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Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have been expected” -Augustine’s Law XLV Norman Augustine, EVP Martin Marietta

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Page 1: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

Realizing Your Organization’s Vision through Integrated

Planning

“One should expect that the expected can be prevented, but the unexpected should have been expected”

-Augustine’s Law XLVNorman Augustine, EVP Martin Marietta

Page 2: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 216 May 08

Page 3: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 316 May 08

Topics for Discussion

The Basics of Integrated Planning Identify and Track Outcomes of Planning Implementing the Plan Issues and Practical Tactics

Page 4: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 416 May 08

Influence Over Time

0

2

4

6

8

10

Yr 2 Yr 4 Yr 6 Yr 8

TIME

INFLU

EN

CE

Page 5: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 516 May 08

Basics

Plan Components State Mission/Goal (i.e. Become an AAU University;

Capture 23% of Market Share) Strategic Plan (i.e. Improve Student Faculty Ratio;

Open Branch Office; Accelerate R & D) Functional Plan/Business Plan (i.e. What will you

Teach and Who Will Teach It?/Support Staff; More Space But… What About Utilization Rate of Existing?)

Physical Plan (i.e. Existing Buildings at End of Life-Cycle; New Space Would Solve Problems; Need to Extend 1G Ethernet to new Areas)

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IFMA • Brawley and Company LLC 616 May 08

Basics

Plan Phases Information Gathering (We Don’t Know - We Didn’t Ask

Them; Is that List of ASF Really Accurate?) Analysis/Synthesis (What is all this Data & What Does it

Mean?) Alternatives (Alternatives are not Alternatives Until the

Budget Officer Says They Are) Adoption/Buy-In (Is it Official?) Distribution (A bit of Fanfare Doesn’t Hurt)

Page 7: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 716 May 08

BasicsPlanning Teams/Task Groups and Reporting Structure - one example

Page 8: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 816 May 08

BasicsPlanning Teams/Task Groups- How Formed

By Previous Plan By Direction (Could be measured or a

reaction to opportunity or constraint) By Scoping By Evidence (Early Planning leads to

Certain Conclusions - Holes in the Data Become Obvious but Only After Some Work)

“Over the Transom”

Page 9: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

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BasicsPlanning/Task Group Team Members- Qualities

Applicable Knowledge Applicable Expertise Need to Know - May Not Be Directly Related

but May Be Affected by Budget, Schedule, Adjacency, etc.

Can Perform to a Deadline (i.e. Reports, Meetings, etc.)

Too Close to the Front of the Room When Volunteers were Being Sought.

Page 10: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 1016 May 08

BasicsSchedule

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IFMA • Brawley and Company LLC 1116 May 08

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IFMA • Brawley and Company LLC 1216 May 08

Page 13: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 1316 May 08

Identify Outcomes

Link the Capital Plan with the Strategic (and/or Academic) Plan

Link the Capital Plan with the Operational Plan

Maximization of Assets through inter and intra organizational coordination

Beautification of Physical Environment Development of Policies to create a

Sustainable Plan

Page 14: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 1416 May 08

Identify Outcomes with Specific Products Capital Plan (New &

Renovation) Business Dev Plan Real Estate Plan Infrastructure Plan Parking & Transp Plan Design Guidelines Research

Precinct/Sector Plan Land Use Plan Historic Preservation

Plan Life-safety Plan ADA Plan Campus Landscape Surge Space

Page 15: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 1516 May 08

Implementation

Publication of the Plan should be a continuation of the Feedback Loop used in development of the Plan.

Consider the Audience - The Media Should Match the Audience

Set Specific Milestones for Outcomes Remind Those Affected by the Plan Each Time

a Milestone is Met Plan to Update the Plan

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IFMA • Brawley and Company LLC 1616 May 08

Planning, if not Updated, Has a Shelf Life

0

2

4

6

8

10

Yr 2 Yr 4 Yr 6 Yr 8

TIME

INFLU

EN

CE

Page 17: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 1716 May 08

Issues and Tactics

Inclusiveness and ownership of the Plan Identify Perceived Constraints on

Planning Accuracy of Quantitative and

Qualitative Data regarding Existing Conditions

Page 18: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 1816 May 08

Issues & TacticsWho is involved?

Administration Department Heads President The Neighbors

(public or private)

Business Management

Students Rank & File

Employees Facility Management

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IFMA • Brawley and Company LLC 1916 May 08

Issues & Tactics

Scoping- What you’ve Been Directed to Explore May Not Be All There Is.

Listening May Not Be Hearing.

Give an audience to the worst critics early- if nothing else you have the bad news with the maximum time to react.

Provide a feedback loop.

Page 20: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 2016 May 08

Issues & TacticsPerceived Constraints Economic limitations Don’t Understand

the Benefits Goals are Unclear Lack of Academic or

Business Plan

Timetable Not Clear Limited Vision Unfamiliar with

Planning Process Weight of

Bureaucracy No Time to do

Planning

Page 21: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 2116 May 08

Issues & TacticsUnique Role of Facilities Managers

Be the Keeper of Accurate Data on Facilities and Infrastructure (ASF, GSF, Condition, Useful Life, etc.).

Understand the needs of your Users Groups. Maintain a Technically Competent Team. Get Engaged Beyond Your Own Border (know

the neighbors, peer organizations, the design & construction professionals in your area).

Keep an Eye on the Market - Know Costs.

Page 22: Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have

IFMA • Brawley and Company LLC 2216 May 08

“This was no time to be asking fundamental questions- certainly not in the formative stages of a project”

-Norman Augustine, EVP Martin Marietta


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