Final sam asset what is your asset vision 2011
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Final sam asset what is your asset vision 2011
- 1. “Asset Management – What is your Vision? ” YMCA SAM College 2011 Asset Management Conference October 18 -21, 2011
- 2. “Asset Management – What is your Vision? ” YMCA SAM College 2011 Asset Management Conference October 18 -21, 2011
- 3. How our YMCA has changed in 15 Years…… 1995 We served over 647,000 HFR Members & Participants in YMCA`s across Canada Land Value in YMCA`s Across Canada – Over $30 Million Buildings Valued in Excess of $263 Million Furniture & Equipment Valued in Excess of $27 Million 2010 Today we serve over 1 million Members & Participants – 55% growth Land Value in YMCA’S Across Canada - Over $51 Million – 70% growth Buildings Valued in Excess of $442.5 Million – 68% growth Furniture & Equipment Valued in Excess of $36.8 MILLION – 36% growth
- 4. Statements about Vision Vision without action is a dream Action without vision just passes the time. Vision with action will change the world. Joel Barker, the Power of Vision
- 6. Time Change “Asset” in the Future (5 Years & beyond) “Asset” Current State Where “Asset” Needs to be Today Annual Plan/Business Plans outlines what needs to be improved in the short term. “Are we doing things right?” I.E. PM Program Strategic plans outline the change Required for the future. “Are we doing the right things?” Strategic Planning vs Business Planning
- 7. Visioning/Strategic Mindset • Aligned with your Association’s Vision, Mission & Strategic Plan • Be a destination & future the team wants to journey towards – compelling, urgent, inspiring, positive…. • Be a shared & team ambition of what you can become – Idealistic & realistic, well articulated & understood, measureable • Keeps one eye on the future – the other on operations – Are we doing the right things? Vs. Are we doing things right?
- 8. YMCA of Edmonton Asset Management Strategic Operating Plan 2011 – 2015 Prepared by: Nick Parkinson & Edmonton YMCA Asset Team Created: November 2010 Revised:
- 9. 9 Strategic Objective #1: We will have continued commitment to the leadership, growth & development of our people, (staff & volunteers) YMCA of Edmonton – Asset Staff Team YMCA of Edmonton – Asset Volunteers
- 10. Strategies: Develop and Implement Clear Standards of Behavior Minimum Qualifications & Certifications Effective Performance Management/Standards Enhanced Volunteer Utilization Defined education & training program Define and execute on a succession plan Strategic Objective #1: We will have continued commitment to the leadership, growth & development of our people, (staff & volunteers)
- 11. 11 Strategic Objective #2: We will improve out operating practices, processes and systems in order to become more efficient and flexible.
- 12. Strategies: Design and Implement a Comprehensive Preventative Maintenance Program Develop a building round inspection schedule and checklist Endorse and implement SAM 2.0 Preferred Suppliers/Contractors Improve & Standardize Pool Shut Down Procedures Engage suppliers in the YMCA Strong Kids Campaign Reassess Asset model and structure Investigate & leverage technology to improve the efficiency and effectiveness of our Asset Management Develop and implement an Internal Asset Peer Audit Improve and standardize the Asset Management – Manager on Duty (M.O.D.) Training Strategic Objective #2: We will improve out operating practices, processes and systems in order to become more efficient and flexible.
- 13. 13 Strategic Objective #2: We will improve out operating practices, processes and systems in order to become more efficient and flexible. Strategies & Initiatives (i.e. “How” we will achieve the expected outcomes): Strategies Initiatives 1. Design and Implement a comprehensive Preventative Maintenance Program (9) Description: • Asset Management has designed, trained, implemented and monitors a comprehensive PM program for all aspects within asset management. I.e., pools, boilers, elevators, fire alarms, etc. 1. Review and modify current PM processes & tools and identify new PM protocols for development 2. Assess current Facility Operator compliance with current protocols 3. Develop, train and implement new PM protocols
- 14. 14 Strategic Objective #3: We will communicate and function as a highly effective team
- 15. 15 Strategic Objective #4: We will develop a 5 year capital development road map in order to maintain our assets in an as new and relevant condition
- 16. 16 Strategic Objective #5: We will become more environmental and reduce the YMCA of Edmonton Asset & facility footprint on the environment Electricit y H20 Gas
- 17. 17 The achievement of Strategic Objective #6 will occur if we successfully execute on objectives #1 - #5 objectives Objective #1 Commitment to the growth & development of our people Objective #5 Reduce the Associations environmental asset footprint Objective #3 Communicate & function as a highly effective team Objective #2 Improved operating practices, systems & processes Objective #4 Develop a 5 year Capital development plan --------------------------------------------------------------------------------------------------------------- FoundationalExpectedOutcomes Objective #6 We will continuously strive for excellence so that our staff, volunteers members, participants, & community believe we provide clean, safe and well maintained facilities & equipment
- 18. Eight Steps to Leading Strategic Change 1) Why before how: philosophy is important – so many managers & leaders want to learn “how” before “why”. Eg. think about relationship building why do we need to do it, before how we need to do it. 2) Knowing comes from doing and teaching others how – experimenting, doing, reflecting, and trying to do it differently again helps us learn. Teaching helps us learn even more. You have to think about how to help others learn. 3) Action counts - put those plans into action and follow-up. Take first steps, then more steps. Don’t wait until it is “perfect” before acting. 4) There is no doing without mistakes – your YMCA’s response to failure/mistakes is key to determining how much innovation will occur. Are “soft” landings provided for staff or are they free falls?
