Transcript Document

Welcome to the Practice Leadership
Forum – Property and Campus
Services Planning 2012/13
Tuesday 3 April 2012
Chris White
Executive Director, Property and Campus Services
Workshop Structure
1. Introduction and overview by Chris White
2. PCS Planning for 2012/13 – presentations and
3.
4.
discussions
Hot News – mini-talks about Major Projects and Print
Management
Practice Leadership in Facility Management and
Sustainability for 2012 - workshop programme and
discussion.
PCS Planning – Practice
Leadership Workshop 1 - 2012
Purpose of the first part of this workshop:
• Faculty/department input as feedback loop in the
development of the PCS Planning for 2012
• a reality-check of the 5 key Strategic Objective areas,
and key performance measures that we are prepared to
be judged on
• a sense of “locked-in” agreed expectations from this key
group, in order to support PCS presentation of proposals
to Senior Management.
Drivers – gaining commitment to our joint priorities for
2012/sense of new urgency/importance
What we Are
• The University of Melbourne is:
– top in Australia and 37 in the world – (2011 Times Higher
Education rankings)
– 40,000+ students and 7,000+ staff
– equivalent to Victoria’s 5th biggest “City”
• PCS is a complex property management business:
–
–
–
–
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–
–
$250m.+ business per year
200+ staff
$200m. projects
$52m. property operating costs
$2.4bn. asset replacement value
800,000 m² GFA
162 hectares maintained area
What we Do
• Pretty much the same as a local Council, except
we also:
– clean and maintain every building
– provide keys/access to every occupant
– provide security for every person, etc.
– manage the delivery of new and refurbished
buildings, etc.
• Our Purpose:
– Provide a world-class sustainable campus
environment.
PCS 2011 Key Achievements – Projects
• Transforming Parkville Campus as discipline clusters and research
precincts take shape.
• 79 capital projects completed during 2011
• VCAT granted PDI planning approval and construction underway.
• Kenneth Myer Building (Melb Brain Centre) completed under budget,
ahead of time & awarded 5 star GBCA Education Rating.
• New Library/Flexible Learning Facilities/Graduate Schools enhance
student experience
• $33M spent on Maintenance with 34,000 jobs completed and backlog
reduced by $10M.
Giblin Eunson Library
Brownless Library
Medical Student Centre
Baillieu Library Before
Baillieu Library After
PCS 2011 Key Achievements - Services
• 5 Practice Leadership Workshops held to support our community of
practice on PCS Operations, Space Planning, Service Contracts, Project
Delivery and Sustainability.
• Major service contact renewals for cleaning, security and grounds.
• Space policy/procedures in place and GM Space Management appointed.
• 172 ML of Potable Water saved against 2006 baseline (34%)
• 3000 tonne CO2 saved and reduced energy consumption by 2400 MWhr.
• 1876 bike spaces available with new secure storage facilities.
