strategic planning briefing - facilities management · challenge student population master plan...
TRANSCRIPT
Strategic Planning … developing a roadmap to Our Future
May 30, 2001
“If you don’t know where you are going any road will get you there” Annon
“Without Vision the people parish” Proverbs
Why Strategic Planning?
“When you come to a fork in the road…take it” Yogi Barra
Why Strategic Planning?
“Let your eyes look straight ahead, fix your gaze directly before you. Make level paths for your feet and take only ways that are firm” Proverbs 4:25-26
Why Strategic Planning Now?
UNC CharlotteFacilitiesChallenge
Student Population
MasterPlanBond
Issue
NewConstruction
AssetWorks Leader
ChangesNew
Personnel
CITICampus
BudgetCrunch
Strategic PlanningOverall Objectives
Determine Facilities Management Vision for the next Five Years
Develop a plan to address these challenges and provide a Path to the Future
Leadership
Strategic Planning –A Management Function
(Baldridge Criteria)
• Strategic & Operational Planning
• Customer SatisfactionDevelopment & Management of Human Resources
• Process ManagementPerformance Results
Mission
Vision
Values
Trends andAssumptions
Key BusinessDrivers
Phase I
Goals
Strategies
MeasurementAreas
Long &Short-term Objectives
Action Plans
Phase III
Phase II
Each Component . . . Helps Address Fundamental Questions.
What business are we in?
Trends and Assumptions
Mission
Vision
Values
Key Business Drivers
What do we want to do as an organization?•What do we intend to do?•How good do we want to be by 2007?
What criteria guide our behavior, actions, and commitments with customers, suppliers, and eachother?
What broad factors must the organization excel at to be successful?
What major trends and assumptions, both controllable and uncontrollable, are likely to occur now and in the future and cause us to change?
For whom do we exist, what do we provide, and how do we provide it? What are their expectations?
Long andShort-term Objectives
Key Stakeholders
Goals
Strategies
Action Plans
Scorecard and Regular
Reviews
What are our goals? What must we strive for to achieve our vision and stakeholder expectations?
How will we close the gap between where we want to be in 2007 and where we are today?
What quantitative objectives represent the achievement of the goals and stakeholder expectations by 2007? What quantitative objectives must be achieved in the short term (FY03)? Quantifiable areas used to track success.
How will we prioritize and determine what tasks must be accomplished to achieve each strategy?
What business are we in?
A Mission Statement answers, generally in 30 words or less, the following:• For whom do we exist?• What do we provide?• How do we provide it?This Statement articulates why the organization exists.
Effective Mission Statements –• are clear
• define what business the organization is in
• define the approximate scope
• are results-oriented
Mission Statement Development
The Mission of Facilities Management is toplan, build, operate and maintain
the Campus ofThe University of North Carolina at Charlotte
Respect for Others
Facilities Management Values
Honesty
Dependability (integrity)
External Trends and Assumptions:
Campus square footage will more than double in the next five to eight yearsStudent population will grow to 25,000 (1/3 (+) increase)
Technology will change at an increasing rate. Areas whichwill impact Facilities will include:
Smart ClassroomsWireless CampusResearch on CampusHand-held computer applicationsApplication service providers
Distance Education
External Trends and Assumptions:
Budget projections are uncertain- continuing budget may decrease in the near term, expansion budget should growCompetition between Universities for students and faculty will increase
• Demands for privatization/commercialization of
University support operations will increase
External Trends and Assumptions:
Changes in laws and regulations will impact the way we do our jobs
• Job market will remain tight making it increasingly
difficult to recruit and retain quality employees
Demands to meet accessibility standards in all campus facilities will increaseCustomer expectations for high quality service will grow
Internal Trends and Assumptions:• Departmental mission and staff will grow to meet
changing mission of the University and increased square footage on campus
• Growth of campus will require some decentralization of operations
• Employee turnover will continue to be a problem• Relocation to a new Facilities Management Compound
will occur in the next 3-4 years• New technology will provide opportunities to become
more efficient
Internal Trends and Assumptions:
• Staff training will become more necessary and important because of new technologies
• Employee expectations for competitive salary, benefits, work environment and for meaningful work will increase.
• Employee morale will become increasingly linked to these issues
• Internal budget will continue to be constrained
1) Teamwork
Key Business Drivers
2) Customer Service
3) Continuous Improvement
We will continually emphasize these three themes to insure organizational success and individual fulfillment!!
Internal and External
Quality products and servicesDelivered on time and under budgetIn the right quantityCommunicated in a consistent way
“Good communication with our customers is the key to customer satisfaction”
Streamline processesExploit Technology Optimize resources
Stakeholders
• UNC Charlotte Staff and Faculty• Employees of Facilities Management• University Leadership• Taxpayers of North Carolina• Suppliers (to include business partners and
contractors)• UNC Charlotte Service Providers (Student Affairs
and other Business Affairs Departments)
• UNC Charlotte Students and Parents
What do we want to do as an organization?
