SPECIAL FACILITIES MANAGEMENT

Transcription

1 SPECIAL FACILITIES MANAGEMENT STRATEGIC OPERATING PLAN 2008 Vision To be the premier, global special facilities and event production operation supporting the needs of UTEP and the region. Mission The mission of the UTEP Special Facilities Management is to maintain the facilities of Magoffin Auditorium, the Don Haskins Center, and the Sun Bowl to the highest possible industry standards and to provide expertise, equipment, staffing, and technical support for all events that perform in these facilities. The department must generate revenue required to sustain general operations and facility maintenance, as well as to improve or expand operations, programs, or facilities. The department will coordinate and host activities which promote the recreational, cultural, personal, and educational development of students, faculty, staff, alumni, and guests of the University. Values Our mission is accomplished through the following values and beliefs representing the basics of what we stand for as a department: integrity, honesty, fairness, professionalism, quality service. Services Special Facilities Management provides facility and technical support services to special event venues and other activities at the University and in the community.

2 Strategic Initiatives Goal 1: To provide excellent customer service that exceeds the needs and expectations of our customers. 1. Provide Customer Service Training for all personnel. Progress Measurement: One training per staff member per year with documented attendance Responsible Individual: Mike Spence Targeted Completion Date: September, 2008 Compact Priority Alignment: Balanced Scorecard: Customer Perspective Employee Learning & Growth Perspective 2. Development of a Balance Score Card Outcome Measurement Value for the current feedback mechanisms. Progress Measurement: This unit has been collecting Customer Satisfaction Surveys. These surveys may require restructuring. This initiative is to develop this information into a BSC value. Responsible Individual: Lucretia Boucher Targeted Completion Date: May, 2008 Balanced Scorecard: Internal Process Perspective 3. Continue to provide technical training to casual labor in the proper use of equipment and troubleshooting. Progress Measurement: One technical training per staff per year with documented checklist of skills learned Responsible Individual: Fernie Mabini & Chuy Olmedo Targeted Completion Date: September, 2008 Balanced Scorecard: Customer Perspective Employee Learning & Growth Perspective

3 Goal 2: To achieve the highest level of professionalism, productivity, and employee/customer satisfaction through professional development activities. 1. Become responsible party for standard preventative maintenance issues for the three special venues. The preventative maintenance program currently exists but is administered by another unit. Progress Measurement: Ratio of maintenance manhours to service of work manhours. Responsible Individual: Chuy Olmedo Targeted Completion Date: August, 2008 Balanced Scorecard: Internal Process Perspective 2. Continue to provide technical training to casual labor in the proper use of equipment and troubleshooting. Progress Measurement: One technical training per staff year with documented checklist of skills learned Responsible Individual: Fernie Mabini and Chuy Olmedo Targeted Completion Date: August, 2008 Balanced Scorecard: Employee Learning & Growth Perspective 3. Devise a staff development plan for each permanent staff member that becomes a part of each staff member s annual evaluation. Progress Measurement: Written documented and follow-up included on evaluation Responsible Individual: Mike Spence Targeted Completion Date: March, 2008 Compact Priority Alignment: Balanced Scorecard: Employee Learning & Growth Perspective Internal Processes Perspective 4. Transition to TMA management software system. Related outcome will be improvement of customer billing time. Progress Measurement: Incorporation of TMA into business process of the unit. Invoices should be sent out within 30 days of event completion. Responsible Individual: Lucretia Boucher Targeted Completion Date: June 30, 2008 Balanced Scorecard: Internal & Financial Perspective

4 Goal 3: Continuous improvement and advancement of technology, equipment, and facilities to become the premier facility operation. 1. Maintain and update a Facilities Improvement Plan for each venue: Magoffin, Don Haskins Center, Sun Bowl; work with users to assess and prioritize needs (to include equipment) and develop budgets. Have Environmental Health and Safety and EO/AA offices evaluate Facilities to ensure compliance with ADA guidelines and other safety measures. Continue to evaluate, maintain, and upgrade technical equipment in the Facilities. Progress Measurement: Evaluations completed, lists developed, acted upon, kept on file and submitted to the VPBA annually. This item to be tied to budget cycle Responsible Individual: Mike Spence & Staff Targeted Completion Date: February, 2008 Compact Priority Alignment: Balanced Scorecard: Internal Processes Perspective Goal 4: Continuous improvement of internal operations to maximize efficiency and effectiveness. 1. Development of a Department Policy and Procedures Manual. Progress Measurement: Manual distributed to staff and VPBA Responsible Individual: Lucretia Boucher & Jenny Fraire Targeted Completion Date: August 31, 2008 Compact Priority Alignment: 2. Develop, and update as needed, a work schedule for custodial employees for their daily, weekly, monthly and events schedules. Progress Measurement: Schedule on file and used by staff Responsible Individual: Chuy Olmedo & David Bustillos Targeted Completion Date: May 31, Work with UTEP Police Department to develop a facility security plan for each facility to ensure better security. Progress Measurement: Plans developed and distributed to crews. Item will be reviewed annually and any proposed changes requiring funding will be presented as budget requests during the budget cycle. Responsible Individual: Mike Spence & UTEP Police Targeted Completion Date: February, 2008 Compact Priority Alignment:

5 Goal 5: To continue to operate the department in a fiscally responsible manner. 1. Development of an annual budget which will allow the department to generate the revenue required to sustain general operations and facility maintenance, as well as to improve or expand operations, programs, and facilities. Progress Measurement: Budget Met Annually Responsible Individual: Mike Spence & Lucretia Boucher Targeted Completion Date: Ongoing Compact Priority Alignment: Balanced Scorecard: Financial Perspective