Application Submission – for 2005 Awards

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APPA Award for Excellence

in Facilities Management

Application Submission – for 2005 Awards

University of Michigan – Ann Arbor Campus

Facilities and Operations

Department of Public Safety

Occupational Safety and Environmental Health

Parking and Transportation Services

Plant Extension-Architecture, Engineering and Construction

Plant Operations


At the University of Michigan-Ann Arbor, more than 1,600 Facilities and Operations (F&O) employees assist the University community in providing world-class opportunities for education, research and public service. We have primary responsibility for the stewardship of the University's physical properties valued in excess of $2.6 billion, including more than 28 million square feet of building space, as well as associated environmental stewardship and regulatory compliance. Our units include:

Department of Public Safety (DPS) - a full-service law enforcement agency that provides for safety and security on campus.

Occupational Safety and Environmental Health (OSEH) - specialized program areas that support the University community through partnership, guidance, and education to promote health, safety, protection and enhancement of the environment, as well as regulatory compliance.
Parking and Transportation Services (P&TS) - management of the University's parking system and transit fleet, including all University vehicles, while transporting more than 4.5 million passengers annually.
Plant Extension - Architecture, Engineering and Construction (PE-AEC) - planning and management of the design and construction of new facilities, additions, renovations, utility and infrastructure improvements.
Plant Operations (PO) - trained teams that provide the services of building and grounds maintenance, construction, waste management, utilities, building custodial and operations.


Section 1.0 LEADERSHIP 150 points

The facilities organization's senior leaders should set direction and establish customer focus, clear and visible values, and high expectations in line with Campus mission, vision, and core values. Leaders inspire the people in the organization and create an environment that stimulates personal growth. They encourage involvement, development and learning, innovation and creativity.
Section 1.1 Leadership roles and responsibilities are clearly defined.
Yes. All five departments of Facilities and Operations (F&O) are configured in a traditional line organization with each department’s responsibilities clearly defined. All leadership positions are described with job descriptions. Reporting relationships also are clarified. Some of the departments have the roles and duties posted on their web sites. DPS has delineated not only their chain of command structure, but also has defined a functional chart.

Section 1.2 The leadership system is understood by and communicated among all levels.  The leadership system includes mechanisms for the leaders to conduct self-examination, receive feedback, and make improvements.
Yes. All levels in each F&O department understand the leadership structure within and above their department. The five F&O department directors report to the Associate Vice President for Facilities and Operations (AVPFO), who reports to the Executive Vice President/Chief Financial Officer (EVP/CFO), who reports to the President.
Each F&O department’s management team meets regularly as do the direct reports of the AVPFO. The management team members then conduct regular meetings with their direct reports and on down the line. Department all-staff meetings are conducted at least quarterly and often are used to distribute information, provide recognition and solicit concerns or questions from the staffs. For example, in Parking and Transportation Services (PTS), a management board comprised of the director, the department lead team and key members of front line supervision meets monthly. Project planning, policy, and communication issues are brought to this board for discussion, development and dissemination. In Occupational Safety and Environmental Health (OSEH), the program managers meet bi-weekly with their staffs for information sharing. In DPS, the staff has been working for three years toward accreditation by the Commission on Accreditation for Law Enforcement Agencies (CALEA). The accreditation process requires the establishment of more than 400 policies and procedures. As a result, the DPS staff has reviewed and adjusted all existing policies and created many new ones to meet the accreditation standards.
Three F&O departments include bargained for employees, and a clear grievance structure is followed for these team members. University policy is followed for non-bargained employee grievances.
The organizational structures are posted on the department web sites for internal and university use.
Section 1.3 The organization has clearly aligned its mission, vision, and values statements with those of the Campus.  Regularly communicates with employees, customers, suppliers, and other stakeholders.
Yes. In December 2004, all F&O departments completed a realignment exercise to ensure department direction aligned with the University’s and our division’s (Business and Finance/B&F) Mission, Vision and Values. All employees were involved in the realignment process through all-staff meetings.
Historically, Plant Operations has operated with five-year strategic plans. Each of these efforts included reviewing and aligning the mission, vision and values. In 2000, the PO plan was called Vision 2005. When B&F leadership identified mission, vision and value statements, PO staff found their existing direction had excellent correlation with the division’s new MV&V statements. PO currently is updating its strategic plan to Vision 2010. PO staff provide summary copies of their strategic plan to their customers and includes them in the routine plan review.
In PTS and OSEH, the mission, vision and values are communicated to employees through a newsletter and staff meetings. OSEH conducts additional communication through an annual safety coordinators meeting and monthly updates sent via email. DPS staff have the department’s mission statement printed on their business cards and it is recited at major event briefing sessions.

