welcome to the practice leadership forum – property and campus services planning 2012/13 chris...

Welcome to the Practice Leadership Forum – Property and Campus Services Planning 2012/13

Chris White

Executive Director, Property and Campus Services

Tuesday 3 April 2012

Workshop Structure

1. Introduction and overview by Chris White

2. PCS Planning for 2012/13 – presentations and discussions

3. Hot News – mini-talks about Major Projects and Print Management

4. 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:– $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.

Brownless Library Medical Student Centre

Giblin Eunson Library 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 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

Act

Aware

Accept

BUSINESS IMPROVEMENT GROUP

2011 Practice Leadership Programme (with External Stakeholders)

2011 Senior Managers Group

Executive Leadership Section Action PlansLifestyle Inventory for

GMsPurpose and ValuesSection WorkshopsSection Action Plans

HR PrinciplesUniforms

GM’s Coaching ProgramExecutive Meeting Protocols

Managers’ Buddy set upLifestyle Inventory for

Managers and Team LeadersAchievement Thinking for

Managers and Team LeadersWorkshopSocial Club

Orientation ‘meet and greet’ Recognition and Reward

CU

ST

OM

ER

July 2011Customer Survey

Feb 2010

PDR PerformancePlans

PCS Planning DaysCross Functional teams

APR

2010

NOV

2011

Feb 2011

July 2010Customer Survey

Customer Survey

Achievement Thinking Projects

Meeting Mastery TemplatesRoles and Responsibilities

WorkshopExecutive Coaching

Customer Survey

OCI

SURVEY

OCI RE-SURVEY

February 2012

Activities undertaken April 2010 – Feb. 2011

Executive Leadership Section Action Plans

Lifestyle Inventory for GMsPurpose and ValuesSection Workshops

Section Action PlansHR Principles

Uniforms

Activities undertaken April 2011 – July 2011

GM’s Coaching ProgramExecutive Meeting Protocols

Managers’ Buddy set upLifestyle Inventory for Managers and Team Leaders

Achievement Thinking for Managers and Team LeadersWorkshopsSocial 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 2012Service Delivery

4. Processes & Systems

5. People & Culture

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. 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 clients4. Publicise roles and

responsibilities/complete policies and procedures

5. Develop customer service training, including expectation management

6. Develop customer service charter7. evelop customer service charter, and

embed awareness that we are in a service industry/manage expectations

KPI1.Client satisfaction2. Service Delivery measures : time budget quality

KPI• quality• efficiency etc

KPI• Culture

measure• Staff

satisfaction• Skill levels etc.

Strategic Property Directions

Client Relationships

Services to clients

Examples of initiatives

1. Strategic Property Directions

2. Services to Customers• Faculties &

Budget Divisions• PCS

3. Client Relationship

Effec

tive

com

mun

icati

on

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.


• 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.

INITIATIVES


Processes & Systems

People & Culture














KPI• Culture

measure• Staff




Services to clients



Services to Customers• Faculties &


Client Relationship

Effec

tive

com

mun

icati

on

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

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.

INITIATIVES


Processes & Systems

People & Culture














KPI• Culture

measure• Staff




Services to clients





Client Relationship

Effec

tive

com

mun

icati

on

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

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

INITIATIVES


Processes & Systems

People & Culture














KPI• Culture

measure• Staff




Services to clients





Client Relationship

Effec

tive

com

mun

icati

on

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

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

INITIATIVES


Processes & Systems

People & Culture














KPI• Culture

measure• Staff




Services to clients





Client Relationship

Effec

tive

com

mun

icati

on

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

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.

INITIATIVES


Processes & Systems

People & Culture














KPI• Culture

measure• Staff




Services to clients





Client Relationship

Effec

tive

com

mun

icati

on

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 UnitWhat’s the difference?

Digital Print Centre Print Management Unit

Customer Supplier

PMU

On-site production Outsourced production

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

PMU

Preferred suppliers Strategic procurement

Strategic procurement

T.I.P

Sustainability

MarCom

Strategic procurement

Services provided through the PMU are:

Print Consultants will help departments manage the print process from end to end.

Price transparency

Purchase Orders

Storing digital assets

CO2 Emissions

Cost reduction

Proof Approvals

Instant Pricing

Retain IP

Brand Approval

Reporting

Catalogue

The PMU supports initiatives of other services.

Contacting us

Web: www.pmu.unimelb.edu.au (under construction)

Email: [email protected]

In person: Print Consultants will be in contact

http://www.pmu.unimelb.edu.au/

mailto:[email protected]

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 HITS THE MARK

3. 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)

welcome to the practice leadership forum – property and campus services planning 2012/13 chris...

Documents

pcs operations

space planning

area slide

campus services

key achievements services

pcs presentation of

key achievements projects

practice leadership