Strategic Planning … developing a roadmap to Our Future

May 30, 2001

“If you don’t know where you are going any road will get you there” Annon

“Without Vision the people parish” Proverbs

Why Strategic Planning?

“When you come to a fork in the road…take it” Yogi Barra

Why Strategic Planning?

“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

Why Strategic Planning Now?

UNC CharlotteFacilitiesChallenge

Student Population

MasterPlanBond

Issue

NewConstruction

AssetWorks Leader

ChangesNew

Personnel

CITICampus

BudgetCrunch

Strategic PlanningOverall Objectives

Determine Facilities Management Vision for the next Five Years

Develop a plan to address these challenges and provide a Path to the Future

Leadership

Strategic Planning –A Management Function

(Baldridge Criteria)

• Strategic & Operational Planning

• Customer SatisfactionDevelopment & Management of Human Resources

• Process ManagementPerformance Results

Mission

Vision

Values

Trends andAssumptions

Key BusinessDrivers

Phase I

Goals

Strategies

MeasurementAreas

Long &Short-term Objectives

Action Plans

Phase III

Phase II

Each Component . . . Helps Address Fundamental Questions.

What business are we in?

Trends and Assumptions

Mission

Vision

Values

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 eachother?

What broad factors must the organization excel at to be successful?

What major trends and assumptions, both controllable and uncontrollable, are likely to occur now and in the future and cause us to change?

For whom do we exist, what do we provide, and how do we provide it? What are their expectations?

Long andShort-term Objectives

Key Stakeholders

Goals

Strategies

Action Plans

Scorecard and Regular

Reviews

What are our goals? What must we strive for to achieve our vision and stakeholder expectations?

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?

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

Mission Statement Development

The Mission of Facilities Management is toplan, build, operate and maintain

the Campus ofThe University of North Carolina at Charlotte

Respect for Others

Facilities Management Values

Honesty

Dependability (integrity)

External Trends and Assumptions:

Campus square footage will more than double in the next five to eight yearsStudent population will grow to 25,000 (1/3 (+) increase)

Technology will change at an increasing rate. Areas whichwill impact Facilities will include:

Smart ClassroomsWireless CampusResearch on CampusHand-held computer applicationsApplication service providers

Distance Education

External Trends and Assumptions:

Budget projections are uncertain- continuing budget may decrease in the near term, expansion budget should growCompetition between Universities for students and faculty will increase

• Demands for privatization/commercialization of

University support operations will increase

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 increaseCustomer expectations for high quality service will grow

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

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

1) Teamwork

Key Business Drivers

2) Customer Service

3) Continuous Improvement

We will continually emphasize these three themes to insure organizational success and individual fulfillment!!

Internal and External

Quality products and servicesDelivered on time and under budgetIn the right quantityCommunicated in a consistent way

“Good communication with our customers is the key to customer satisfaction”

Streamline processesExploit Technology Optimize resources

Stakeholders

• 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)

• UNC Charlotte Students and Parents

What do we want to do as an organization?

• What do we intend to do?• How good do we want to be by 2007?

Vision Statement Development

The Vision Statement describes a future state of existenceincorporating the organization’s values and reflecting its mission.

Define what business the organization is inState how good the organization wants to beAre clearAre inspiring and upliftingAre sufficiently aggressiveAre appropriate in scope

Effective Vision Statements

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

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

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.

Facilities Management Goals

Phase IMission

Vision

Values

Trends andAssumptions

Key BusinessDrivers

Goals

Strategies

Long &Short-term Objectives

MeasurementAreas

Action Plans

Phase II

Phase III

Goal statements are broad, action-and results-oriented descriptions of what the organization must excel at to fulfill its vision.

Goals

Strategies

Long-term Objectives

Short-term Objectives

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.

Action Plans

Phase II Components and Linkages

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).

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

Short-Term ObjectiveReduce Energy Consumption (BTU’s/sq.ft.) by 8% by FY2003

Linkage Example

A. Establish Energy Consumption Baseline in gas and electricity consumption (FY2001)

B. Conduct Energy Audit NLT 4th Qtr. 2001

C. Develop Energy Saving Project List NLT 2nd Qtr. 2002 to include priority and funding strategy

D. Complete lighting retrofit of Campus NLT 4th Qtr. 2002

E. Complete retrofit of condensate lines to stop steam loss by 2nd Qtr. 2002

F. Complete RUP #1 NLT 2003

Action Plan Example

Goal #3Deliver new facilities that support the University Mission

StrategyProvide 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

Linkage Example

Measurement AreaScheduled vs. Actual Occupancy dates

Authorization vs. Actual Expenses

Number of Claims

Linkage Example

Short-term ObjectiveBid opening dates within ± 30 days of scheduled on all Capital Projects

A. Establish Baseline Schedules for all Bond Projects B. Review Schedules weekly/monthly with

Contractors/DesignersC. Require Designers/Contractors to have Professional

Schedulers on all ProjectsD. Insure SCO & DOI Review of Projects is proactiveE. Push University leadership to make decisions in a

timely manner

Action Plan Example

Develop Strategies and Objectives to Achieve the

FIVE FACILITIES MANAGEMENT GOALS

Strategic Planning Session #4Objective

Methodology

Methodology

Work in GroupsFacilitator Leads DiscussionBrainstorm-Write Down Ideas/StrategiesPrioritizeReduce To Top 3-5 Strategies In OrderReport Out To Entire Group

AGENDA for Friday’s Session

8:30-11:00- Strategy Development11:00-12:00- Group Brief-back on Strategies12:00-12:45- Working Lunch12:30-3:00- Goal Development3:00-4:00- Groups Brief-back on Goals

GOAL 1 GOAL 2 GOAL 3 GOAL 4 GOAL 5*Steve Singer

Charlie Puckett

DaveHillard

Caroline Shank

Randy Cole

Tom Sparks

*RayDinello

Byron O’Daniel

TL Smith

Kao Vang

Dave Morton

*Charlie Rust

Dan Ziehm

Doug Thomas

John Neilson

Gail Thomas

*John Faison

Calvin Lowder

GwenSasser

Brian Guns

Chuck Pike

*Sam Bolick

Kelly Nash

Gracie Caldwell

Wendy Nichols

Sylvester Millington

*Facilitator