Documentation of results, analysis, customer feedback and benchmarks:

Our results can best be demonstrated in two charts. The first shows the overall improvement of our general fund campus over the past several years by tracking facility condition needs index (FCNI = the sum of deferred maintenance, capital renewal and plant adaptation divided by the facility replacement cost) of 0.27 in fiscal year 2001 down to 0.17 in fiscal year 2008. Our corresponding FCI (using only deferred maintenance classification) has improved from 0.07 in fiscal year 2001 to 0.04 in fiscal year 2008. Two components contribute to this improvement. Our numerator has decreased by completing several major renovations in some of our oldest buildings, and by targeting infrastructure funds to the building not scheduled for major renovation which has resulted in retirement of over $400 million in our general fund backlog. Our denominator has increased with the construction of several new buildings and additions. Using FCA data to determine which buildings to tear down and which to renovate has significantly lowered our deferred maintenance backlog.

The second chart shows an increase in our backlog of high priority needs over the past five years. While FCI and FCNI are useful indictors of overall campus condition there's another component that needs to be considered. That component is how we are doing at addressing high priority needs on campus. It's the high priority needs that have the largest impact on the operation and maintenance of our facilities. In our case the backlog of priority 1 & 2's has increased over the past five-years. The increase in priority 1 & 2 needs can be attributed primarily to a shift of priority 3's to priority 2's. This shift does not impact the overall FCI or FCNI since they are calculated using priority 1 – 4 projects. While the backlog has increased our prioritization process has given us a tool to address the most critical needs. Incremental funding increases assure that critical needs are addressed without the backlog becoming a financial burden to the university. With an annual infrastructure budget at only $0.50+/- per gross square foot we've successfully targeted those limited funds to the areas of greatest need.

While we can use the FCNI chart to show continuous improvement of our campus we also use the priority 1 & 2 backlog chart to show immediate needs. Our FCA program provides us with the tools to manage our assets. The FCA tools help us to find a balance between maintaining existing buildings, conducting major renovations and constructing new buildings and additions. Each component contributes to the overall campus condition.

Customer feedback has been very positive as what were once considered customers are now participants in the FCA program. New user groups and program applications continue to be developed and implemented.

Our Facility Condition Assessment Program has been recognized as a Facilities and Operations Best Practice. This honor is given to practices that describe optimum ways to perform a business process. Best Practices are recognized as providing effective, practicable action steps in performing work that make lasting contributions to improving the quality of work life and services to customers. They are the means by which leading organizations have achieved top performance. Our FCA program received this honor in recognition of several components of the program including:

• Multi-level team approach for validating, estimating and prioritizing,
• Processes for keeping database up-to-date,
• Prioritization process,
• Reporting & modeling tools for planning & budgeting.