Facilities and Services Division Operational Plan

Transcription

1 Facilities and Services Division Operational Plan -2018

2 Introduction The Australian National University (ANU) is Australia s leading university and is unambiguous about its objective to remain Australia s leading university. In the course of this endeavour, the University produces research of an excellent standard and is also a leader in teaching and learning. These activities underpin the ANU s position of excellence. The Facilities and Services Division (F&S, or the Division) assists the ANU in this endeavour by planning, providing, operating and maintaining campus infrastructure and associated facilities to enable excellence in research, teaching and learning. It is appropriate therefore that the mandate for F&S is to: Enable academic excellence at the ANU through integrated and innovative facilities and project delivery The F&S mandate speaks of enabling the University s objective of excellence and leadership within the academic community of which it is part. It follows therefore that all activities of F&S should contribute directly to the ANU s objective. It also speaks to attaining excellence in our own endeavours within F&S and ensuring that everything we do as a Division contributes to the capability of ANU to achieve its objectives. We as a Division aspire to be as excellent in our enterprise as our academic colleagues are in theirs. The F&S Operational Plan is an important document, prepared through a process of consultation that guides and assists us to achieve our identified objectives. It is supported by Risk Assessment strategies to ensure the achievement of the s contained herein. These documents combined will ensure we focus on the achievement of these s, which in turn directly contribute to the strategic objectives of the ANU. Christine Allard Director, Facilities and Services Page 2

3 ANU Strategic Imperative High quality infrastructure and services that support academic/research and student/staff requirements in a natural landscaped campus environment F&S Divisional Goals 1. To enhance and build on relationships with our clients by engaging proactively in partnership for the delivery of our services 2. To progress the implementation of ISO 9001 to be ready for and potentially achieve external third party accreditation 3. To manage the campus facilities and infrastructure by demonstrating efficient and effective processes meet the operational needs of the ANU 4. To cultivate professional, supportive, respectful and collaborative behaviours for all member of the F&S team 5. Continually improve client and stakeholder engagement and service satisfaction Page 3

4 s for F&S 1. Improved contract compliance and reporting 2. Improving the quality of project delivery through the efficient planning and execution of capital works 3. Development of a long term transport strategy 4. Designing and implementing reporting regimes 5. Alignment of business goals to Performance and Development Reviews for all staff 6. Effective and efficient management of infrastructure and assets Page 4

5 1. Improved contract compliance and reporting Development of robust, repeatable and scalable contract procurement process Revised approach to Project Initiation Conduct of a gap analysis to identify compliance issues with existing contract procurement process Look to other universities (Go8) and internally for sample best practice contracting practices to address deficiencies identified by gap analysis Revised project initiation process to be tested and implemented Identification of procurement function / delegation within F&S G&R END QTR 4 G&R BEG QTR 4 A/D(PROJ) END QTR 4 A/Ds / BULs and CO END SEP Provide direction/training as required SMTs / BULs END OCT (ongoing annual) Communications Ongoing consultation as processes are developed A/Ds / BULs and SNR COMMS Ongoing Development of audit review processes G&R QTR 3 Consistency F&S Directive outlining procurement framework and responsibilities / accountabilities of all staff SMT / BUL (supported by F&S CO) END OCT (Ongoing annual) Development of standardised procurement templates CO Ongoing review Page 5

6 2. Improving the quality of project delivery through efficient planning and execution Consistency Implementation of a project delivery framework including Whole of Capability Lifecycle procedures / templates A/D(PROJ) QMS END QTR Uniform and clear project delivery processes (eg. ANU Delegation) A/D(PROJ) QMS END QTR 4 Collaboration ANU Campus / College vision DIR F&S Ongoing Expectation Management Early scene setting, and communication regarding a strong procurement governance structure SMT Ongoing Improve oversight of the Commissioning Phase through process development A/D(PROJ) A/D(MAINT) QMS END QTR 4 Compliance Reporting Develop a prescribed Projects Database / Register A/D(PROJ) A/D(MAINT) Project Planning Implementation of the CBRM and ongoing review A/D(PROJ) A/D(MAINT) QTR 2 Ongoing Completed Define and document Gate Reviews in the Procurement process A/D(PROJ) QMS END QTR Page 6

7 3. Development of a long term transport strategy Develop a Campus-wide Transport Strategy (with a view to long-term improvement to parking systems) Management of transport assets Articulate Strategic transport objectives to senior management for endorsement: develop strategies to proactively engage with, and seek feedback from, our stakeholders identify parking hotspots monitor continuous improvement identify Financial payment regime linkages to Transport Strategy from other initiatives: Sustainability / Landscape / Project Delivery / Alternative parking options, etc Identify suitable candidates for delegation of transport asset responsibilities A/D(CCS) END QTR 3 A/Ds END QTR 4 Campus communications Awareness campaign of Transport Strategy A/D(CCS) CY 2017 Implementation of Transport Strategy A/D(CCS) CY 2018/19 Complete Page 7

8 4. Designing and implementing reporting regimes Informed decision making from improved reporting metrics Conduct Gap analysis. G&R (KL) December Timeliness and frequency of Reporting Standard reporting Format Data collection, analytics, reporting and validation Identify what information we currently collect, and identify the information we NEED to collect, to enable informed decision making. Identify monthly reporting metrics, to enable informed decision making. Determine how often the information will need to be provided/updated, so that informed decision making can occur (ie. daily, weekly, fortnightly, monthly, and annually). Design and implement a standardized reporting format, so consistency and accuracy of information/data can be maintained over time. Identify how data will be collected, analysed, reported and validated, such as: 1. Data collection from existing service contracts. Will contract change proposals (CCPs) be required? 2. Does the current contracting framework allow for the collection of this data? What needs to change? 3. What data is currently being collected and how is it presented? 4. Is the data available? How do we validate the source and reliability of the data? G&R (KL) December G&R (KL) December G&R (KL) December G&R (KL) December G&R (KL) December Page 8

9 5. Alignment of business goals to Performance and Development Reviews (PDRs) for all staff Initial completion and annual revision of QMS Procedure Definition documents for all Business units All assigned tasks for business unit staff aligned to F&S Strategic and s BUL G&R Annual Ongoing Annual revision of Section 4 of the QMS Procedure Definition document, detailing Business unit goals and staff tasks that align with F&S Strategic Goals BUL G&R Annual Ongoing Annual F&S Strategic Plan completed in December of each Calendar Year SMT G&R (DK) QTR 4 Page 9

10 6. Effective and efficient management of infrastructure and assets Protocol position Developing one page protocol documents A/D(M) End July Completed Strategic asset management framework Sinking Fund Driving corrective maintenance and the backlog of CM work down Uniformity and documentation of processes IT supportive systems Engage with contractors Establish a Strategic Asset Management Framework for ANU A/D(M) End of QTR Formulate / clarify the requirement for a Sinking Fund with the ANU Chief Finance Officer (CFO) Reset service levels and specifications in Preventative Maintenance contracts A/D(M) End of QTR PROG MGT (DS) Ongoing Implementation of the F&S Quality Management System G&R (DK) End May 2017 Implementation and commissioning of the MAXICLOUD maintenance management system (MMS) Scheduling and delivery of Contractor Forums and performance meetings A/D(M) End Q PROG MGT (DS) Ongoing Page 10