• Increased recycling rates for waste from 41% to 45%
• Delivered our services within budget and maintained our cost
effectiveness
Melbourne Graduate School of Humanities
& Social Science
Graduate School of Science
Melbourne School of Land & Environments
Elisabeth Murdoch Student Centre Southbank
PCS 2011 Key Achievements – People and Systems
• Invested in our people through culture change, leadership
•
•
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•
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development, and recognition and reward
Delegated management of “Organisational Culture Inventory”
(OCI) Program to the Project Team
Improved our communication internally with Orientation
Workshops/Social Club etc., and with clients through Practice
Leadership forums
Signed off on required results from the PCS Review (2009), with
some further work required in project delivery and PRINCE2
Developed our systems, policies and procedures –
website/Sakai, Design Standards, Project Management
Guidelines and Service Request System, with support from
cross-functional teams
Upgraded and delivered a new recognition and reward scheme
PCS Organisational Culture compared to the
University Sector
Actual PCS Culture –
April 2010
University Sector Culture
Norm
Culture Activities 2010-2011
NOV
Aware
GM’s Coaching Program
Executive Meeting Protocols
Managers’ Buddy set up
Lifestyle Inventory for
Managers and Team Leaders
Achievement Thinking for
Managers and Team Leaders
Workshop
Social Club
Orientation ‘meet and greet’
Recognition and Reward
Act
APR
2010
O
C
I
S
U
R
V
E
Y
Executive Leadership
Section Action Plans
Lifestyle Inventory for
GMs
Purpose and Values
Section Workshops
Section Action Plans
HR Principles
Uniforms
2011
Achievement Thinking
Projects
Meeting Mastery Templates
Roles and Responsibilities
Workshop
Executive Coaching
July 2011
Customer Survey
Feb 2011
O
C
I
R
E
S
U
R
V
E
Y
February 2012
PDR Performance
Plans
PCS Planning Days
Cross Functional teams
Customer Survey
July 2010
Customer Survey
2011 Senior Managers Group
Feb 2010
Customer Survey
2011 Practice Leadership Programme (with External Stakeholders)
BUSINESS IMPROVEMENT GROUP
CUSTOMER
Accept
Activities undertaken April 2010 – Feb. 2011
Executive Leadership
Section Action Plans
Lifestyle Inventory for GMs
Purpose and Values
Section Workshops
Section Action Plans
HR Principles
Uniforms
Activities undertaken April 2011 – July 2011
GM’s Coaching Program
Executive Meeting Protocols
Managers’ Buddy set up
Lifestyle Inventory for Managers and Team Leaders
Achievement Thinking for Managers and Team Leaders
Workshops
Social Club
Orientation ‘meet and greet’
Recognition and Reward
Activities undertaken July 2011 – Nov. 2011
Achievement Thinking Workshops and Projects
Meeting Mastery Templates
Roles and Responsibilities Workshop
Executive Coaching
Progress in the Retest
Actual PCS Culture –
April 2010
Actual PCS Culture –
Nov. 2011 retest
PCS Activities in February – April 2012
PDR Performance Plans
PCS Planning Days
Cross -functional teams
Part 2 - PCS Planning 2012/13
To deliver our purpose of providing a world-class
sustainable campus environment, we need:
• One PCS
• Collective Leadership
• Do it Now
PCS Planning Process in 2012
Expected Outcomes:
• Jointly involve Senior Managers and Directors in the
planning process
• Collectively reflect the value of cross functional teamwork
in the planning process
• Ensure that the PCS strategic plan is useful with clearly
defined initiatives and activities
• Agreement on how we deliver to the plan and monitor
and review progress.
Guiding principles for the PCS Strategic Objectives
1.Relevant PCS wide (‘One PCS’)
2.Each strategic objective to have one headline KPI
3.Headline KPI’s have a data source and be clearly measured
4.Shared accountability across Executive Director and Directors
for all headline KPIs (and built into performance plans)
5.Language and presentation must be meaningful and
accessible to all staff and stakeholders
6.Less is more (the fewer strategic objectives the better) –
especially for performance monitoring and reporting)
PCS Strategic Framework 2012
KPI
1.Client satisfaction
2. Service Delivery
measures :
time
budget
quality
Service Delivery
1. Strategic Property
Directions
Strategic Property
Directions
3. Client
Relationship
4. Processes & Systems
5. People & Culture
Effective
2. Services to
Customers
• Faculties &
Services to clients
Budget Divisions
• PCS
communication
Client Relationships
KPI
• quality
•efficiency etc
KPI
•Culture measure
•Staff satisfaction
•Skill levels etc.
