Facilities and Services Office of Finance and Budget. Strategic Plan

Transcription

1 Facilities and Services Office of Finance and Budget Strategic Plan

2 Mission Facilities and Services enables the high performing teaching, research and service mission of South Dakota State University by providing customer centered, high quality accountable landscape and facilities management and capital project services. Vision Facilities and Services will be a premier organization recognized as a valuable, high performing collaborative partner, a good steward of resources and source of creative solutions. Guiding Values 1) Planning and Teamwork Plan your work, work your plan. Facilities and Services values planning and teamwork. Communication on all levels and directions is integral to this organizational value. Regardless of position or task, exceptional communication is expected. Planning and teamwork is a prerequisite to our work being successful. From supervisory personnel providing vision and direction to shops personnel coordinating multi shop work, all Facilities and Services work is dependent on this guiding value. 2) Accountability and Integrity Do the right thing. Actions, words and behaviors that demonstrate individual and departmental accountability are expected and valued by Facilities and Services. All employees within Facilities and Services are expected to contribute to the best of their abilities and act with honesty and integrity. Problem solving and work planning will occur with fewer problems when each person in the process completely accepts his or her role and purpose. The Facilities and Services as an organization must act as responsible custodians of university assets advocating for long term, sensible solutions that enhance programs and university functions. 3) Communication T.I.P.S. T Talk to people. I Keep employees informed. P Be predictable. S Be sensitive to individual needs. 4) Fiscal Responsibility and Transparency The service delivery and performance of Facilities and Services is built on a foundation of effective resource stewardship and financial transparency to the University. Whether a service results from the university allocation of resources to Facilities and Services or whether the service is provided on a fee for service basis, the Facilities and Services customers must be informed and aware of policies and procedures of the department. Facilities and Services Strategic Plan 2

3 Strategic Goals and Action Steps Strategic Goal 1: Planning Exceptional outcomes through high quality, effective planning. Our plans are well developed in advance, adjusted as needed for current conditions and situations and are communicated to the University in a participatory manner. Action Step 1: Implement and update specific master plans including 2025 Campus Design and Master Plan, Landscape Master Plan, Jackrabbit Green Site Plan and Campus Parking Plan working collaboratively with related campus groups. Action Step 2: Expand the planning cell capability and support resources. Action Step 3: Monitor and assess maintenance needs continuously, developing the Five Year Maintenance and Repair Plan. Action Step 4: Develop campus sustainability initiatives and actions, including energy efficiency and conservation activities. Action Step 5: Develop and update campus utility heating, cooling, water, sewer, storm sewer infrastructure plans. Strategic Goal 2: Capital Programs and Initiatives Demonstrated excellence in leadership on capital programs and initiatives to include planning, construction and closeout through the Board of Regents capital project process. Action Step 1: Proactively plan for subsequent and future Higher Education Facilities Fund capital project proposals, working collaboratively with campus leadership and financial partners to execute projects with multiple funding sources. Action Step 2: Lead the capital planning process through the development and approval of Capital Planning Documents, cultivating partnerships between campus leaders, campus community, various constituencies, Board of Regents, Office of State Engineer, SDSU Foundation and student groups. Action Step 3: Ensure compliance to University Design Guidelines and Design Standards for maintainability, efficiency and to maintain the integrity of campus architecture. Action Step 4: Provide expert technical analysis and advice on project decisions based on best practice, alignment with master plans, maintainability, sustainability, and the impact of long term operational costs compared to initial construction costs. Action Step 5: Guide all capital project processes for effectiveness and efficiency, including planning documents, university communication, project execution and close out. Facilities and Services Strategic Plan 3

4 Strategic Goal 3: Maintenance and Repairs Effective planning, management and delivery of maintenance and repairs of all types, originating and funded through the Higher Educational Facilities Funds and General Funds as well as departmentally funded remodeling projects. Action Step 1: Identify, prioritize and accomplish maintenance and repair using the allocation to maximize impact. Action Step 2: Assess, analyze and report building conditions and recommend maintenance and repairs. Develop current and deferred maintenance needs lists. Action Step 3: Develop and execute remodeling and refurbish project plans for university community through fee for service system. Anticipate synergies for cooperative projects, leveraging Facilities and Services funds to enhance departmental projects. Create systems, space or finishes that support program enhancement in teaching, research or outreach. Strategic Goal 4: Operations High performing, efficient and effective operations, exceeding industry standards on service quality, customer satisfaction, and overall support of campus programs. Action Step 1: Continually assess operations to ensure alignment with university mission and goals, analyzing operations with data from maintenance management system (AiM). Action Step 2: Monitor for best business processes, ensuring that our actions are congruent with all policies, procedures and standards. Action Step 3: Create opportunities for employee development and training, recognizing the critical human resource found in our people. Action Step 4: Develop dynamic, high functioning financial and accounting systems that incorporate stewardship and LEAN processes in the allocation of resources to ensure efficiency and effectiveness. Strategic Goal 5: Service High quality, customer responsive, efficient Building and Landscape service. Action Step 1: Ensure baseline services are clearly defined and communicated openly to our customers. Action Step 2: Deliver service at high quality, best business practice standards, in compliance with University Design Standards. Action Step 3: Connect to our customers with exceptional service, beginning with the service request process, then during service delivery and ultimately with affirmation that we have met or exceeded expectations. Action Step 4: Assess results and outcomes from building and landscape services delivered using industry recognized standards, benchmarks and data derived from the maintenance management system (AiM). Facilities and Services Strategic Plan 4

