Understanding the Four E s of Sustainability: Explore, Engage, Execute, Enjoy

Transcription

1 Understanding the Four E s of Sustainability: Explore, Engage, Execute, Enjoy

2 Meet Our Presenters: Laurie Gilmer, P.E., CFM, LEED-AP, CxA, Vice President, Facility Engineering Associates Teena Shouse, CFM, IFMA Fellow, Principal, FM Transitions

3 Learning Objectives 1. How to stay focused on the Top 3 things that are most important to you which will drive your operational plan. 2. Discover how sustainability efforts have evolved in high performance organizations. 3. Identify the essentials of a successful program that are uniquely applicable to your organization 4. Gain a better understanding of what to measure and how to monitor that data 5. Develop a specific evaluation of your current operations and Take Away Plan for your organization.

4 Self-Introductions Name Current position Location What you hope to learn Have you implemented sustainable or energy efficiency practices?

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

6 What is Important to Your Organization? Vision word picture describing what the organization intends to become Mission defines the core purpose of the organization, why it exists Values - core priorities in the organization s culture, including what drives members priorities and how they truly act in the organization

7 The Importance of Alignment 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 Operations Policies and Procedures Tactical initiatives

8 Environmental Triple Bottom Line Resources, Pollution, Climate Social People, Community, World Economic Money, Money, Money

9 What is your motivation? Save the Planet? Save the People? Triple Bottom Line Save Money? ECONOMIC

10 So who are you? What drives you? What are the 3 most important things that you are passionate about? How does this passion determine or direct you to act within your FM operations? Do you feel empowered to act on these issues and if you do not, why? (Let s fix it!)

11 Learning Activity Exercise #1: Creating Context

12 Are you ready for a change? Life begins at the end of your comfort zone. -Neale Donald Walsch

13 Employee Engagement So why change? Fresh Ideas Stimulates Innovation

14 Leadership Authority That feeling of empowerment Being engaged Communication Inspiration If you don t like what s being said, change the conversation. -Don Draper, Mad Men

15 The importance of a sound strategy for sustainability WB

16 WB Building a Strategy Mission Core Purpose Cascading Measures Strategic Management System Values Vision Strategy Strategy Map Balanced Scorecard Guiding principles Word picture Game Plan for success Graphical presentation Performance measures, targets, and initiatives Performance Measures for all depts. that align with overall goals Linking the BSC to processes

17 Lower Costs Value of Sustainable FM Since green buildings are more energy efficient, use less potable water, and reduce burdens on landfills, their utility costs are less than non-green - Mychele Lord Healthier Environment Increased comfort + Increased IAQ = Increased productivity Increased Asset Value Reduced Costs Greater Market Share Greater Value

18 Sustainability Integration

19 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

20 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

21 How Do You Translate Strategy Into Operational Excellence?

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

23 Ten Categories 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 Social Economic Sustainability Environment

24 Focusing Your Sustainability Efforts The five-things you need to know 1. Energy Consumption 2. Water Usage 3. What goes in? 4. What comes out? 5. Indoor environment quality

25 Financial L & G Processes Customer 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 Perspective Process Perspective Learning and Growth How do we get from here to there? Financial Perspective S T R A T E G I C V A L U E S Objectives Measures Targets Trends Initiatives Increase utilization of services 1. Patient satisfaction 95%-tile 95% 2. Average daily census > Implement customer service Implement marketing plan 1. % ER patient triaged within 15 minutes of arrival Provide high quality services 2. Medication errors per dose 90%-tile 85% < 2% 2% Review ER patient flow process and streamline Review ER staffing to ensure adequacy Motivate, recognize and retain staff 1. Employee satisfaction > 95% 96% 2. Turnover rate 5% 10% Develop performance based compensation Develop peer recognition program 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

