Strategic Plan
                                   January 1999



      FACILITES MANAGEMENT
                   SERVICES
 ...
FOREWORD

The FMS Strategic Plan is intended to compliment the Business and
Planning (BAP) Strategic Plan. It builds on BA...
FMS STRATEGIC PLAN
                                Vision, Mission, and Values

Vision    FMS will provide the highest qua...
FMS Strategic Plan


CORE         Stewardship of University Facilities
ACTIVITIES   Goal: Plan new or renovated facilities...
FMS Strategic Plan


•   Participate in the development of the Bellefield Steam Plant long
       range plan.
•   Prioriti...
AREAS OF        Information System Enhancements
FOCUS           Goal: Implement effective information systems.
(INITIATIVE...
Departmental Relations
Goal: Strengthen collaborative efforts to attain “legendary service.”
Strategies:
•   Team and part...
FOUNDATIONS   Leadership
              Goal: Create a culture of professionalism, integrity, and camaraderie
             ...
•   Establish performance expectations and provide feedback to
        ensure consistent employee management; document thi...
Vision
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Vision

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Vision

  1. 1. Strategic Plan January 1999 FACILITES MANAGEMENT SERVICES Carnegie Mellon University Buildings (and grounds) that work for the people who use them. Architecture and Engineering Services Assistant Vice President Business Services Capital Projects Deputy to the Assistant Vice President Environmental Health and Safety Operations and Utilities University Architect Work Management
  2. 2. FOREWORD The FMS Strategic Plan is intended to compliment the Business and Planning (BAP) Strategic Plan. It builds on BAP initiatives as they relate to FMS operations. The FMS Strategic Plan does not repeat the BAP Strategic Plan; it provides guidance to the reader as to the direction FMS is taking, and the values and basic philosophies of how FMS delivers its services to Carnegie Mellon University. As a result, both the BAP Strategic Plan and the FMS Strategic Plan must be treated as companion documents. Reading one without the other does not adequately represent FMS. The BAP vision, mission, values, goals, and strategies apply to FMS employees at all levels with FMS vision, mission, values, goals, and strategies specific to FMS operations. For the purposes of this strategic plan, the following definitions are provided: • Core Activities: What we do now and strategies for improving. • Areas of Focus: Initiatives for improving performance. • Foundations: Core values and strategies for growth or improvement. 1 Foreword
  3. 3. FMS STRATEGIC PLAN Vision, Mission, and Values Vision FMS will provide the highest quality facility management and safety/environmental services for academic, research, auxiliary, and business functions in support of Carnegie Mellon’s vision for its future and anticipated relationships in the Pittsburgh region. Mission FMS manages the real property assets (facilities and infrastructure) of Carnegie Mellon University. Critical to FMS activities is the preservation of life safety systems, a consistent capital development program, pro- active facility preservation, and the regular attention to the changing needs of the university community and surrounding environs. Specifically, FMS will accomplish the following: • Optimize the master plan by identifying opportunities to enhance buildings, grounds and utility systems. • Respect and protect the value of university historic facilities. • Provide safety and environmental protection services in support of academic, research, and business activities. • Optimize management systems to respond to university needs. • Ensure the appropriate application of operating, capital, improvement, renovation, maintenance, repair, and utility resources. • Encourage the culture of teamwork and diversity. • Recognize good work. Values Trust Self-Initiative Empowerment Appreciation Safety Environmental Protection Cooperation/Teamwork Respect 2 Vision, Mission, and Values
  4. 4. FMS Strategic Plan CORE Stewardship of University Facilities ACTIVITIES Goal: Plan new or renovated facilities that integrate customer needs, safety, functionality, aesthetics, environment, cost, and maintainability. Strategies: • Utilize life cycle cost analysis and system functionality in new and renovated facility decisions. • Compare and ensure first costs are in line with other universities and private sector organizations. • Revise and utilize an updated project management manual with special emphasis on conceptual design input and commissioning. • Establish construction and renovation standards through the publication and use of design guidelines. • Implement outdoor space master plan. • Obtain City approval for a revised master plan. Goal: Maintain existing facilities to a level consistent with national research and education institutions. Strategies: • Continue the development and implementation of a preventive maintenance program in an expedient manner, and measure its impact on routine maintenance. • Monitor cost of maintenance, and develop strategies to address repetitive problems (e.g., value solutions vs. quick fixes, on- time/on-budget). • Provide routine maintenance services in accordance with performance standards and customer requirements. • Achieve maintenance equilibrium by obtaining funding at least equal to annual increases in deferred maintenance. • Ensure that work is completed or deferred according to appropriate criteria; communicate to customer. • Update facility condition inspection on a 5-year cycle. • Develop a long term master plan for life safety. Goal: Upgrade utility infrastructure and maximize efficiency of utility systems. Strategies: • Develop and implement an energy management plan. 3 Core Activities