Examples of initiatives
1. Create a jointly developed Strategic
plan 2012/2013
2. Review consultative process with
budget divisions to align with University
strategic asset framework
3. Ensure optimal space for clients
4. Publicise roles and
responsibilities/complete policies and
procedures
5. Develop customer service training,
including expectation management
6. Develop customer service charter
7. evelop customer service charter, and
embed awareness that we are in a
service industry/manage expectations
1. Develop across PCS a consistently
high data analysis and reporting
capability
2. Make it easy, relevant, simple and
convenient for a client requesting a
service
1. Implement staff mentoring
programme to support colleagues,
better utilise staff skills and plan
succession
2. Extend OCI across the organisation to
better support the ‘disengaged’ staff
1. Strategic Property Directions
Developing and supporting the fabric of the University
Future State:
• Achieved higher order objectives in Uniplan (Carlton
•
•
•
•
•
•
•
Connect)
A suite of documents that outline how these objectives
will be met
A strategic framework
University Council endorse strategic framework
University community understands framework
University community feels consulted
Strategic framework informs faculty business plan
Good, decisive “quick” communication from the
Executive Board.
Strategic Property Directions
INITIATIVES
• Develop and publish
•
•
Master Plans that support
the delivery of the
University Plan 2011-14
Consolidate property and
facility information across
PCS
Undertake feasibility
studies in support of
current major project
initiatives
• Manage major project
•
•
•
delivery on time and
within budget
Strategically manage the
University’s property
assets
Achieve further
substantial reductions in
the University’s
environmental impact
Develop with City of
Melbourne improvements
to public realm in South
Parkville and Southbank.
PCS Strategic Framework 2012
Service Delivery
Strategic Property
Directions
Client Relationship
Strategic Property
Directions
KPI
1.Client satisfaction
2. Service Delivery
measures :
time
budget
quality
Processes & Systems
People & Culture
Effective
Services to
Customers
• Faculties &
Services to clients
Budget Divisions
• PCS
communication
Client Relationships
KPI
• quality
•efficiency etc
KPI
•Culture measure
•Staff satisfaction
•Skill levels etc.
Examples of initiatives
1. Create a jointly developed Strategic
plan 2012/2013
2. Review consultative process with
budget divisions to align with University
strategic asset framework
3. Ensure optimal space for clients
4. Publicise roles and
responsibilities/complete policies and
procedures
5. Develop customer service training,
including expectation management
6. Develop customer service charter
7. evelop customer service charter, and
embed awareness that we are in a
service industry/manage expectations
1. Develop across PCS a consistently
high data analysis and reporting
capability
2. Make it easy, relevant, simple and
convenient for a client requesting a
service
1. Implement staff mentoring
programme to support colleagues,
better utilise staff skills and plan
succession
2. Extend OCI across the organisation to
better support the ‘disengaged’ staff
2. Services to Customers
Meeting the Faculty /Budget Division needs and wants
Future State:
• Achievement/delivery of services in services
catalogue
• Client awareness of content of service catalogue
• Service catalogue reflects client needs
• Managing client expectation around client needs:
•
they understand costs and rules of game
Process and systems and culture align to client
needs
• Recognising and meeting needs of internal PCS
customers.
Services to Customers
INITIATIVES
A Planning
• Annual review of catalogue with
customers
• Publicise roles and
responsibilities/complete policies &
procedures
• Greater transparency of the
complexities associated with each
service model within PCS (client
publication).
B Performance
• Be consistent with/improve the
delivery/communication of our services
to our clients/implement what we agree
• Be clear around who our clients are –
both internal & external
• Ensure optimal space for customers
• Deliver services as described in
catalogue
• Deliver infrastructure plan
• Manage difficult issues as they arise
• Deliver customer service training,
including expectation management
C Review
• Workload diagrams for service tasks
• Develop ‘one stop shop’ front end
• Successfully complete space charging
review
• Develop Practice Leadership to assist
review capability
• Common Database – integration of
system.
PCS Strategic Framework 2012
Service Delivery
Strategic Property
Directions
Client Relationship
Strategic Property
Directions
KPI
1.Client satisfaction
2. Service Delivery
measures :
time
budget
quality
Processes & Systems
People & Culture
Effective
Services to
Customers
• Faculties &
Services to clients
Budget Divisions
• PCS
communication
Client Relationships
KPI
• quality
•efficiency etc
KPI
•Culture measure
•Staff satisfaction
•Skill levels etc.