26 Financial L & G Processes Customer Sustainability Balanced Scorecard Objectives Measures Targets Trends Initiatives Increase utilization of services 1. Patient satisfaction 95%-tile 95% 2. Average daily census > Implement customer service Implement marketing plan Provide high quality services 1. % ER patient triaged within 15 minutes of arrival 2. Medication errors per dose 90%-tile 85% < 2% 2% Review ER patient flow process and streamline Review ER staffing to ensure adequacy Motivate, recognize and retain staff 1. Employee satisfaction > 95% 96% 2. Turnover rate 5% 10% Develop performance based compensation Develop peer recognition program 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

27 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

28 Internal Processes 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 3. Operate Efficiently 4. Effectively allocate resources to maximize utilization 2. Decrease Water Consumption 3. Achieve Energy Star Certification 4. Decrease Waste 1. Install waterless urinals 2. Install automatic flushers. 1. Lighting retrofit project. 2. Perform an energy audit. 3. Purchase energy star products. 1. Institute a double sided printing policy. 2. Provide recycling bins at every desk.

29 Internal Processes 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 3. Operate Efficiently 2. Decrease Water Consumption 1. Install waterless urinals 2. Install automatic flushers. Decrease in Water Consumption 4. Effectively allocate resources to maximize utilization 3. Achieve Energy Star Certification 1. Lighting retrofit project. 2. Perform an energy audit. 3. Purchase energy star products. 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

30 Internal Processes 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 3. Operate Efficiently 2. Decrease Water Consumption 1. Install waterless urinals 2. Install automatic flushers. Decrease in Water Consumption 10% Decrease 4. Effectively allocate resources to maximize utilization 3. Achieve Energy Star Certification 1. Lighting retrofit project. 2. Perform an energy audit. 3. Purchase energy star products. Decrease in Energy Consumption 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

31 Internal Processes 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% 3. Operate Efficiently 2. Decrease Water Consumption 1. Install waterless urinals 2. Install automatic flushers. Decrease in Water Consumption 10% Decrease 0% 4. Effectively allocate resources to maximize utilization 3. Achieve Energy Star Certification 1. Lighting retrofit project. 2. Perform an energy audit. 3. Purchase energy star products. Decrease in Energy Consumption 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%

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

33 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

34 Measuring sustainability at all levels in your organization How sustainable is your organization?

35 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.

36 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?

37 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?

38 Learning Activity Exercise #2: How Sustainable Is Your Organization?

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

40 Common FM Questions How long will this take? How much will it cost? Where will the money come from?

41 Learning Activity Exercise #3: Common FM Questions when creating a sustainability plan

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

43 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

44 Initiative Intent Environmental Benefit Economic Benefit Social Benefit Reflective Roof Heat Island Effect +/- +/- +/- Low H20 Fixtures The Link Between TBL and SFM Water Use + + +/- Commissioning Energy Use Recycling Landfill Waste + - +/- Lighting Retrofit Energy Use + + +/- More Windows Day lighting Education Knowledge + +/- +

45 Tracking Your Progress

46 Documentation 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 3 Defined Comprehensive maintenance and inspection processes documented. 4 Managed/Measured Electronic documents, good as-built drawings, use a document system (DMS). Inventory PM Program CMMS 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 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.

47 Learning Activity Exercise #4: Putting It All Together

48 The Process of Improvement 1. Make Commitment 2. Assess Performance 3. Set Goals 4. Create Action Plan 5. Implement Action Plan 6. Evaluate Progress 7. Recognize Achievements

49 Keep it simple but focused Develop a set of strategic objectives that aligns with your organization or your client s Identify your resources available to achieve your objectives Form your sustainability team Track your progress Celebrate and communicate your success!

50 Resources How To Guides Rating Systems IFMA Knowledge Library

51 Hope is not a strategy.you must have a plan to create Sustainable Sustainability. Thank you! Teena Shouse teena.shouse@fmtransitions.com Laurie Gilmer laurie.gilmer@feapc.com