Section 1.4 Facilities management leaders spend time on a regular basis with their customers and front-line staff.
Yes. Through the PO’s Vision 2005 planning process, customers and PO managers identified an interest in conducting future meetings that regularly bring together F&O managers and those responsible for facility management in each of U-M’s schools, colleges and departments. As a result, in late 2001, the Facility Users Network (FUN) was created. The FUN group holds monthly meetings, with an average attendance of approximately 100 people, that serve as an information exchange during informal conversations as well as formal presentations from F&O employees and staff from the schools and colleges. Additionally, the FUN email group, presently about 300 people, serves as an effective distribution method to disseminate facility, road and parking lot information to the broader University community.
Through routine staff meetings, training sessions, individual appointments and on-the-job supervision or visitation, F&O leaders interact daily with their staffs.
Managers and department directors also meet regularly with unit facility managers as well as deans, directors and department heads throughout the University. Managers in Plant Extension, for instance, participate in monthly facility planning sessions for the Health System. Through the PO planning process, customer focus groups are conducted. Additionally, managers and directors in PTS and DPS meet with student organizations to exchange information and identify needs.

Section 1.5 Performance measures at each level of the organization are clearly defined.
Yes. All F&O departments participate in an annual employee evaluation process that includes written performance measures, feedback and goal-setting. In PO, the managers’ performance plans also are based on the department’s strategic plan. All PO areas/shops receive performance reports for their respective areas. In OSEH, the director creates a year-end wrap-up summary that summarizes goals and accomplishments submitted by his program managers.

Section 1.6 Senior leaders establish and reinforce an environment where shared values support self-direction, innovation and decentralized decision-making.
Yes. All F&O departments promote self-direction, innovation and some decentralized decision-making. In PO, most of the Building Services custodial staff work in self-directed work teams. In PE-AEC, project planning is completed through teams that include customers and other F&O team members. And especially in recent budget-tightening years, our staffs have been encouraged to implement and/or recommend innovative ideas that help reduce costs, time, effort or materials.
In OSEH, the director delegates decision-making within the program areas. Staff is encouraged to provide innovative suggestions as evidenced by the success in exceeding the two-year cost-cutting goals in waste disposal (two-year target cut was $152,000, results yielded a $358,000 reduction).
In PO, senior leadership is selected and rated on how well this attitude is displayed. It is important to find ways to show this attitude to the rank and file team members while maintaining performance levels and fiduciary responsibilities.

In spite of DPS’ chain of command structure, officers have discretion in enforcement of the law and development of crime prevention/problem-solving techniques and community involvement programs through daily contacts with community members in their Team Community Oriented Policing (TCOP) efforts.

Section 1.7 Informed of current trends and practices in the industry

Yes. PO management and staff attend vendor training sessions, institutional conferences and benchmarking exercises. They subscribe to a large variety of professional journals, host visits from other institutions. Additionally, PO leadership receives information through studies and surveys conducted by other institutions, organizations or publications.
In PTS, leadership stays informed through professional organizations, discussions with colleagues in at other institutions and by researching in order to learn about new technology related to parking and transportations services, equipment and products. DPS officers attend workshops and conferences, regularly schedule outside speakers at department training sessions, and network among other law enforcement agencies.