- 19. Eight Steps to Leading Strategic Change 5) Fear fosters knowing-doing gaps – drive out fear, no one will try something new if they perceive the result will be a career disaster. 6) Fight for your vision & strategic direction, not with each other – focus on cooperation/collaboration and achieving shared goals. 7) Measure what matters and what helps turn knowledge into action – the key foundation to organizational success is a strategy with a few key measures that everyone understands and are routinely tracked. 8) What leaders do, how they spend their time, and how they allocate resources matters – a leader’s actions are stronger than words, focus time on the “big rocks”, and allocate staff and financial resources to support the key strategies of the YMCA.
- 20. 212 – The Extra Degree http://www.youtube.com/watch?v=YyICr0JcCsI&feature=related
- 21. Thank you!
Editor's Notes
- Thanks very much My background. I have been fortunate to work in a number of positions and in two different associations. I have worked in Edmonton for 13 years, 7 years in Calgary and 2 years as a Management Consultant before returning to the Edmonton YMCA as a VP. Through out my career I have participated and been apart of the strategic planning and visioning exercises. But I have to tell you it was my time as a Management Consultant that I truly appreciated and fully understood the value and benefits. Share an example: 15 plus strategic planning and visioning exercises. Meet with CEO’s and leaders and we would ask the question – do you have a plan and multi year vision. Where are you going? They would all answer yes. Does your senior team and all staff know where you are going? The CEO would say yes. But the reality would – when I interviewed the senior teams was this: I have not been asked. I don’t know what the plan is. I would like to contribute and be involved. I think we have one but it is locked in a vault. How would you respond to these questions if I ask you? What would you say.
- So this evening I wanted to: Share a little theory about why it is so important to look long term. Give you a practical example of a multi year vision and format that I believe could work for any YMCA. Large or small, multi branch or single branch, resources or resource constrained and then finally challenge you as a leader to be the catalist for agent of change in your YMCA Just out of interest - How many of you have developed a 3-5 year Strategic Asset Operating Plan? How many of you have a documented one year Asset operating plan? How many of you need to develop this…… You have to dream big. Multi Branch vs. a single branch - all the same. Went through your challenges. Elephant in the room is money. What’s the point – building deficit. Get into trouble – start cutting asset. Challenge. As leaders to look multi year and make the case. To your senior leadership or to your board.
- Since 1995 our membership surveys have consistently shown us that members expect clean, well-maintained, and safe facilities and equipment. Being able to articulate your vision for your Y is an important leadership quality. As leaders of Asset with in our respective YMCA’s I believe it is really important that we have engaged the team in developing a clearly articulated plan and vision One that can inspire and motivate others and sets the direction for the future. In way of background and context: In 1995- BILL STEWART – 1/3 OF THE YMCA’S STRUGGLING, 1/3 OF THE YMCA’S OK, 1/3 OF THE YMCA’S SUCCEEDING Assets were tired and old. YMCA have merged and amalgamated. Observation - SAM has made a significant impact on our asset on a day to day, annual basis. I still observe that many YMCA’s are looking at their facilities and reinvesting at the appropriate levels to maintain their asset. Over the course of the conference you will be engaged in very specific topics and information. My challenge to you is how do you put all this into the big picture. What I have observed is? Economy – the first thing to get cut is capital/asset reinvestment. Edmonton story 5 years ago the Edmonton YMCA was investing $225,000 back into our assets.
