Facilities Management Strategic Plan

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1.0 INTRODUCTION

Facilities Management has developed a three year Strategic

Plan. This plan results from a consultative process with both Senior Management and our customers. It is part of an overall coordinated strategic planning process that has occurred within Finance and Facilities.

The purpose of the strategic plan is to provide Facilities Management staff with the direction required to coordinate resources and efforts to assist the University in meeting its goals. Through the consultative process and review of key University strategic documents, including the Presidents UPEIs Strategic Overview to the Board of Governors, nine Strategic Goals have been developed in Section 8 of this plan.

Reporting to the VP Finance and Facilities, the Department of Facilities Management is responsible for planning and performing maintenance and cleaning services of buildings and grounds, security services and planning and managing capital projects. The department works with the Board through the Property and Assets Committee, the campus community, as well as government agencies including WCB, City of Charlottetown Planning and Utility Divisions, and police agencies to assist in enhancing and delivering the services it provides.

2.0 MISSION

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The mission of the Facilities Management Department is to serve the University community through the planning, design, construction, operation, protection, and maintenance of its physical facilities, and to provide direction and support to senior administration in planning deferred maintenance, enhancement of buildings, and new capital investment in facilities.

These services support and enhance the academic, research, and administrative environment of the University.

3.0 VISION

To be considered one of the best Facilities Management departments in Canada.

4.0 VALUES

The following are values and beliefs that are part of the Facilities Management culture and staff are committed to achieve the vision through:

Trust: We trust one another;

Teamwork: We work as a team to achieve success for all;

Respect: We treat each other with respect and honesty;

Stewardship: We take pride in our community;

Safety: We take safety seriously.

5.0 FUNCTIONAL AREAS

Facilities Management is responsible for providing leadership, direction, and management of the fiscal, human and physical resources of the Functional Areas listed below:

Maintenance Services Responsible for mechanical, electrical, architectural and life safety systems for all of the campus. This includes emergency and preventative maintenance planning.

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Client Reception Processes more than 6000 requests for work to be performed annually, and are also responsible for all non-academic room bookings on campus. It serves as the primary liaison between the campus community and Facilities Management staff.

Conference and Event Support Provides support to the University community to secure space and set up furnishings to hold meetings, ceremonies, conferences, student activities, athletic events, luncheons, dinners, exams, lectures and special events.

Cleaning Services Responsible for the safe and effective cleaning of buildings on the UPEI campus. This includes a variety of space types including classroom, laboratory, research, health care, administrative and residential.

Capital Projects Responsible for facilitating the initiation, planning, approval, consultant selection, design review, and construction delivery of all new construction, renovations, infrastructure/energy upgrades, and major building maintenance initiatives on campus. Manages professional engineering support and technical coordination to the Facilities Management offices as well as to other University departments.

Campus Planning Responsible for producing and maintaining accurate drawings and information for all of UPEIs facilities, as well as maintaining databases, including the Cleaning Workload Management data. Also maintain the Facilities Management website and responsible for campus signage. Security Services Security Services protect and provide for the ongoing security and safety of the people, property and information resources of the University community and provide students, faculty, staff and visitors with a secure environment in which to live, work, study and play 24 hours a day, 365 days a year. Responsibilities include safety initiatives, traffic and parking regulation enforcement, criminal investigations, lost and found and 24 hour dispatch and alarm monitoring.

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Facilities Management Administrative Office Responsible for Facilities Management payroll adjustment submissions, contracted services, procurement, accounts payable, interdepartmental billing of services, equipment inventory, tracking and reporting energy expenses, the reporting of budget allocations and expenses, and departmental human resources duties.

6.0 STRATEGIC DIRECTION

This integrated Strategic Planning Process ensures that the strategic direction, goals and objectives of Facilities Management reflect our respective roles and responsibilities and are aligned with that of the VP Finance and Facilities Office. The Presidents annual report to the Board of Governors is instrumental in setting the foundation for the development of the integrated strategic plan for the Vice President Finance and Facilities. The report to the Board of Governors is a high level operational document and identifies priorities for UPEIs revenue and expenses.

Facilities Management is responsible for identifying, developing, and implementing our mission, vision, values and strategic direction that are aligned with those of the VPs Office, and in turn, the Universitys mission. Strategic planning for Facilities Management takes place simultaneously with that of the VPs Office. The following Integrated Strategic Planning Cycle presents an ongoing annual four-phased approach.