5 Facilities and Services Office of Finance and Budget Strategic Plan Performance Indicators

6 Facilities and Services Strategic Goals and Performance Indicators Strategic Goal 1: Planning Exceptional outcomes through high quality, effective planning. Our plans are well developed in advance, adjusted as needed for current conditions and situations and are communicated to the University in a participatory manner. PERFORMANCE INDICATORS BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) Campus Design and Master Plan 2025 Plan Update to 2030 Plan current and published Facilities Condition Assessment Published Campus Utility Metering installation and accuracy Campus Energy Use Communication 2011 Board of Regents Academic Building Assessment 80% campus metered Calibration & verification not complete Annual summary report published to campus through ESSC Update of 2011 assessment by 2016, and all buildings every five years 100% Campus utility metered within 10% accuracy. Annual update energy summary to campus through ESSC Develop baseline for buildings and campus report card Director of Planning Director of Planning Director of Utility Systems and Energy Conservation Engineer Director of Utility Systems and Energy Conservation Engineer 2025 Plan DEFINITION/SOURCE Note: could be update of Board of Regents 2011 report or new assessment program. Metering, measurement and verification could be completed through analysis of EnergyCAP data, meter data, collection of data through Johnson Controls systems and through actual meter testing and calibration. See current report on ESSC website Campus report card use industry standard such as STARS, our own or hybrid approach. Published on InsideState. Facilities and Services Strategic Plan Performance Indicators 2

7 Campus Energy Use Intensity Energy and Utilities Master Plan No standard selected for comparing SDSU energy use to other campuses. Separate plans and needs assessment reports exist Energy intensity usages published regularly. Consolidated master plan that includes targets for efficiencies and conservation programs as well as infrastructure maintenance and improvement plans. Director of Utility Systems Energy Conservation Engineer Collaborate with ESSC and SSC Director of Utility Systems Energy Conservation Engineer Collaborate with ESSC and SSC Energy Intensity is energy consumption per unit area of a facility (energy use per unit, such as BTU/SF of building area). It may be expressed in terms of each utility (electrical, gas, steam, oil, btuh) or in terms of total facility energy use (btuh, erg, kwh). May be able to leverage APPA FPI (Facilities Performance Indicators) survey data for standards and comparisons. Steam, electricity, sewer and storm sewer plans exist independently. Facilities and Services Strategic Plan Performance Indicators 3

8 Strategic Goal 2: Capital Programs and Initiatives Demonstrated excellence in leadership on capital programs and initiatives to include planning, construction and closeout through the Board of Regents capital project process. PERFORMANCE INDICATORS BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) Capital Planning Documents are used as effective planning tools Capital Plans are current and published at all times BOR reports and submittals on time and anticipated Level of participation and contributions made to planning and construction of new buildings Process in place Plans are published Some submittals are deadline driven Meetings as needed Process is effective and timely Plans are more proactively managed All submittals are planned and done well in advance of deadlines More meetings, presentations and reports Campus Leadership Campus Leadership Campus Leadership Directors of Engineering and Business Operations Director of Engineering and Planning DEFINITION/SOURCE Information found at : facilitiesandservices/project%20development %20Initiation/Capital%20Imp%20Chart%20Re vised%20jul% pdf 10 Year Capital Project List is updated and included each year in the SDSU Budget Supplement Book Regular meetings and forums with campus leaders, campus community, various constituencies, Board of Regents, Office of State Engineer, SDSU Foundation and student groups regarding capital initiatives Close out process Project dependent More standardized and timely closeout process Directors of Engineering and Business Operations Close out process involves many functions: reporting and recording: financials, contractually, project preservation and system requirements. Facilities and Services Strategic Plan Performance Indicators 4

