“HighPerformanceastheGoal: HowtoAchieveOrganizational ExcellenceinProperty Management” June23,2014 MeetOurPresenter: Maureen Roskoski, SFP, LEED AP O+M Corporate Sustainability Officer, FEA • Nineteen years experience in energy, sustainability and facility management • Specializes in sustainable facility management • Author of 2 IFMA Sustainability “How to” Guides • SFP and IFMA Instructor High‐PerformanceProperty ManagementOrganizations • WhatDoesitMean? • HowDoYouGetThere? • HowDoYouProveIt? MissionStatements&Strategy “Ourmissionistocreatehigh‐ performancefacilities.” MissionStatements&Strategy “…toprovideaqualityandsafe environmentforourcustomersand employeesanddemonstrateworld‐ classstewardshipofthephysical assets.” MissionStatements&Strategy “…providesworld‐classservices throughadedicated,diverseand professionalworkforce,committedto providingasafeenvironmentfor peopleandpreservingtheintegrityof ourfacilities.” MissionStatements&Strategy “…FacilitiesOperationsistoprovidethe highestqualityservices,whichexceed ourcustomer’srequirementsand expectations.” MissionStatements&Strategy “…managehighperformance buildingsthatintegrateandoptimize allmajorattributes,includingenergy efficiency,durability,life‐cycle performance,andoccupant productivity.” MissionStatements&Strategy “…provideworld‐classservicesand stewardshipbybuilding,operating, maintainingandensuringasafe, secure,healthyenvironment…” MissionStatements&Strategy “WeareaWorld‐Class FacilitiesManagement Organization.” High‐PerformanceOrganization WhatDoesitMean? “Anorganizationthatissoexcellentinso manyareasthatitconsistently outperformsmostofitscompetitors[or peers]forextendedperiodsoftime.” ModernManagerialIdeal– AMA(2007) WhatDoesItMean? Theattributesofahigh‐performance organizationinclude: • • • • • • Strategicapproachtothefutureoftheorganization Highlevelstrategyandplanningskills Anin‐depthknowledgeoftheirstakeholders Soundprocessesforaccomplishingwork Processesforcontinualimprovement Acommitmenttothedevelopmentoftheworkforce Creatingahigh‐performancePM organizationthatenablestheoverall organization(customer)toachieveits mission AMAGlobalStudy AModelofHigh‐PerformanceOrganizations Strategic Approach Customer Approach Processes& Structure Leadership Approach Values& Beliefs FromOverholdt,Granell,Jargon.2006.(AMA.2007) AMA GlobalStudy CreatingaHigh‐PerformanceOrganization 1. Developstrategieswhich areconsistent andclear. 2. Developasuperiorserviceattitudethatgoesaboveand beyondforourclients. 3. Adheretohighethicalstandardsthroughouttheorganization. 4. Provideleadershipthatistransparent,fair,andtalent‐oriented. 5. Provideclearperformancemeasures,appropriatetraining,and enableemployeestoworktogether. 6. Promotetheorganizationasagoodplacetowork. 7. Allowemployeestousetheirskills,knowledge,andexperience tocreateuniquesolutionsforourclients. FromOverholdt,Granell,Jargon.2006.(AMA.2007) BenchmarkingandBestPractices PerformanceCategories BaldrigePerformanceExcellenceProgram Planning Customer Focus Leadership Performance Results Process Management Workforce Development Measurement &Analysis BaldrigePerformanceExcellenceProgram(NIST.2012) IntegrationofEvaluationProcess 1 BaldrigeNationalQualityProgramFramework 1.CoreCompetenciesforFederalFacilitiesAssetManagementThrough2020:TransformationalStrategies(NRC2008) OrganizationCapabilitiesMaturity Model Level5– Optimized (High‐Performance) World Class Level4– Managed/Measured Level3– Defined Level2– Repeatable Level1– Initial/AdHoc