Examples of initiatives
1. Create a jointly developed Strategic
plan 2012/2013
2. Review consultative process with
budget divisions to align with University
strategic asset framework
3. Ensure optimal space for clients
4. Publicise roles and
responsibilities/complete policies and
procedures
5. Develop customer service training,
including expectation management
6. Develop customer service charter
7. evelop customer service charter, and
embed awareness that we are in a
service industry/manage expectations
1. Develop across PCS a consistently
high data analysis and reporting
capability
2. Make it easy, relevant, simple and
convenient for a client requesting a
service
1. Implement staff mentoring
programme to support colleagues,
better utilise staff skills and plan
succession
2. Extend OCI across the organisation to
better support the ‘disengaged’ staff
3. Client Relationship
Managing the way we relate to clients and the way we are seen
Future State:
• Customer satisfaction - completed survey rate percentage
•
•
•
•
•
•
•
high
Improved reputation
Our customers prefer to deal with PCS – first point of call
– expectations managed
– treated with respect
Friendly, succinct information
Pro-active client management
Consistent messages – PCS – client
Timely
Close the loop on interactions – check service delivery –
how did we do?
Client Relationship
INITIATIVES
A Charter of Responsibilities
• Develop customer service charter,
and embed awareness that we are in
a service industry/manage
expectations
• Internal and External alignment
(understand services, processes, client
needs and desired outcomes) and
where to go
B Leadership
• Develop and embed Customer
Relationship Management strategy
and practice
• Develop Customer Service training
requirements and embed
• Expand PCS Practice Leadership
program as a partnership
C Communications
• Embed and support communications
role
• Let clients know what is going on, in
terms of:
– Planning - what we are going to do
if they agree with what they want
– Operational Feedback - progress
– Closing the loop - are you happy
with the work?
• Develop and embed standard front
of house reply, and a “sorry”
standard response where we can’t
deliver
• Single point data entry/ Single data
report/exit
PCS Strategic Framework 2012
Service Delivery
Strategic Property
Directions
Client Relationship
Strategic Property
Directions
KPI
1.Client satisfaction
2. Service Delivery
measures :
time
budget
quality
Processes & Systems
People & Culture
Effective
Services to
Customers
• Faculties &
Services to clients
Budget Divisions
• PCS
communication
Client Relationships
KPI
• quality
•efficiency etc
KPI
•Culture measure
•Staff satisfaction
•Skill levels etc.
Examples of initiatives
1. Create a jointly developed Strategic
plan 2012/2013
2. Review consultative process with
budget divisions to align with University
strategic asset framework
3. Ensure optimal space for clients
4. Publicise roles and
responsibilities/complete policies and
procedures
5. Develop customer service training,
including expectation management
6. Develop customer service charter
7. evelop customer service charter, and
embed awareness that we are in a
service industry/manage expectations
1. Develop across PCS a consistently
high data analysis and reporting
capability
2. Make it easy, relevant, simple and
convenient for a client requesting a
service
1. Implement staff mentoring
programme to support colleagues,
better utilise staff skills and plan
succession
2. Extend OCI across the organisation to
better support the ‘disengaged’ staff
4. Processes and Systems
Developing an efficient “one-PCS” approach to our service delivery
approach
Future State:
• A website that informs people of current work (‘that noise
•
•
•
•
•
•
•
out there’)
People know what processes and systems to use to do
their job (‘well educated’)
Get quality data/reports in accessible format
Process mapping/dots joined so people can be inducted
easily
Common processes linked across PCS
Processes that are efficient and effective (‘and spend less
time looking for blockages’)
User-centric ‘one stop shop’ logic
Integrated programs capital and maintenance.
Processes and Systems
INITIATIVES
Customer Focus
• Make it easy, relevant, simple and
convenient and fast for a client
requesting a service – ‘privilege the
client’/‘one stop shop’
• User-centric information interfaces for
client – “I see what I need to see”
• Defined service targets for response and
resolution times
• Assess level of student satisfaction within
facilities (expectations?) and
infrastructure/appropriate use of social
media
Technical Systems
• Getting ready for Themis Improvement
Project Rollout (TIP- Oracle)
• Planning/Budgets (Capital Plan) - a
holistic approach to planning
processes/Integrated planning across all
projects - “Project Management Office”
responsibilities
• Evaluate current data systems e.g.
