of fuel slightly increased by .5%.

Average Cost per Gallon (Unleaded) by Fiscal Year:

Note: The average cost per gallon for unleaded decreased 5% from $1.81 per gallon in FY2016 to $1.90 per gallon in FY2017. (the average cost in FY2015 was $2.51 per gallon)

16

PARKING SERVICES

DAILY PARKING

GBA manages some limited daily parking in the Pete Hackney Deck and contracts with private vendors for the management of visitor only parking lots. Daily parking revenue decreased 36%.

Pete Hackney Daily Parking Revenue:

Contractor Managed Daily Parking:

Note: In FY2017, total revenue at Pete Hackney decreased 18% from $440k to $388k.
Credit card transactions were 69% of sales. Coupon sales represents the amount
redeemed during the fiscal year. Hertz discontinued use of coupons for their
customers.

Note: In FY2017, total contractor managed parking decreased 42% as the result the loss of three facilities:
Archives parking lot 455 Capitol Avenue Lot 15 Wall Street

ELECTRIC VEHICLE CHARGING

Four centralized EV stations were installed in FY2014. EV Charging Station Utilization:

FY2017 Averages: Average 88 transactions per month Average 4.4 transactions per day Average charging time 2:05hrs Average gross margin per month $271 (gross margin = revenueservice charges-cost of utilities)

Note: Gross margin (operating cost) does not include the annual subscription fee of $920 and the annual maintenance fee of $1,560. EV stations were only available for six months in FY2015.

Sustainability

Income:

Total Gross Margin

$7,123

Expenses:

Startup Investment $17,072

Subscription/Fees

$9,920

Income Expenses: -$19,869

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 FY2018).
Monthly permits generate over $100,000 per month.
Fixed rate permits, which are billed annually, generate over $500,000 annually (they include Agency spaces, legislators, interns, and lobbyists).

Waitlist by Facility by Priority Selection:

Citations by Violation Type:
At the advisement of the Office of Homeland Security, all GBA parking facilities require a valid permit be displayed on the rearview mirror or dash.

Note: There are 1,364 individuals on the parking wait list (all have current parking assignments and are waiting for a preferred location).

Note: Citations for not displaying permits/receipts decreased by 26%.

18

SUPPORT SERVICES
GBA provides or contracts for other miscellaneous services including Food Services, Security and Access Control, and Events Management.
FOOD SERVICES
In FY2017, the Capitol Hill food service provider, Eurest Dining, generated over $5,690,000 with sales exceeding expenses by over $670,000.
Note: FY2017 was the most successful year for food services since FY2007.
Sales at the Twin Towers cafeteria increased 15%
Sales at the Coverdell cafeteria increased 11%
Banquet Services hosted several higher end events.
Note: The number of banquet events decreased 4% from 509 in FY2016 to 488 in FY2017, however, banquet sales increased over $660,000 (30%), with an average plate of $33.39 vs. $27.86 for FY2016.
19

Cafeteria Customers by FY Month: Sales by Licensee:

Note: FY2017 was the most successful year for contracted cafeteria services with an overall net loss of $79,738 (the Coverdell cafeteria posted a slight profit of $15,161).
Customer count at the Twin Towers cafeteria increased 3%
Customer count at the Coverdell cafeteria increased 7%

Note: Total sales by licensees remained constant at nearly $840,000. 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: "Contract Security" represents the number of confiscated badges (expired) by security officers.
Calls to DPS Communication Center: Note: CAD data is tracked by the DPS Communications Center.
The spike in fire alarms in FY2015 was caused by a system memory issue that randomly sent out false alarms.
Life/Safety Equipment: Note: GBA maintains over 380 security cameras on Capitol Hill (including the Governor's Mansion).
Analog cameras have been upgraded with digital encoders.
The overall number of cameras was reduced (COA moved their cameras on to their own system).
21

ACCESS CONTROL
GBA manages an online system and maintains over 1,100 access readers to provide tenant agencies with controlled access to both public and non-public entrances.

