Strategic Planning developing a roadmap to Our Future. May 30, 2001

Transcription

1 Strategic Planning developing a roadmap to Our Future May 30, 2001

2 Why Strategic Planning? If you don t know where you are going any road will get you there Annon Without Vision the people parish Proverbs

3 Why Strategic Planning? When you come to a fork in the road take it Yogi Barra 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

4 Why Strategic Planning Now? Bond Issue New Construction Asset Works Student Population UNC Charlotte Facilities Challenge Leader Changes Master Plan New Personnel Budget Crunch CITI Campus

5

6

7

8

9 Strategic Planning Overall Objectives Determine Facilities Management Vision for the next Five Years Develop a plan to address these challenges and provide a Path to the Future

10 Strategic Planning A Management Function (Baldridge Criteria) Leadership Strategic & Operational Planning Customer Satisfaction Development & Management of Human Resources Process Management Performance Results

11 Phase I Mission Vision Values Trends and Assumptions Key Business Drivers

12 Goals Phase II Strategies Phase III Long & Short-term Objectives Measurement Areas Action Plans

13 Each Component... Helps Address Fundamental Questions. Mission What business are we in? Vision Values Trends and Assumptions 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 each other? What major trends and assumptions, both controllable and uncontrollable, are likely to occur now and in the future and cause us to change? What broad factors must the organization excel at to be successful?

14 Key Stakeholders For whom do we exist, what do we provide, and how do we provide it? What are their expectations? Goals What are our goals? What must we strive for to achieve our vision and stakeholder expectations? Strategies Long and Short-term Objectives Action Plans Scorecard and Regular Reviews 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?

15 Mission Statement Development 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

16 The Mission of Facilities Management is to plan, build, operate and maintain the Campus of The University of North Carolina at Charlotte

17 Facilities Management Values Respect for Others Honesty Dependability (integrity)

18 External Trends and Assumptions: Campus square footage will more than double in the next five to eight years Student population will grow to 25,000 (1/3 (+) increase) Technology will change at an increasing rate. Areas which will impact Facilities will include: Distance Education Smart Classrooms Wireless Campus Research on Campus Hand-held computer applications Application service providers

19 External Trends and Assumptions: Budget projections are uncertain- continuing budget may decrease in the near term, expansion budget should grow Competition between Universities for students and faculty will increase Demands for privatization/commercialization of University support operations will increase

20 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 increase Customer expectations for high quality service will grow

21 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

22 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

23 Key Business Drivers 1) Teamwork Internal and External 2) Customer Service Quality products and services Delivered on time and under budget In the right quantity Communicated in a consistent way Good communication with our customers is the key to customer satisfaction 3) Continuous Improvement Streamline processes Exploit Technology Optimize resources We will continually emphasize these three themes to insure organizational success and individual fulfillment!!

24 Stakeholders UNC Charlotte Students and Parents 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)

25 Vision Statement Development What do we want to do as an organization? What do we intend to do? How good do we want to be by 2007? The Vision Statement describes a future state of existence incorporating the organization s values and reflecting its mission.

26 Effective Vision Statements Define what business the organization is in State how good the organization wants to be Are clear Are inspiring and uplifting Are sufficiently aggressive Are appropriate in scope

27 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

28 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

29 Facilities Management Goals 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.

30 Phase I Mission Vision Values Trends and Assumptions Key Business Drivers

31 Goals Phase II Strategies Phase III Long & Short-term Objectives Measurement Areas Action Plans

32 Phase II Components and Linkages Goals Strategies Long-term Objectives Short-term Objectives Action Plans Goal statements are broad, action-and resultsoriented descriptions of what the organization must excel at to fulfill its vision. 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). 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.

33 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 Linkage Example Short-Term Objective Reduce Energy Consumption (BTU s/sq.ft.) by 8% by FY2003

34 Action Plan Example A. Establish Energy Consumption Baseline in gas and electricity consumption (FY2001) B. Conduct Energy Audit NLT 4 th Qtr C. Develop Energy Saving Project List NLT 2 nd Qtr to include priority and funding strategy D. Complete lighting retrofit of Campus NLT 4 th Qtr E. Complete retrofit of condensate lines to stop steam loss by 2 nd Qtr F. Complete RUP #1 NLT 2003

35 Linkage Example Goal #3 Deliver new facilities that support the University Mission Strategy Provide 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

36 Linkage Example Measurement Area Scheduled vs. Actual Occupancy dates Authorization vs. Actual Expenses Number of Claims Short-term Objective Bid opening dates within ± 30 days of scheduled on all Capital Projects

37 Action Plan Example A. Establish Baseline Schedules for all Bond Projects B. Review Schedules weekly/monthly with Contractors/Designers C. Require Designers/Contractors to have Professional Schedulers on all Projects D. Insure SCO & DOI Review of Projects is proactive E. Push University leadership to make decisions in a timely manner

38 Strategic Planning Session #4 Objective Develop Strategies and Objectives to Achieve the FIVE FACILITIES MANAGEMENT GOALS

39 Methodology Methodology Work in Groups Facilitator Leads Discussion Brainstorm-Write Down Ideas/Strategies Prioritize Reduce To Top 3-5 Strategies In Order Report Out To Entire Group

40 AGENDA for Friday s Session 8:30-11:00- Strategy Development 11:00-12:00- Group Brief-back on Strategies 12:00-12:45- Working Lunch 12:30-3:00- Goal Development 3:00-4:00- Groups Brief-back on Goals

41 GOAL 1 GOAL 2 GOAL 3 GOAL 4 GOAL 5 *Steve Singer Charlie Puckett Dave Hillard Caroline Shank Randy Cole Tom Sparks *Ray Dinello Byron O Daniel TL Smith Kao Vang Dave Morton *Charlie Rust Dan Ziehm Doug Thomas John Neilson Gail Thomas *John Faison Calvin Lowder Gwen Sasser Brian Guns Chuck Pike *Sam Bolick Kelly Nash Gracie Caldwell Wendy Nichols Sylvester Millington *Facilitator

42