Archibus Project Management
• Financial data and building information
(include project activities) access to
all/develop UOM SIS
Technical Support Processes
• Develop across PCS a consistently high
data analysis and reporting capability
• Common approach to Contractor
Management
• Post occupancy evaluation/condition audit
integration
• Improved fiscal governance & processes
(from funding commitment to Invoice
Processing
PCS Strategic Framework 2012
Service Delivery
Strategic Property
Directions
Client Relationship
Strategic Property
Directions
KPI
1.Client satisfaction
2. Service Delivery
measures :
time
budget
quality
Processes & Systems
People & Culture
Effective
Services to
Customers
• Faculties &
Services to clients
Budget Divisions
• PCS
communication
Client Relationships
KPI
• quality
•efficiency etc
KPI
•Culture measure
•Staff satisfaction
•Skill levels etc.
Examples of initiatives
1. Create a jointly developed Strategic
plan 2012/2013
2. Review consultative process with
budget divisions to align with University
strategic asset framework
3. Ensure optimal space for clients
4. Publicise roles and
responsibilities/complete policies and
procedures
5. Develop customer service training,
including expectation management
6. Develop customer service charter
7. evelop customer service charter, and
embed awareness that we are in a
service industry/manage expectations
1. Develop across PCS a consistently
high data analysis and reporting
capability
2. Make it easy, relevant, simple and
convenient for a client requesting a
service
1. Implement staff mentoring
programme to support colleagues,
better utilise staff skills and plan
succession
2. Extend OCI across the organisation to
better support the ‘disengaged’ staff
5. People and Culture
‘Developing a “one-PCS” approach to our skills and
“the way we do things around here”
Future State:
• Automatic involvement of people from cross-functional
•
•
•
•
•
•
•
•
areas
All staff are engaged in culture change program
Overwhelmed by people offering business cases/ideas
proactive offering of initiatives to prioritise
People recognising that their effort is valued
Positive energy – a buzz
Proactive development plans, core spend budget
People understand own and others roles
Reduced number of disengaged staff
100% of PDRs completed
People and Culture
INITIATIVES
Strategic HR
• Staff mentoring program across PCS
to support colleagues,
• better utilisation of staff skills
• succession planning
HR Planning
• Workload management programme
• refresh all position descriptions
• empower people to deliver
• educate on functional
roles/processes within PCS
Recognition & Reward
• Build reflective practice by the
sharing of achievements
• more celebration of success
• encourage and reward innovation in
professional practice
• promote the achievements of
innovators to their peers to improve
staff engagement
Leadership Development
• Continue leadership development of
Executive & senior managers
• good training in PDR talent and
performance management/difficult
conversations
Organisational Culture
• Extend OCI across all
staff/areas/targeted interventions for
“the disengaged”, to generate an
attitudinal shift
One PCS
• All staff understand and
demonstrate “One PCS”/‘client
focus/desire to improve
• Possible professional development
– Facilities Management
Apprenticeships (12-24 months
job rotation)
– Roles “shadowing” program
– Attending meetings as observers
– Walking group.
PCS Strategic Framework 2012
Service Delivery
Strategic Property
Directions
Client Relationship
Strategic Property
Directions
KPI
1.Client satisfaction
2. Service Delivery
measures :
time
budget
quality
Processes & Systems
People & Culture
Effective
Services to
Customers
• Faculties &
Services to clients
Budget Divisions
• PCS
communication
Client Relationships
KPI
• quality
•efficiency etc
KPI
•Culture measure
•Staff satisfaction
•Skill levels etc.