9 Strategic Goal 3: Maintenance and Repairs Effective planning, management and delivery of maintenance and repairs of all types, originating and funded through the Higher Educational Facilities Funds and General Funds as well as departmentally funded remodeling projects. PERFORMANCE INDICATORS BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) HEFF Maintenance and Repair projects Director of Engineering Campus remodeling initiatives such as classroom taskforce projects Annual projects completed List approved Fall 2013 Allocation maximized, projects planned and completed well Projects accomplished and needs reassessed Director of Planning DEFINITION/SOURCE HEFF Project Request and BOR Project List Approved Initial and revised plan provided by Classroom Task Force Remodeling projects completed Request dependent Projects underway or completed Director of Planning Number of project collaborations with departments Infrastructure Improvements Campus steam, condensate return, and chilled water improvements to leverage benefits for the research facilities in the northwest quadrant of the campus. 3 5 projects 5 7 projects Project leverages Higher Educational Facilities Funding to assist or compliment department remodeling projects FY14 18 HEFF Plan proposed Oct 2013 All projects complete for first half of the plan. Preliminary design complete and ready to execute for all remaining projects. Director of Planning HEFF Plan, proposed and approved 2012 Legislature Approved 10 Year Capital Improvement Plan Facilities and Services Strategic Plan Performance Indicators 5

10 Strategic Goal 4: Operations High performing, efficient and effective operations, exceeding industry standards on service quality, customer satisfaction, and overall support of campus programs. PERFORMANCE INDICATORS BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) Maintenance Management TRACKER Maintenance System upgraded operational Management Director of Business New applications operational System AiM Operations operational and accepted as Efficiencies and benefits documented from CMMS Accounting and budget systems are example and showcase for rest of campus Online Policies implemented in new format and approved Tracker operational Systems and reports are focused on spending and internal reporting New online format and system campus norm. Data used in daily operations effectively Systems and reports are focused on financial planning and budgeting, for external as well as internal use F&S policies approved and available on line. Director of Business Operations F&S Financial Analyst DEFINITION/SOURCE CMMS is computerized maintenance management software/system used to manage the data and business processes of a facilities management organization. Replacement and Updating of Facilities and Services Service Manual Facilities and Services Strategic Plan Performance Indicators 6

11 Staffing/Funding/Services Alignment LEAN project Allocation for new or changed square footages Employee Training FY13 was the initial year of detailed cost accounting of entire business model. None formally identified Operational costs documented in Board of Regents capital process Job specific training, required recertification and specific limited other opportunities. Support of APPA Institute for Facilities Management. Cost accounting methods are accepted and considered credible allowing for good decisions by leaders. LEAN training Maintenance Management (AiM) Conversion Needs identified in capital process are funded 100% or services are renegotiated Annual training plan. OSHA 10 hour training 100% trained. Target for maintenance shops = 16 hours per year. Required continuing ed completed. UBOC In order to deliver agreed upon service levels needs to be a standard and customary system for new allocations to be in place before space is in use. Do more, do better, safer, improvement Facilities and Services Strategic Plan Performance Indicators 7

12 Strategic Goal 5: Service High quality, customer responsive, efficient Building and Landscape Services. PERFORMANCE INDICATORS BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) Quality of service is valued and recognized by customers Informal service quality assessment system. Not measured. Documented customer satisfaction through follow up and customer surveys DEFINITION/SOURCE quality is defined and definition is accepted by both customers and Facilities and Services Use APPA definitions of service levels. Use service level definitions in master documents like Landscape Master Plan. Satisfied, well informed customers Customer outreach and communication efforts Equipment Inventory and Replacement Not documented officially No official customer meetings Limited and specific equipment lists and life cycles identified Satisfaction measured through surveys Regular meetings with Deans, facilities reps, UBOC, customers and end users Equipment replaced on schedule and inventory up to date Director of Maintenance Custodial Coordinator Surveys to be developed within maintenance management system AiM Facilities and Services Strategic Plan Performance Indicators 8

13 Cost of services is well documented and funded by allocation Unexpected services are anticipated Upgrade and updates to building finishes needs are identified and adequately funded. Initial cost of services developed Costs for larger projects identified through historical data Costs for larger projects identified through historical data Quantify service area and costs Landscape = $3,059/acre Building Maintenance = $1.26/gsf Custodial = APPA level 2.5 Costs are transparent and credible through AiM All unexpected work tracked All upgrade and updates tracked Measure up to industry standards Director of Business Operations Director of Business Operations Director of Business Operations Director of Business Operations APPA Facility Performance Indicators and APPA Standards Facilities and Services Strategic Plan Performance Indicators 10

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