1. Strategic Plan for the Development and Operation of Facilities Eastern Michigan University 2-06-12

2. Mission Statement To create an organization of qualified individuals dedicated to the common goal of maintaining a physical environment that promotes education, research and community service. As an integral support division, commit to support the overall mission of the University by sharing a sense of purpose and ownership with the institution through effective organizational structure, operational efficiency and competent fiscal management.

3. Our “Major” Strategic Objectives... Creation of a Safe and Functional Campus that meets the needs of the overall mission of the University.Creation of a Safe and Functional Campus that meets the needs of the overall mission of the University. Maintaining an Attractive campus setting.Maintaining an Attractive campus setting. Manage an effective Organizational Structure to Efficiently manage physical assets and daily ancillary operations.Manage an effective Organizational Structure to Efficiently manage physical assets and daily ancillary operations.

4. Our Common Denominators... Physical Plant OperationsPhysical Plant Operations Facilities MaintenanceFacilities Maintenance Asset ManagementAsset Management Utility/Energy ManagementUtility/Energy Management Cleaning/Custodial OperationsCleaning/Custodial Operations Motor Vehicle OperationsMotor Vehicle Operations Grounds ManagementGrounds Management Work ControlWork Control Capital ImprovementsCapital Improvements RecyclingRecycling

5. Organizational Differences Management of similar Operations outside the purview of the Division of Physical Plant:Management of similar Operations outside the purview of the Division of Physical Plant: – Safety and Health, –Property Risk Management, –Telephone & Data Network Support, –Student Center & Convocation Center Custodial services, –Athletic facilities, Rec/IM

6. Our “Major” Organizational Commonalities/Similarities with other Operational Units... Central Work Control SystemsCentral Work Control Systems Skilled Trades ManagementSkilled Trades Management Emergency Planning & ResponseEmergency Planning & Response Striving for Operational EfficiencyStriving for Operational Efficiency

7. Positions that are directly influenced by “site specific” knowledge of the physical characteristics of the campus and its subsequent successful operation… Skilled TradesSkilled Trades LocksmithsLocksmiths Utility ManagementUtility Management Building AutomationBuilding Automation Residence Life/Student Union/AthleticsResidence Life/Student Union/Athletics Supervision/Management of AboveSupervision/Management of Above

8. Step Goals: 1) Gain specific knowledge of the strategic principles established by the Board of Regents. 2) Do a thorough analysis of the deferred maintenance needs of the existing conditions of the infrastructure supporting the campus community. 3) Develop a 3 year Capital and operating spending plan that encompasses both the strategic principles of the Board of Regents and the deferred maintenance of the University. 4) Work with the Division of Business and Finance to develop a financial structure to fund the 3 year Capital Plan. 5) Delegate the implementation of the capital Plan to the Physical Plant administrative team.

9. Step 1 – Take “Baby” Steps Focus on the “quick wins” (the best place to start), that is, where immediate, tangible benefits are likely to occur:Focus on the “quick wins” (the best place to start), that is, where immediate, tangible benefits are likely to occur: –Efficiently manage of existing resources and routine tasks –Combine like or related operational support activities to provide “one-stop shopping” for our end users. –Plan the utilization of space in a manner that promotes efficient operations. –Commit to align asset preservation needs, deferred maintenance needs and programmatic improvements on all capital renewal projects.

10. Step 2 – Utility Management Programs Utility management needs to involve both supply procurement (market-based utilities) and demand side strategies (consumption management)Utility management needs to involve both supply procurement (market-based utilities) and demand side strategies (consumption management) Note: This area represents the greatest financial risk to campus physical plant operations.

11. Step 3 – Continue to Separate Management of Capital Improvements (Design & Construction) from Operations Capital Improvements -Must closely follow strategic initiatives -Programmatic driven -Affect “balance sheet” Operations -Budget driven -Market influenced -Affect income statement

12. Step 4 – Combine all facilities custodial and general maintenance functions under one singular organization. Consideration should be given to placing these functions along with equipment and material storage to a central managerial structure and location.Consideration should be given to placing these functions along with equipment and material storage to a central managerial structure and location.

13. Suggestions for “blending” workforce currently operating under separate departments... Identify existing employees with like or similar position descriptions throughout campus.Identify existing employees with like or similar position descriptions throughout campus. Identify their respective job duties and how they are necessary to support day-to-day operations.Identify their respective job duties and how they are necessary to support day-to-day operations. Look for opportunities of “Economies of Scale”Look for opportunities of “Economies of Scale”

14. Refer to the two new locations of the Physical Plant as organizations as... Physical Plant BuildingPhysical Plant Building –Physical Plant Administration –Design & Construction –1 st and 2 nd shift Custodial –Grounds Central Operations (Parking Structure)Central Operations (Parking Structure) –3 rd shift Custodial –Key Distribution and Lock shop

15. S.W.O.T. Assessment StrengthsStrengths –Centralization/consolidation –Economies of scale Less direct cost/square footLess direct cost/square foot Less overhead cost allocationLess overhead cost allocation –Systematic approach to operations –Improved utility management –Sharing of existing assets/equipment –Greater focus on programming and pre-planning capital improvements –Enhanced vendor/supplier relationships –Singular one-stop service for customer base –Single source accountability

16. S.W.O. T. Assessment WeaknessesWeaknesses –Travel time to the work site –More “job-planning” required –Greater reliance on communication devices –Blending of “S.O.P.’s (standard operating procedures) –Comingling existing facilities systems and reporting formats –Greater cost accounting –Different locking/security needs

17. S.W.O. T. Assessment OpportunitiesOpportunities –Combining similar work functions –Reduction in position classifications –Expansion of in-house services –Consolidation of trade shops –Greater flexibility of duties within positions –Individual position growth –Combining inventories –Inventory reduction –Development of “one-campus” image –Improved employee relations/trust –Greater support for events throughout campus –Central management of hard surface areas

18. S.W.O.T. Assessment ThreatsThreats –Potential slower response times –Inadequate field supervision –Ignoring “minor” problems –“Surges” in work loads – Developing a “fire-fighting” mentality –Creating a “disconnect” between capital improvements and operations –Unrealistic expectations –Deferring maintenance to meet immediate programmatic needs –“Smaller” decisions could result in having major consequences