Examples of initiatives
1. Create a jointly developed Strategic
plan 2012/2013
2. Review consultative process with
budget divisions to align with University
strategic asset framework
3. Ensure optimal space for clients
4. Publicise roles and
responsibilities/complete policies and
procedures
5. Develop customer service training,
including expectation management
6. Develop customer service charter
7. evelop customer service charter, and
embed awareness that we are in a
service industry/manage expectations
1. Develop across PCS a consistently
high data analysis and reporting
capability
2. Make it easy, relevant, simple and
convenient for a client requesting a
service
1. Implement staff mentoring
programme to support colleagues,
better utilise staff skills and plan
succession
2. Extend OCI across the organisation to
better support the ‘disengaged’ staff
Part 3 - Mini Talks
ITEMS OF INTEREST
• Leo Fincher-Johnson
Construction Manager, Major Projects
• Greg Kranz
Manager, Print Management Unit
PMU – Print Management Unit
Digital Print Centre / Print Management Unit
What’s the difference?
Digital Print Centre
Print Management Unit
Outsourced production
On-site production
Customer
Supplier
PMU
Helps you find the right supplier, the cost low and
delivered on time.
Benefits
- Pointing you to the right supplier
- Savings to you
- Retaining Intellectual Property
- Reducing carbon footprint
Services
Print Consultants will help departments manage the print process from end to end.
The PMU supports initiatives of other services.
Services provided through the PMU are:
PMU
Strategic procurement
MarCom
Catalogue
Preferred suppliers
Reporting
Cost reduction
Brand Approval
Price transparency
Retain IP
Purchase Orders
Instant Pricing
Storing digital assets
Proof Approvals
CO2 Emissions
Strategic procurement
Strategic procurement
T.I.P
Sustainability
Contacting us
Web: www.pmu.unimelb.edu.au (under construction)
Email: [email protected]
In person: Print Consultants will be in contact
Part 4 - PRACTICE LEADERSHIP IN FACILITY
MANAGEMENT AND SUSTAINABILITY
P/L Workshop Program and Activities for 2012
Structure:
1. OUTLINE OF PROPOSED 2012 WORKSHOP
PROGRAMME
2. DISCUSSION OF WHETHER THIS PROGRAMME
3.
HITS THE MARK
DISCUSSION ABOUT WHAT ELSE IS NEEDED APART FROM WORKSHOPS
Proposed P/L Programme for 2012
• June – Space Management and
Space Charging
• July - Project Management/PRINCE2/
Project Management Office
• September – (Not yet set)
• November – “One PCS”
P/L Workshop 2 – Space
Management and Space Charging
• Underlying concept is to expose current approaches to
policy and procedures that have been implemented by
PCS:
– data capture/maintenance/exposure (via UoMSIS)
– space-based payment for service provision
– application of standards for space provision
– etc.
Drivers: Increase collaboration and knowledge/reduce
‘fear and loathing’ in the charging space
P/L Workshop 3 – Project
Management
• Underlying concept is the spread of understanding/use of
PRINCE2:
– Responsibility/skills/training in “Project Mandate”
development
– Availability of costing models and design standards
– “Business Case” development/skills training
– Project scheduling via Project Management Office
Drivers - Reputation/partnership issues/productivity
P/L Workshop 4 for 2012
• Not yet set – planned for September 2012 – possibilities?
• DISCUSSION
P/L Workshop 5 – “One PCS”
• Underlying concept is the presentation of the unified
strategy and service provision within PCS.
– A general overview of our strategic purpose and
objectives (including our cross-sectional focus)
– Exposing PCS expectations and operational activities
– Assess how well we achieved service delivery in the
areas of strategic focus set in April (including our
cross-functional teams)
Drivers Reputation/communication/understanding/input
into issues
Practice Leadership – what else?
• Discussion about how to meet potential ‘other’ needs of
‘facility management’ staff in Faculties/Budget Divisions
e.g.:
– Smaller discussion groups
– Faculty/budget division support sessions
– Training (e.g. publicity for TEFMA ‘Leadership
Development’ course)
– General functions/activities/invited speakers
Workshop close
• Thank you
• Informal Discussions/refreshments (4.00pm – 5.00 pm)
© Copyright The University of Melbourne 2012