How Sustainable is Your Organization? Measuring Sustainability at All Levels in Your Organization

Transcription

1 How Sustainable is Your Organization? Measuring Sustainability at All Levels in Your Organization

2 CEUs & CFM Maintenance Points You are eligible to receive Continuing Education Units and Certified Facility Manager maintenance points for attending sessions at IFMA s Facility Fusion. To receive CEU points, you must add the US$15 processing fee to your registration. To Receive 20 CFM Maintenance Points Record your attendance for the three-day conference on your CFM Recertification Form in CAMP. At re-certification time, submit your completed CFM Recertification Form. Managing CEUs: Log into the Attendee Service Center. Your log-in information was sent to you when you registered for the conference. Click Start CEU Process on the left-hand side. Click Start next to the session you attended. Complete the session evaluation. Click Start Test next to the session. After passing the test, your certificate will be available for download. **If you wish to receive CEUs or LUs from other organizations, you must contact those organizations for instructions on reporting credit hours.

3 Your Feedback is Valued! Please take the time to Evaluate Sessions Log into the Attendee Service Center

4 Meet Our Presenter(s): Laurie Gilmer, P.E., CFM, LEED-AP, CxA, Vice President, Facility Engineering Associates Teena Shouse, CFM, IFMA Fellow, Principal, FM Transitions

5 Learning Objectives 1. Understand how to integrate sustainability into your overall operations 2. Gain a better understanding of what to measure 3. Learn how to develop and deliver your Sustainable Sustainability Program

6 Agenda 1. Integrating Strategy and Performance 2. Linking Performance to Metrics 3. Moving from Strategy to Program 4. Creating Your Plan

7 Attributes of a high-performance, sustainable organization: Strategic approach to the future of the organization High level strategy and planning skills An in-depth knowledge of their stakeholders and culture Sound processes for accomplishing work Processes for continual improvement A commitment to the Triple Bottom-line

8 Sustainability Integration

9 How Do You Translate Strategy Into Operational Excellence? Organization Organizational Strategy Produce a product or provide a service Satisfy stakeholders Generate revenue Mission Vision Values Inspires Facility Management FM Drivers Community commitments, Sustainability initiatives, Regulatory requirements Influences Supports Drives Strategic Facility Plan Operational Structure Supports, aligns with organizational strategy and FM Drivers Operations Creates Operational Planning Work Management Measurement & Reporting Start by Creating Alignment Operations Policies and Procedures Tactical initiatives

10 How Do You Translate Strategy Into Operational Excellence?

11 Agenda 1. Integrating Strategy and Performance 2. Linking Performance to Metrics 3. Moving from Strategy to Program 4. Creating Your Plan

12 1. Strategy 2. Engagement 3. Energy 4. Water 5. Materials & Resources 6. Waste 7. Quality of Services 8. Workplace Management 9. Indoor Environmental Quality 10. Site Ten Categories

13 Sustainability Balanced Scorecard MISSION The Office of Facility Management provides world class services through a dedicated, diverse, and professional workforce, committed to providing a safe environment for people and collections by preserving the integrity of our facilities. Client Perspectiv e Process Perspectiv e Learning and Growth Financial Perspectiv e S T R A T E G I C V A L U E S Customer Processes Objectives Measures Targets Trends Initiatives Increase utilization of services 1. Patient satisfaction 95%-tile 95% 2. Average daily census 1. % ER patient triaged within 15 minutes of arrival Provide high quality services 2. Medication errors per dose > %-tile 85% < 2% 2% Implement customer service Implement marketing plan Review ER patient flow process and streamline Review ER staffing to ensure adequacy L & G Motivate, recognize and retain staff 1. Employee satisfaction > 95% 96% 2. Turnover rate 5% 10% Develop performance based compensation Develop peer recognition program Financial Operate in the black with 5% margin by increasing revenues 1. Net revenue increase over prior year 2. Decrease net days in accounts receivable 5% 0% 60 days 80 days Review billing and collections processes for accuracy and timeliness Develop incentive program for AR staff