• What do we intend to do?• How good do we want to be by 2007?
Vision Statement Development
The Vision Statement describes a future state of existenceincorporating the organization’s values and reflecting its mission.
Define what business the organization is inState how good the organization wants to beAre clearAre inspiring and upliftingAre sufficiently aggressiveAre appropriate in scope
Effective Vision Statements
VISION
“A realistic, credible, attractive future for your organization. It is an articulation of a destination toward which your organization should aim, a future that is better more successful, or more desirable…than the present.” Bert Namus
A Leader of Excellence in Facilities Management
A proficient, responsive and adaptable Team of teams
Providing high quality services and facilities
Creating a Campus of Distinction
Goal 1 - Improve Operation and Maintenance of the University’s Campus.
Goal 2 - Effectively adapt or retrofit facilities to meet new operational, programmatic and regulatory needs.
Goal 3 - Deliver new facilities that support the University mission.
Goal 4 - Perfect a customer-focused organization.
Goal 5 - Promote personal excellence, teamwork, innovation and continuous quality improvement.
Facilities Management Goals
Phase IMission
Vision
Values
Trends andAssumptions
Key BusinessDrivers
Goals
Strategies
Long &Short-term Objectives
MeasurementAreas
Action Plans
Phase II
Phase III
Goal statements are broad, action-and results-oriented descriptions of what the organization must excel at to fulfill its vision.
Goals
Strategies
Long-term Objectives
Short-term Objectives
Goals, strategies, and action plans determine what must be done and how to achieve the vision.The objectives form the measurement system used to evaluate results.
Action Plans
Phase II Components and Linkages
Strategies tell how to achieve the goal.
Long-term objectives quantify stretch targets or levels of performance required to achieve the goal. Objectives are derived from measurable areas.Short-term objectives quantify stretch targets or levels of performance within a shorter time horizon. Short-term objectives support long-term objectives.Action plans detail specific tasks to achieve strategies (and, therefore, goals).
Goal #1 –Improve Operations and Maintenance of the University’s Campus
Strategy –Improve Energy Management
Long-Term Objective –Reduce Energy Usage (BTU’s/sq.ft.) by 15% by FY2007 (3% per year)
Measurement Area -BTU’s/Square Foot
Short-Term ObjectiveReduce Energy Consumption (BTU’s/sq.ft.) by 8% by FY2003
Linkage Example
A. Establish Energy Consumption Baseline in gas and electricity consumption (FY2001)
B. Conduct Energy Audit NLT 4th Qtr. 2001
C. Develop Energy Saving Project List NLT 2nd Qtr. 2002 to include priority and funding strategy
D. Complete lighting retrofit of Campus NLT 4th Qtr. 2002
E. Complete retrofit of condensate lines to stop steam loss by 2nd Qtr. 2002
F. Complete RUP #1 NLT 2003
Action Plan Example
Goal #3Deliver new facilities that support the University Mission
StrategyProvide quality construction on time and within budget
Objectives• 90% of all Bond Projects completed on schedule
• 100% of all Capital Projects completed within Budget
• No more than one claim per every 5 Capital Construction Projects
Linkage Example
Measurement AreaScheduled vs. Actual Occupancy dates
Authorization vs. Actual Expenses
Number of Claims
Linkage Example
Short-term ObjectiveBid opening dates within ± 30 days of scheduled on all Capital Projects
A. Establish Baseline Schedules for all Bond Projects B. Review Schedules weekly/monthly with
Contractors/DesignersC. Require Designers/Contractors to have Professional
Schedulers on all ProjectsD. Insure SCO & DOI Review of Projects is proactiveE. Push University leadership to make decisions in a
timely manner
Action Plan Example
Develop Strategies and Objectives to Achieve the
FIVE FACILITIES MANAGEMENT GOALS
Strategic Planning Session #4Objective
Methodology
Methodology
Work in GroupsFacilitator Leads DiscussionBrainstorm-Write Down Ideas/StrategiesPrioritizeReduce To Top 3-5 Strategies In OrderReport Out To Entire Group
AGENDA for Friday’s Session
8:30-11:00- Strategy Development11:00-12:00- Group Brief-back on Strategies12:00-12:45- Working Lunch12:30-3:00- Goal Development3:00-4:00- Groups Brief-back on Goals
GOAL 1 GOAL 2 GOAL 3 GOAL 4 GOAL 5*Steve Singer
Charlie Puckett
DaveHillard
Caroline Shank
Randy Cole
Tom Sparks
*RayDinello
Byron O’Daniel
TL Smith
Kao Vang
Dave Morton
*Charlie Rust
Dan Ziehm
Doug Thomas
John Neilson
Gail Thomas
*John Faison
Calvin Lowder
GwenSasser
Brian Guns
Chuck Pike
*Sam Bolick
Kelly Nash
Gracie Caldwell
Wendy Nichols
Sylvester Millington
*Facilitator