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Welcome to the Practice Leadership Forum – Property and Campus Services Planning 2012/13 Chris White Executive Director, Property and Campus Services Tuesday.

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Presentation on theme: "Welcome to the Practice Leadership Forum – Property and Campus Services Planning 2012/13 Chris White Executive Director, Property and Campus Services Tuesday."— Presentation transcript:

1 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

2 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.

3 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

4 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 5 th 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

5 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.

6 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 BeforeBaillieu Library After

7 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 CO 2 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 ScienceMelbourne School of Land & EnvironmentsElisabeth Murdoch Student Centre - Southbank

8 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

9 PCS Organisational Culture compared to the University Sector Actual PCS Culture – April 2010 University Sector Culture Norm

10 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 Plans Lifestyle Inventory for GMs Purpose and Values Section Workshops Section Action Plans HR Principles Uniforms 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 CUSTOMER July 2011 Customer Survey Feb 2010 PDR Performance Plans PCS Planning Days Cross Functional teams APR 2010 NOV 2011 Feb 2011 July 2010 Customer Survey Achievement Thinking Projects Meeting Mastery Templates Roles and Responsibilities Workshop Executive Coaching Customer Survey OCISURVEYOCISURVEY OCI RE-SURVEYOCI RE-SURVEY February 2012

11 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

12 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

13 Activities undertaken July 2011 – Nov. 2011 Achievement Thinking Workshops and Projects Meeting Mastery Templates Roles and Responsibilities Workshop Executive Coaching

14 Progress in the Retest Actual PCS Culture – April 2010 Actual PCS Culture – Nov. 2011 retest

15 PCS Activities in February – April 2012 PDR Performance Plans PCS Planning Days Cross -functional teams

16 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

17 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.

18 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)

19 PCS Strategic Framework 2012 Service 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 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 KPI 1.Client satisfaction 2. 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 E ffective communication

20 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.

21 Strategic Property Directions 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

22 PCS Strategic Framework 2012 Service Delivery Processes & Systems 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 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 KPI 1.Client satisfaction 2. 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 Strategic Property Directions Services to Customers Faculties & Budget Divisions PCS Client Relationship E ffective communication

23 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.

24 Services to Customers APlanning 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). BPerformance 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 CReview 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

25 PCS Strategic Framework 2012 Service Delivery Processes & Systems 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 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 KPI 1.Client satisfaction 2. 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 Strategic Property Directions Services to Customers Faculties & Budget Divisions PCS Client Relationship E ffective communication

26 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?

27 Client Relationship ACharter 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 BLeadership Develop and embed Customer Relationship Management strategy and practice Develop Customer Service training requirements and embed Expand PCS Practice Leadership program as a partnership CCommunications 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

28 PCS Strategic Framework 2012 Service Delivery Processes & Systems 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 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 KPI 1.Client satisfaction 2. 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 Strategic Property Directions Services to Customers Faculties & Budget Divisions PCS Client Relationship E ffective communication

29 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.

30 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

31 PCS Strategic Framework 2012 Service Delivery Processes & Systems 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 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 KPI 1.Client satisfaction 2. 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 Strategic Property Directions Services to Customers Faculties & Budget Divisions PCS Client Relationship E ffective communication

32 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

33 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

34 PCS Strategic Framework 2012 Service Delivery Processes & Systems 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 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 KPI 1.Client satisfaction 2. 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 Strategic Property Directions Services to Customers Faculties & Budget Divisions PCS Client Relationship E ffective communication

35 Part 3 - Mini Talks ITEMS OF INTEREST Leo Fincher-Johnson Construction Manager, Major Projects Greg Kranz Manager, Print Management Unit

36 PMU – Print Management Unit

37 Digital Print Centre / Print Management Unit What’s the difference? Digital Print Centre Print Management Unit CustomerSupplier PMU On-site production Outsourced production Helps you find the right supplier, the cost low and delivered on time.

38 Benefits - Pointing you to the right supplier - Savings to you - Retaining Intellectual Property - Reducing carbon footprint

39 Services PMU Preferred suppliers 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.

40 Contacting us Web: www.pmu.unimelb.edu.au (under construction)www.pmu.unimelb.edu.au Email: Info-pmu@unimelb.edu.auInfo-pmu@unimelb.edu.au In person: Print Consultants will be in contact

41 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

42 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”

43 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

44 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

45 P/L Workshop 4 for 2012 Not yet set – planned for September 2012 – possibilities? DISCUSSION

46 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

47 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

48 Workshop close Thank you Informal Discussions/refreshments (4.00pm – 5.00 pm)

49 © Copyright The University of Melbourne 2012


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