- Example I shared before with you. David Maister – Strategy and The Fat Smoker. Nearly all organizations plan and develop strategy. About 95% of organizations fail to implement. You have to have vision and action. A friend of mine shared a story of a trip his wife and mother in law took to the holy land earlier this summer. I thought this was a great example of applying vision and action together. While they were there the mother in law passed away. The under taker told them: You can have her shipped home for $5,000 Or you can bury her here in the Holy Land for $150 My friend said her thought about and told the under taker he will pay the $5,000 & have her shipped home. The undertaker asked: Why would you spend $5,000 to ship her home. When it would be wonderful to have her buried here and only spend $150 The man replied, A man died here 2,000 years ago, was buried here, and 3 days later he rose from the dead. And I just can’t take that chance What a great example of visioning and action.
- The purpose of a Asset Strategic plan is to outline the decisions (choices/tradeoffs) and actions that you will need to undertake to create value and remain relevant. An Asset Strategic Plan should challenge “Are we doing the right things?” This is difficult as there is uncertainty of what the future holds, but if the future was certain there wouldn’t be a need for strategic plans, as the emphasis would be on operational efficiency. This is typically why a company’s business plan and budget is orientated around optimization and marginal improvement because the focus is on the short term and challenges. “Are we doing things right?” The where is asset going over the next 5 years How will it get there. Why before the how. Edmonton Example. Making marginal improvements in our operating practices. Capital requirement - Investing $225,000 5 years ago. Developed a 3 year capital plan that then evolved in to a 5 year plan Presented to the board – the capital needs – had no idea how we were going to fund it. The case created the need and the urgency. Financial Development.
- Vision - Defines overall purpose and our desired future, what it intends to be and become - Outlines a story of what the future will be Mission – Defines What we do and what is our mandate (why we exist) Keep it alive within your team. My plan sits on my desk. agenda.’s on my desk. Delta Airlines – we want to be the airline of choice. Ford – To become the world’s leading consumer company for automotive products and services. etc
- Framework from my consulting time – that has worked really well. There are lots of different formats and processes. A full copy of the Edmonton plan is available on the Wiki. I have brought a few extra hard copies and I would be more than happy to email it if you leave your business card . Copy is available on the wiki We identified 5 Strategic Objectives or as I like to call them buckets. As I reviewed the challenges and opportunities people were experiencing I think our buckets get them
- How many of you utilize volunteers?
- Improve our internal communications Description: Continue to engage Facility Operators in meaningful and ongoing dialogue related to assets 2011-2015 strategic direction, performance and clarify communications standards, behaviors and expectations. Establish and set clear guidelines, standards of behavior and expectations related to individual and team communications. What does it look like when we function well as a team? How do you go about engaging support and assistance? What are FO expectations when an colleague is doing work within your facility? What are our expectations on communication on weekend call? How do we deal and communicate with external agencies? I.e., Health Department What does it look like when we are working well with the Centre Managers and Operations teams? Etc. Engaging all facility operators to support the projects/asset needs will aid in building an effective team Team Audits will also build an effective team and provide increased cross branch knowledge.
- Board needed to see the investment required. Where was the money going to come from Took some education.
- How many of you have developed an environmental asset approach I believe asset teams can play a significant role in reducing the impact on the environment TH – Installation of a hot water tank to heat the building during. Reduced gas consumption. Capital Cost $11,000 Annual savings of 35,000 to 40,000 New Technologies today. Geo Thermal – selling power and energy back to the grid. We will reduce the consumption and increase efficiency in resources (water, gas, electricity) and material use We will be leaders in creating, adapting and applying best environmental design, construction, standards and best practices within our existing & new assets We will provide information & education to our membership, participants, staff and volunteer base about the importance of individual environmental responsibilities
- 700 Global CEOs in 2001 and 2002 biggest challenge to success is engaging staff in their vision Biggest challenge for CEOs and Centre Managers is to stretch to the future We are grounded in today – our mission, meeting or exceeding our goals As leaders in the YMCA there are things we can do, say and act that will assist in closing the gaps. fund raising – why first then how. Asking for money. Leading from behind – MBW Make a plan and engage the right people in discussion & development of the plan Translate the asset vision and plan into your day to day activities and expectations for people
- 6) Power of the arguement 7) SAM measures. 8) How do you spend your time. Time sheet – chargeable - Conroy Ross.
- http://www.youtube.com/watch?v=YyICr0JcCsI&feature=related I think its time to turn up the heat. My challenge for our movement and for each of you is to personally be the leader and driver in your YMCA that is engaging the right people within your YMCA and is driving a multi year long term Strategic Asset Agenda and plan . One that not only asks are we doing things right but one that asks are we doing the right things. (combination of vision and action) It will take attitude, belief, focus and perseverance to make it happen. Be the champion – show the way Thank you for your time this evening. My challenge to you is to use this conference to either develop and or revise and update your plan. Be the change agent in your YMCA.