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Diagram 2 Multiyear Strategic Planning Cycle

7.0 STRATEGIC CONSULTATION

Over the past nine years, a number of key areas at UPEI have changed dramatically. As existing facilities continue to age, new buildings are constructed, adding an additional 25% increase in facilities space. Core facilities have become more complex and expensive to maintain due to newer technology and more intense user requirements putting greater pressure on existing resources available to operate and maintain them.

Also, there is an increase in student enrolment, conference services, various departmental revenue generating and research activities, along with an increase in third party partnerships such as the Student Union, NRC, and CARI. All of these increases place a greater demand on Facilities Management resources, to a point where it is negatively affecting current delivery standards. It will be important to understand the future resources required for the University and its departments to carefully plan resources required to achieve success.

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In meetings with the President, members of Senior Management and reviewing the Presidents Report, the following highlights were gathered that will impact the strategic direction for Facilities Management:

Communications, both internal and external, are critical for success UPEIs reputation must continue to improve, including telling others of UPEIs

successes Engage students, staff and the University community in plans and activities Need to increase the use of measurements for assessing progress Focus on recruitment efforts including mature students Continue to improve accommodating international students Integrate more with academic functions Get around campus more to better understand needs Increase lifelong learning enrolment over the next 6 years from 100 to 600

students Increase research base to three times the current level Increase Conference Services base Focus on productivity and workplace ethics Sustain the current campus with existing resources

In meeting with key customers of the Facilities Management department, the following highlights were gathered that will impact the strategic direction for Facilities Management:

The Maintenance Work Order system needs improvement including the prioritization and feedback process.

Consistent cleaning standards during staff shortages Enhance community policing model Communications during capital projects Evening and weekend Maintenance support

8.0 STRATEGIC GOALS

With the vision of supporting the VP Finance and Facilities Office in providing an exceptional service and support in a manner that optimizes UPEIs fiscal, human and physical resources, Facilities Management have identified eight key areas for its strategic direction over the next three years. They are:

1. PROVIDE STRATEGIC LEADERSHIP WITHIN FACILITIES MANAGEMENT 2. ENHANCE COMMUNICATIONS WITHIN FACILITIES MANAGEMENT AND

TO THE UPEI COMMUNITY 3. ENSURE AN EFFICIENT USE OF DEPARTMENTAL RESOURCES

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4. IMPROVE CUSTOMER SERVICE AND THE DEPARTMENT PROFILE 5. IMPROVE SAFETY WITHIN THE DEPARTMENT AND ON CAMPUS 6. ENHANCE APPEARANCE AND CONDITIONS OF GROUNDS 7. DEVELOP A DEFERRED MAINTENANCE AND CAMPUS CAPITAL

DEVELOPMENT PLAN 8. DEVELOP AN INTEGRATED CAMPUS-WIDE COMMUNITY BASED

SECURITY MODEL AND EMERGENCY PLANNING

From the above strategic goals, objectives have been identified and outlined below. These objectives will be assigned to departmental staff and will become part of the deliverables within their Success Plan.

GOAL 1: PROVIDE STRATEGIC LEADERSHIP WITHIN FACILITIES MANAGEMENT

Strategic Objectives:

1.1) Implement the multiyear strategic plan as outlined in Diagram 2. This includes the strategic plan implementation, mid-year review, and annual success planning and review and incorporate into the culture of Facilities Management that the leadership team is responsible and accountable for the deliverables and timelines identified in their respective plans. Align plans with goals and objectives identified within this report.

1.2) Incorporate risk management within the strategic planning process including conducting risk assessment using the ISI risk assessment tool for Facilities Management.

1.3) Set up a rotating three year customer feedback schedule to interview key clients. Revise annual goals and objectives based on feedback. Develop a customer satisfaction survey as a tool to measure the overall customer satisfaction index.

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1.4) Develop and implement a transitional plan for operational management which will be required due to a number of key retirements over the next three years.

GOAL 2: ENHANCE COMMUNICATIONS WITHIN FACILITIES MANAGEMENT AND TO THE UPEI COMMUNITY

Strategic Objectives

2.1) Create an internal communication plan to keep staff updated on projects, developments, initiatives, issues and priorities including definitive newsletter issue dates.

2.2) Enhance and promote the existing Facilities Management website to encourage increasing campus usage by 20% by June 2011. Enhancements to include project updates, an on-line query section and a Q&A section. Also review developing a web-based work order submission/tracking system to provide feedback on receipt, scheduling and conclusion of a work order.

2.3) Develop an Annual Operations Report to be integrated into the VP Finance and Facilities Report by August 31, 2009, which will be communicated to Senior Management, the Board and the community at large.