14 Sustainability Balanced Scorecard Organizational Goals Sustainability Objectives Customer 1. Anticipate, understand, and respond to customer needs 2. Practice corporate social responsibility 1. Improve indoor environmental quality 2. Improve the community Learning & Growth 1. Become Carbon Neutral Internal Processes 3. Operate efficiently 4. Effectively allocate resources to maximize utilization 2. Decrease Water Consumption 3. Achieve Energy Star Certification 4. Decrease Waste

15 Sustainability Balanced Scorecard Organizational Goals Sustainability Objectives Initiatives Measures Targets Current Status 1. Become Carbon Neutral 1. Calculate Emissions Inventory 2. Purchase Energy Star Equipment 3. Purchase Offsets Internal Processes 3. Operate Efficiently 4. Effectively allocate resources to maximize utilization 2. Decrease Water Consumption 3. Achieve Energy Star Certification 1. Install waterless urinals 2. Install automatic flushers. 1. Lighting retrofit project. 2. Perform an energy audit. 3. Purchase energy star products. 4. Decrease Waste 1. Institute a double sided printing policy. 2. Provide recycling bins at every desk.

16 Sustainability Balanced Scorecard Organizational Goals Sustainability Objectives Initiatives Measures Targets Current Status 1. Become Carbon Neutral 1. Calculate Emissions Inventory 2. Purchase Energy Star Equipment 3. Purchase Offsets Decrease in Carbon Emissions Internal Processes 3. Operate Efficiently 4. Effectively allocate resources to maximize utilization 2. Decrease Water Consumption 3. Achieve Energy Star Certification 1. Install waterless urinals 2. Install automatic flushers. 1. Lighting retrofit project. 2. Perform an energy audit. 3. Purchase energy star products. Decrease in Water Consumption Decrease in Energy Consumption 4. Decrease Waste 1. Institute a double sided printing policy. 2. Provide recycling bins at every desk. Decrease waste to landfill

17 Sustainability Balanced Scorecard Organizational Goals Sustainability Objectives Initiatives Measures Targets Current Status 1. Become Carbon Neutral 1. Calculate Emissions Inventory 2. Purchase Energy Star Equipment 3. Purchase Offsets Decrease in Carbon Emissions 15% Decrease Internal Processes 3. Operate Efficiently 4. Effectively allocate resources to maximize utilization 2. Decrease Water Consumption 3. Achieve Energy Star Certification 1. Install waterless urinals 2. Install automatic flushers. 1. Lighting retrofit project. 2. Perform an energy audit. 3. Purchase energy star products. Decrease in Water Consumption Decrease in Energy Consumption 10% Decrease 20% Decrease 4. Decrease Waste 1. Institute a double sided printing policy. 2. Provide recycling bins at every desk. Decrease waste to landfill 10% Decrease

18 Sustainability Balanced Scorecard Organizational Goals Sustainability Objectives Initiatives Measures Targets Current Status 1. Become Carbon Neutral 1. Calculate Emissions Inventory 2. Purchase Energy Star Equipment 3. Purchase Offsets Decrease in Carbon Emissions 15% Decrease 12% Internal Processes 3. Operate Efficiently 4. Effectively allocate resources to maximize utilization 2. Decrease Water Consumption 3. Achieve Energy Star Certification 1. Install waterless urinals 2. Install automatic flushers. 1. Lighting retrofit project. 2. Perform an energy audit. 3. Purchase energy star products. Decrease in Water Consumption Decrease in Energy Consumption 10% Decrease 0% 20% Decrease 22% 4. Decrease Waste 1. Institute a double sided printing policy. 2. Provide recycling bins at every desk. Decrease waste to landfill 10% Decrease 12%

19 Agenda 1. Integrating Strategy and Performance 2. Linking Performance to Metrics 3. Moving from Strategy to Program 4. Creating Your Plan

20 Organization Capabilities Maturity Model Level 5 Optimized (High-Performance) World Class Level 4 Managed / Measured Level 3 Defined Level 2 Repeatable Level 1 Initial / Ad Hoc Source: Carnegie Mellon University Capability Maturity Model (CMU. 2011) Under- Performing