Section 1.8 A succession plan is in place to ensure continuity of leadership.

DPS and PO have succession planning. If necessary, the AVPFO would provide interim leadership for the other three departments while conducting a replacement search process. University policy requires posting open positions and conducting searches for the most qualified candidates to fill vacancies.
DPS supervisors and managers are involved in training and education programs for promotion to the next level. Top managers attend executive development training.
In PO, all members of the lead team are being groomed for potential promotion to the plant director level. Similar efforts take place for lower-level management positions. Management training is also conducted at all levels of management to reinforce this effort. In addition to leadership succession planning, the department tracks critical positions within the department forecasting where retirements may impact future force levels.
Strategic and operational planning consists of the planning process, the identification of goals and actions necessary to achieve success, and the deployment of those actions to align the work of the organization. The facilities organization should anticipate many factors in its strategic planning efforts: changing customer expectations, business and partnering opportunities, technological developments, evolving regulatory requirements, and societal expectations, to name but a few.
Section 2.1 A strategic plan exists that includes the goals and objectives of the department.

Yes. Each department has a strategic plan. As written earlier, PO has a very rigorous planning process. The PTS parking strategic plan and updates are presented annually to the Board of Regents. In OSEH, each program area compiles goals and objectives annually which are reviewed regularly throughout the year

Section 2.2 The strategic plan was developed with participation from internal and external stakeholders, approved by the administration, and effectively communicated.
As explained earlier, the PO planning process involves customers. All internal and external stakeholders were consulted for input.
The parking strategic plan is evolving as the needs of each campus area emerge. For example, we are working closely with the Medical Center and North Campus administration to develop specific time-frames and facility capacities to meet their growing needs.
The transportation strategic plan is being developed with input from the University Housing division, the University Planners Office, student organizations, the city of Ann Arbor and the Ann Arbor Transportation Authority.

Section 2.3 Customer needs and expectations serve as major drivers for setting strategic direction.
In most cases, yes. However, in some cases such as most of the work in OSEH, federal and state regulations provide the major drivers. With DPS, some customer satisfaction surveys provided direction, while in the hospital environment, the calls for service and management needs provide the strategic direction. Certainly, in PE-AEC, the needs and funding capacity in the schools and colleges provide the direction, within the master planning framework approved by the regents and University leadership.

Section 2.4 Goals and key performance measures are understood by all and periodically reviewed.
Goals and key performance measures are communicated to staff in many ways as addressed in earlier points and with stakeholders through meetings, presentations, and web site information. PO has provided customers with measures through their strategic plan as well as through an on-line service guide.

Section 2.5 Performance measures at each level of the organization are used to meet goals.
Yes. Individual performance plans are based on strategic goals and objectives.

Section 2.6 A budget is developed with input from staff that reflects historic expenditures, an analysis of needs, effective allocation of available resources to support the organization's goals and objectives, and seeks new and innovative measures to leverage resources.
Yes. A B&F budget process is followed that reflects the realities of funding sources and the competing needs of the educational mission of the University. Historical expenditures and identification of emerging needs heavily factor into the budget process. Innovation, creativity and good supporting data are important. Especially during recent budget-cutting years, new and innovative measures to accomplish our work have been vital to the continuation of our high level of service delivery. In order to provide minimal wage increases and fund new required services, innovations helped reduce the costs in others areas so funding can be reallocated. For example as reported earlier, staff suggestions in OSEH resulted in surpassing cost reduction goals by 100%.
All areas of the Plant Operations organization are involved in budget planning. Deferred maintenance planning is included in the process as is the funding for new and renovated space.
The PTS, OSEH and DPS department budgets are allocated by program level, so each functional area has a budget that is tracked on a monthly basis. In PTS, additional oversight also is provided by the administrative managers, the budget coordinator and director.
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