GOAL 3: ENSURE AN EFFICIENT USE OF DEPARTMENTAL RESOURCES


3.1) Improve Maintenance Services processes and work efficiencies

a) Review the existing work order process including recording of information from the requestor, prioritization, scheduling, distribution of the work orders, reviewing of work and completion of work. Target is to have regular work orders completed within 4 weeks 80% of the time and not to have a back-log of over 400 work orders at any one time.

b) Review key management processes including key cutting procedures. Set up a system where a typical key request is completed within 1 week 75% of the time and 2 weeks 95% of the time.

c) Review conference support requirements including setup (and breakdown) requests and develop a plan to support current requirements and projected future growth.

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d) Review evening and weekend maintenance support requirements based on growing campus activities.

f) Enhance the routine preventive maintenance program to be entered into work order system.

3.2) Improve Cleaning Services processes and work efficiencies

a) Develop plan to assist with extra winter cleaning tasks including the supply and ongoing maintenance of entrance mats.

b) Implement three staff training sessions per year, and formalize building cleaning schedules based on standards.

c) Develop a quality consistency program, including regular inspections and determining resources required to complete this program.

d) By working with the Sustainability Office, develop a comprehensive waste management program to improve compliance, awareness and efficiency.

e) Review existing cleaning products and procedures to enhance our Green Cleaning Program.

GOAL 4: IMPROVE CUSTOMER SERVICE AND THE DEPARTMENT PROFILE


4.1) Develop an effective customer service plan

a) Review existing service delivery standards and develop new standards as required. Research other Facilities Management departments to ensure best practices are being followed. Communicate standards on website.

b) Design and make available, a service delivery Facilities Management pamphlet.

GOAL 5: IMPROVE SAFETY WITHIN THE DEPARTMENT AND ON CAMPUS


5.1) Implement a safety program including implementing a staff safety training program.

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a) Hold monthly departmental safety meetings to ensure action plan is implemented.

b) Review roof fall protection requirements and develop implementation plan.

c) Develop confined space plan including rescue team training and review potential joint training opportunities with other local companies and the City of Charlottetown.

d) Develop and implement mould remediation procedures.

e) Develop and implement a hearing conservation plan, as required by provincial safety regulations.

f) Obtain required staff training and certification, as per the Environmental Protection Act, to manage the campus water and waste distribution systems.

g) Develop a Facilities Management drivers safety policy and training program based on related University policy.

GOAL 6: ENHANCE THE APPEARANCE AND CONDITIONS OF GROUNDS


6.1) Develop a five year plan to implement the Landscape Master Plan. Improve the Globe & Mail Attractiveness of your Campus 2007 rating from B to A by 2013.

6.2) Implement the exterior signage program to install gateway signs, a LED sign, roadway signs, building identification signs, pedestrian post signs, and maps on campus.

GOAL 7: DEVELOP A DEFERRED MAINTENANCE AND CAMPUS CAPITAL DEVELOPMENT PLAN


7.1) To complete a comprehensive deferred maintenance and capital asset plan and present it to the Property and Assets Committee by April 2010.

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a) Obtain training and implement the new VFA capital planning software package.

b) Engage consultant to complete the updating of the systems currently listed in the VFA program database to accurately reflect the campus and buildings in their current status. Complete by August 2009.

c) Complete physical assessments of the buildings to provide very detailed information on the condition of each system and to develop a five year project plan.

d) Determine the current Facilities Conditions Index (FCI) and present different deferred maintenance funding scenarios with resulting future FCIs.

e) Increase the Globe and Mail Overall Quality of On-Campus Building and Facilities 2007 rating of B to A- by 2013.

7.2) Recommend revisions to the Five Year Capital Budget Plan.

7.3) Increase access for people with disabilities by implementing priority recommendations, on an annual basis, in the Accessibility Audit Plan, which is to be completed by 2013.

GOAL 8: DEVELOP AN INTEGRATED CAMPUS-WIDE COMMUNITY BASED SECURITY MODEL AND EMERGENCY PLANNING


8.1) Develop an integrated campus-wide community based security model. Develop policies and procedures, resource and organizational requirements, and determine community partnerships and relationships by July 2010 and implement plan by July 2011.

8.2) Develop method to improve communications with Student Union. Review current staff large event protocol, implement any required changes and clearly communicate protocol to event organizers.

8.3) Review joint training opportunities with Student Union Security on aggression management.

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8.4) Implement the RCMP SAFE school program, including policy development, communication plans with police departments, education sessions with the campus community.

8.5) Implement campus wide Emergency Communication Plan, including the upgrading of the fire alarm system and network to allow paging in all buildings.

Documents

Facilities Management Strategic Plan