21 Documentation 1 Initial/Ad Hoc No documented O&M plan, no documented SOP s. 2 Repeatable Documented O&M plan, basic SOP s. 3 Defined Comprehensive maintenance and inspection processes documented. 4 Managed/Measured Electronic documents, good as-built drawings, use a document system (DMS). 5 Optimized O&M manual, electronic, easy-to-use, comprehens i ve. Inventory No equipment inventory Basic inventory, limited a ttri buted. Complete inventory, standard nomenclature, granularity defined, doc. update process. Process for updating inv. Barcode, Radio Frequency Followed, consistent Identifier (RFID). Use of data/granularity, industry open standards complete attributes, highquality data. such as OmniClass and COBie PM Program Primarily reactive, no PM philosophy, inadequate staff levels. PM tasks followed, proactive philosophy, limited PM completion rate, adequate staff to complete PM, trained staff. Written and defined PM program, proactive philosophy, better PM completion rate. Managers/trades understand importance, primarily proactive, good PM completion rate, FMEA/impact, 100% critical system preventative maintenance (PM). Reliability centered maintenance (RCM), predictive testing and inspection (PT&I), root cause analysis, % PM compl etion da te. CMMS None in use or not effective. System in use, limited use, struggle with data management System used regularly, SOP s defined and written, good data management Good at metrics, supports processes, standard operating procedures (SOP s) consistently followed, data managed, updates tra cked/ma na ged. Effective use, ongoing training, disaster recovery, hand-holds, monitor trends, building information modeling (BIM), optimized metric dashboards.

22 Sample Self Assessment Category Score (1 to 5) 1. Strategy Have you established a company-wide sustainability plan that has been endorsed by the company's leadership? Have you appointed a dedicated leader who is accountable and responsible for driving the sustainability program? Have you developed a system to evaluate and prioritize sustainability improvement projects? 2. Engagement Do you report on your sustainability progress on an annual basis? Do you provide at least 16 hours training on an annual basis for the facility department employees on energy and/or sustainability practices? Do you conduct an environmental satisfaction surveys for occupants? (to collect responses about thermal comfort, acoustics, IAQ, lighting levels, building cleanliness and other occupant comfort issues) 3. Energy Do you have an ENERGY STAR Portfolio Manager account that is up to date with the last 12 months of energy consumption? Have you adjusted HVAC control set points or schedules to improve energy efficiency on an annual basis? Do you use building automation system reports to create energy efficient strategies? 4. Water Do you monitor total potable water use (consumption) for the entire building and associated grounds at least on a monthly basis?

23 Sample Self Assessment Category 1 Strategy 2 Engagement 3 Energy 4 Water 5 Materials & Res ources 6 Waste 7 Quality of Services 8 Workplace Management 9 Indoor Environmental Quality 10 Site Average Score What are the top three things you will work on to move your organization toward high performance?

24 Integration of Sustainability Indoor Environmental Workplace Management Site Strategy Engagement Energy Water Quality of Services Waste Materials & Resources

25 Agenda 1. Integrating Strategy and Performance 2. Linking Performance to Metrics 3. Moving from Strategy to Program 4. Creating Your Plan

26 Tying Back To Levels How do we go from a Level 3 to a Level 4? Documented PM Program Measure and track PM/DM Ratio Documentation Inventory PM Program CMMS 3 Defined Comprehensive maintenance and inspection processes documented. Complete inventory, standard nomenclature, granularity defined, doc. update process. Written and defined PM program, proactive philosophy, better PM completion rate. System used regularly, SOP s defined and written, good data management 4 Managed/Measured Electronic documents, good as-built drawings, use a document system (DMS). Process for updating inv. Followed, consistent data/granularity, complete attributes, high-quality data. Managers/trades understand importance, primarily proactive, good PM completion rate, FMEA/impact, 100% critical system preventative maintenance (PM). Good at metrics, supports processes, standard operating procedures (SOP s) consistently followed, data managed, updates tracked/managed.

27 Tracking Your Progress

28 Sustainable Operations: 5 Steps To Success 1. Define what is important to your organization 2. Define what is most important in facility operations 3. Assess and score your current practices 4. Identify, prioritize, and implement initiatives 5. Promote, measure, monitor, and report

29 Summary Sustainable operations is vital to the success of the organization Metrics and reporting are the foundation for improving performance

30 Resources How To Guides Rating Systems IFMA Knowledge Library