1. Northwestern | Facilities
Key Performance Indicators
15 February 2019

2. Facilities Key Volume Indicators
January Notes
Number/Value Open Projects
1. "Initial Requests" phase was added. See below for what is captured in this reporting.
2. Large jump in projects is result of catching‐up on approved/funded project lists. Expect further
jumps in February as we capture additional projects approved by Resource Planning but for
which we have not submitted a chartstring request.
3. December KPI was corrected to reflect a calculation error. December value of EV projects in
Construction revised from $82.51M to $498.55M. Total projects in construction revised to
$864.64M and total value of Open Projects revised to $1.60B.
General Notes
1. Project counts and values include the following, regardless of which division is managing:
 Approved FY19 Capital Infrastructure (R&R) projects;
 Large projects approved by Resource Planning for which a chartstring has been requested;
 Small projects funded by schools/department via ongoing allocations.
2. "Initial Requests" includes projects that do not yet have an assigned chartstring.
3. Planning includes self‐performed studies that are underway for which no funding has been
sought/approved.
Work Order Per Rolling 12 Months had a 0.2% decreased because monthly work orders for January 2018 were higher at 7,106, work orders. This is 506 work order less than January 2019, or a monthly decrease of 7%.

3. Key Performance Indicators
Business Metrics will be included quarterly.

4. F1. Capital Project Cash Flow Execution
Measurement: Actual Expenses vs. Budget or F/C from 11/16
Note: The Projected Cash Flow Target is based off planned cash flow associated with the Capital Investment Priorities, not off-cycle capital projects.
The January planned cash flow was $25.1 million. Actual cash flow for the month totaled $14.4 million.
YTD cash flow of $101.2 million and YTD variance of $41.1 million under planned cash flow.
The two main projects under cash flow are SQBRC at $12.5 under planned cash flow, and Ryan Fieldhouse at $6.4 million under planned cash.
The December planned cash flow was $31.7 million. Actual cash flow for the month totaled $24.9 million.
YTD cash flow of $86.9 million and YTD variance of $30.3 million under planned cash flow.
The November planned cash flow was $36.0 million. Actual cash flow for the month totaled $13.4 million.
YTD cash flow of $62.0 million and YTD variance of $23.8 million under the planned cash flow.
KPI goal is to spend capital at a rate of +/-5% of committed capital cash flow plan
f(timely contractor invoicing, unforeseen project conditions, accurate budgeting, scope changes, weather, institutional prioritization, accessibility to work areas/equipment)
Initiatives: develop and implement process improvement; improve accuracy of cash flow plan; drive timely contractor invoicing; improve reporting; establish and execute project manager cash flow plan
Facilities Leader: Liz Schaps

5. F2. Facilities Operating Budget Execution
Measurement: Cost vs. 3+9 Forecast for Dept. and Service Line
We are still looking into how to include net position information.
January Results
- Fund 110: Expenses for the month totaled $2,650,513, which is 6% under the planned forecast.
- Fund 160: Expenses for the month totaled $11,415,877, which is 19% under the planned forecast.
Fund 110 in January was ~$5.6 million under the forecasted expenses.
A main driver of being under budget is that ~$3 million in utilities was posted in February instead of January. Including these utilities would have put Fund 110 at 7% under planned. There is a portion of the utilities that belong to Simpson Querry. The Operations and Capital Projects teams are working on determining the usage.
Another main driver of the variances was that ~$2.7 million for insurance did not get posted in January, as it had in previous years. We are working with Risk to determine when this annual bill will hit.
December Results
- Fund 110: Expenses for the month totaled $6,551,130, which is 8% over the planned forecast.
- Fund 160: Expenses for the month totaled $11,918,864, which is 1% under the planned forecast.
Fund 110 in December was ~$1.25 million over the forecasted expenses.
The main driver of the overage was utilities billings (steam was over ~$660K, water/sewer ~$500K, and electricity $600K).
There was duplicate billing for water/sewer that occurred in December, and the ~$500K in expense will be reversed next month.
KPI goal is to spend Facilities division operating expenses at a rate of +/- 5% of budget
f(accurate budgeting of Operations and Maintenance, Administration, Planning, Design and Construction, Sustainability, HR, campus growth, unanticipated factors)
Initiatives: develop and implement process improvement; improve reporting; adhere to preventative maintenance plan; manage overtime expenses
Facilities Leader: Liz Schaps

6. F3. Utility Budget Execution
Measurement: Cost vs. 3+9 Forecast (with overhead)
Note the totals for September and October do not reflect the changes that will need to be made for the boiler decentralization/satellite boiler installation project.
Totals include all intra-FM billings – double counts of gas, water and steam that are billed to CUP.
KPI goal is to manage utility expenses with overhead at a rate of +/- 5% of budget
f(accurate budgeting, utility commodity costs, campus growth, usage)
Initiatives: adhere to sourcing strategy; improve reporting
Facilities Leader: Liz Schaps

7. F4. Invoices: Number of Days to Pay
Measurement: Average Days to Pay
January 2019:
Paid Within 30 Days: 74.1%
Paid 30 to 45 Days: 7.7%
Paid 45 to 60 Days: 4.0%
Paid 61 to 90 Days: 6.3%
Paid Over 90 Days: 8.0%
December 2018:
Paid Within 30 Days: 72.3%
Paid 30 to 45 Days: 9.3%
Paid 45 to 60 Days: 4.7%
Paid 61 to 90 Days: 4.9%
Paid Over 90 Days: 8.8%
KPI goal is to process 90% of invoices from receipt to voucher/ACH within 30 days
f(accurate invoicing, Facilities timely invoice processing, accounts payable, staffing )
Initiatives: develop and implement process improvement; improve reporting
Facilities Leader: Liz Schaps

8. OE1. Preventive Maintenance work as Percent of Total Closed Work Orders
Measurement: Monthly; Preventive Maintenance W/O as percent of Total Completed Work Orders 
As of 1/11/18
5,848 open service work orders
2,658 open standing work orders
KPI goal is to have a yearly average of 35% of our work orders closed be preventative maintenance tickets
f(service work orders, preventative maintenance work orders)
Initiatives: expand the preventative maintenance program to more shops, eliminate the use of standing work orders, revise task instructions, optimize work order frequency
Facilities Leader: Kevin Harris

9. OE2. Recordable Injury Incident Rate (TRIR)
Number of Injuries
Jan: 0
YTD: 9
Measurement: OSHA Definition
KPI goal is to reduce OSHA Recordable Injury Incident Rate by 20% from prior year rate
f(equipment, training, behavior, personal protective equipment use)
Initiatives: inspect equipment and environment; manage personal protective equipment inventory; track personal protective equipment use; train staff; enact monthly safety talks, near miss incident program, hearing conservation program
Facilities Leader: Rachel Gunn

10. OE3. Injury-Related Lost Workday Rate
Measurement: Days away, restricted, or transferred per 100 full time employees
KPI goal is to achieve an injury-related lost workday rate of less than 1.34 lost workdays (days away, restricted, or transferred) per 100 full time employees
f(equipment, training, behavior, personal protective equipment use)
Initiatives: inspect equipment and environment; manage personal protective equipment inventory; track personal protective equipment use; train staff; enact monthly safety talks
Facilities Leader: Rachel Gunn