  5. 5. FMS Strategic Plan • Participate in the development of the Bellefield Steam Plant long range plan. • Prioritize and implement the Utility Master Plan. Customer Satisfaction Goal: Fully satisfy customer driven requirements balancing quality and cost. Strategies: • Survey customers to determine if maintenance services, project work, safety and environmental services, and custodial activities meet their needs. • Utilize survey information to drive changes in workforce deployment, resource allocation, and standards. • Enhance lines of communications with customers and help them understand facility issues. • Strengthen the facility coordinator program. • Have customers collaborate in the development of products and services. Goal: Enhance safety for FMS employees. Strategies: • Inspect mechanical rooms and utility tunnels for asbestos materials; remediate problems and post warning signs, as needed. • Expand the functionality of the FMS Safety Committee and to provide real, tangible safety improvements. Goal: Provide appropriate systems and resources to enable the workforce to perform at maximum productivity. Strategies: • Provide correct materials when needed through stocking or just-in- time (JIT) delivery from preferred vendors. • Provide sufficient tools and vehicles appropriate for getting the job done consistent with university requirements. • Eliminate redundant paperwork; strive to develop a paperless process. • 4 Core Activities
  6. 6. AREAS OF Information System Enhancements FOCUS Goal: Implement effective information systems. (INITIATIVES) Strategies: • Maintain desk top computer and server systems at appropriate levels. • Determine software needs and standardize software including appropriate upgrades and linkage to databases. • Provide appropriate level of document conversion capability needed for cross-environment communication. • Ensure access to FMS electronic systems for shop personnel. • Ensure that electronic systems are Year2000 compliant. • Create an FMS library system, including Computer Aided Facilities Management, to manage plans, specs, and operations manuals. Quality Assurance Goal: Design for quality. Strategies: • Create a quality assurance function reporting to the AVP. • Monitor implementation of the Strategic Plan. • Prepare comparative analysis (timeliness/cost/quality) of project and maintenance work. • Ensure error-free financial activities in the areas of time tracking/ pay of hourly employees, PTO tracking, and customer billings. Process Improvements Goal: Achieve superior results through process simplification. Strategies: • Benchmark against the “best of the best.” • Evaluate value of services; prioritize according to needs and redirect resources for highest value. • Formalize and fund commissioning of new buildings and significant renovations. • Automate building systems to achieve maximum efficiencies. 5 Areas of Focus
  7. 7. Departmental Relations Goal: Strengthen collaborative efforts to attain “legendary service.” Strategies: • Team and partner within FMS and throughout the University to make effective use of available expertise. • Examine current level of activity, dedication, and real contribution. Goal: Celebrate diversity. Strategies: • Foster diverse opinion and promote the benefits of this diversity. • Develop mutual respect among all workers. • Seek participation in bidding by disadvantaged business enterprises. • Work with Human Resources to seek qualified candidates with diverse backgrounds. 6 Areas of Focus
  8. 8. FOUNDATIONS Leadership Goal: Create a culture of professionalism, integrity, and camaraderie around our vision, mission, and objectives. Strategies: • Clarify purpose, policies, and procedures; continuously update directives manual. • Utilize sound business practices (accountability at all levels). • Manage by fact. Goal: Ensure a supportive environment. Strategies: • Focus on team as the basic structure of work. • Empower everyone in the workplace to perform meaningful, productive work. • Cause staff to feel connected to vision, mission, purpose, customers, and success of the department. Employee Success Goal: Provide professional development opportunities to ensure personal success. Strategies: • Create a learning organization. • Develop a professional development plan for each employee as part of the performance feedback process. • Implement training and development plans to meet the needs of the individual and the university. • Provide training required by regulatory or professional organizations. • Funding training as a high priority. • Participate in learning forums to develop technical skills, mentoring, apprenticeships, networking, and on-the-job training. Goal: Establish consistent standards of performance for all FMS employees. Strategies: • Develop and validate position descriptions for each FMS employee to make them accountable for their work. 7 Foundations
  9. 9. • Establish performance expectations and provide feedback to ensure consistent employee management; document this review process. • Recognize good work. • Nominate employees who have performed in an exemplary manner for division and/or university recognition and reward programs. Communication Goal: Develop and implement a communication plan for FMS. Strategies: • Create a bulletin board to post organization specific information. • Publish minutes of meetings, and distribute to membership and post on bulletin board. • Appoint task force to investigate other communication mechanisms. • Continue the publication of the quarterly and annual FMS reports. • Publish a monthly 8½ by 11 for all employees. 8 Foundations

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