Active Capitol Hill Access Cards:

Note: In FY2017, the overall number of individuals with access to Capitol Hill increased 4%.

As a result of the annual card audit, tenant agencies deactivated over 1,000 access cards from the system.

Capitol Hill Visitor Activity:
Note: During FY2017, there were over 80,000 visitors at the Floyd Building and at the Two Peachtree Building:
32,347 - Two Peachtree 42,338 - 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 FY2017, there were 10,084 workers located on Capitol Hill (13,452 + 360 3,728 = 10,084)
Average Number of Visitors per Month

Note: During FY2016, GBA expanded the use of the visitor management system to the Health and Trinity Washington Buildings.
22

EVENTS MANAGEMENT

Events by Location by Fiscal Year:

Note: The total number of events scheduled around Capitol Hill increased 19%.
Report only includes confirmed events (filtered for initiated, cancelled, or declined).

In FY2016, available locations for public events were restricted to the south wing and a half day for the rotunda.

Indoor Events at the State Capitol

Note: The number of indoor events at the State Capitol decrease 22% from FY2016.
The Total estimated attendance of events held at the State Capitol (Indoor & Outdoor) in FY2017 was over 35,000.

Outdoor Events at the State Capitol by Size

Note: Since the opening of Liberty Plaza there has been only one street closure (historically there have been 16-20 per year).
23

Production Events by Fiscal Year:
Note: Production Events filmed at GBA locations have generated over $2,640,000 since FY2009.
Revenue from production events decreased by 84% in FY2017.
Production Events by Location: Note: Production events peaked in FY2015.
The demolition of the Archives Building and the
sale of Pullman has nearly eliminated production events on Capitol Hill.
Production Event by Type of Production:
24

Notable Productions:
Sleepy Hollow Jumanji Manifesto The Last Full Measure Pitch Perfect 3

INTERNAL SERVICES

Internal services which support GBA operations include Procurement, Financial Services, and Information Technology.

PROCUREMENT SERVICES

P-Card Transactions by Fiscal Year:

Purchase Orders Issued by Fiscal Year:

Note: P-Card utilization decreased 22% from April through June, after the State revised its policy and significantly restricted the use of the P-Card.

(Non-Revenue) Contracts by Division:

Task Order Contracts by Division:

Note: Access & Parking includes $7.8 million for the contract with DPS for Security Services on Capitol Hill.
Efficiency Measure (Spend):

Note: Task order contracts include construction services, moving services, cabling services, door maintenance and mechanical.

Note: One of GBA's efficiency measures, which is based on National Procurement Institute criterion, is for at least 30% of the total organizational spend to be through standing contracts (blanket orders)

% of Spend from Standing Contracts
FY2017 45% FY2016 40%

Standing contracts improve efficiencies and provide an opportunity to save by leveraging economies of scales.

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...).
Note: For FY2017 the "appropriated agency position" count was 216 and the "budgeted position count" was 168.
26

INFORMATION TECHNOLOGY
Telecommunication Lines by Group: Note: With the modernization of the CEP system and the use of the Commend System in the Capitol, several lines (modems/elevator) were eliminated.
Active Land Lines by Type:
GBA Enterprise Systems:
27

Portfolio Summary:

GBA PORTFOLIO DATA
GBA Office Buildings:

Note: During FY2017, the Archives Building was demolished, the Pullman Yard complex was sold, and the 15 Wall Street parking facility was sold.
Underground parking square footage is now included in the GSF of the associated building.
GBA Parking Facilities:

Facility Condition Assessment (Office Buildings):

Vendor Managed Vendor Managed Closed
Closed Vendor Managed
28

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

Other GBA Properties:

Office Buildings by Age:

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

7%
93%
Note: 86% of GBA Office Buildings are over 50 Years Old.
TW Building renovated in FY2006
Health Building renovated in FY2008
2 Capitol Square Building renovated in FY2015

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