CarnegieMellonUniversityCapabilityMaturityModel(CMU.2011) Under‐ Performing CMM‐Maintenance Level1– Initial/Adhoc: • Documentation‐ NodocumentedO&Mplan,no documentedSOP’s. • Inventory – Noequipmentinventory • PMProgram‐ Primarilyreactive,noPMphilosophy, inadequatestafflevels. • CMMS‐ Noneinuseornoteffective. CMM‐Maintenance Level2– Repeatable: • Documentation‐ DocumentedO&Mplan,basicSOP’s. • Inventory‐ Basicinventory,limitedattributed. • PMProgram‐ PMtasksfollowed,proactivephilosophy, limitedPMcompletionrate,adequatestafftocompletePM, trainedstaff. • CMMS‐ Systeminuse,limiteduse,strugglewithdata management CMM‐Maintenance • Level3 – Defined: • Documentation‐ Comprehensivemaintenanceand inspectionprocessesdocumented. • Inventory‐ Completeinventory,standardnomenclature, granularitydefined,doc.updateprocess. • PMProgram‐ WrittenanddefinedPMprogram,proactive philosophy,betterPMcompletionrate. • CMMS‐ Systemusedregularly,SOP’sdefinedandwritten, gooddatamanagement CMM‐Maintenance Level4– Managed/Measured: • Documentation‐ electronicdocuments,goodas‐built drawings,useadocumentsystem(DMS). • Inventory‐ Processforupdatinginv.Followed,consistent data/granularity,completeattributes,high‐qualitydata. • PMProgram‐ Managers/tradesunderstandimportance, primarilyproactive,goodPMcompletionrate, FMEA/impact,100%criticalsystempreventative maintenance(PM). • CMMS‐ goodatmetrics,supportsprocesses,standard operatingprocedures(SOP’s)consistentlyfollowed,data managed,updatestracked/managed. CMM‐Maintenance Level5– Optimized: • Documentation‐ O&Mmanual,electronic,easy‐to‐use, comprehensive. • Inventory‐ Barcode,RadioFrequencyIdentifier(RFID).Use ofindustryopenstandardssuchasOmniClass andCOBie • PMProgram‐ Reliabilitycenteredmaintenance(RCM), predictivetestingandinspection(PT&I),rootcause analysis,90‐100%PMcompletiondate. • ComputerMaintenanceManagementSystem(CMMS)‐ Effectiveuse,ongoingtraining,disasterrecovery,hand‐ holds,monitortrends,buildinginformationmodeling (BIM),optimizedmetricdashboards. PM/FMEvaluation Processes PM/FMOrganizationEvaluationTools • PM/FMself‐assessmentstodiagnose organizationalandoperationalissues • Determinelong‐termsolutionstoenhance efficiencyandeffectiveness • Continuouslymonitorfacilityperformance objectivesinordertoachieveoperational excellence PM/FMEvaluation Processes Toolswhichwillallowyouto…… • Fullysupportstrategicinitiatives • Enhanceoperationalefficiencies/effectiveness • Minimizetotalcostofownership(TCO) • Continuouslymonitorandimproveperformance Bottom‐linetoenableoperationalexcellence! PreparingYourTeam PreparingYourTeam Thriveandnotjustsurvive • Implementaculturalshiftinhowwelookat improvingthroughself‐evaluation. • Createateamdynamicwhichencourages changeinordertothriveandnotjustsurvive. • Teammustembracechange. PreparingYourTeam Levelsofprofessionalintellect Know‐what:thebasiccognitiveknowledge toperformatask Know‐how:theskillsneededtoapplythe knowledgeinactualproblems Know‐why:theknowledgeofoverall organizationalculture,politics,keyplayers, andofhowtointeracttoaccomplishthe taskathand PreparingYourTeam Levelsofprofessionalintellect Care‐why:thewillbehighlymotivatedand adaptive “PQ+CQtrumpsIQ” ThomasFriedman PreparingYourTeam Skillsetswhichmustbedevelopedinorderto buildahighperformanceFMorganization 1. 2. 3. 4. 5. 6. 7. LeadershipandBusinessSkills FMSkill&Knowledge Policiesandproceduresforallfunctions Informationavailableforanalysisanddecisionmaking CustomerServiceApproach QualityAssurance Forwardlookingsolutions PreparingYourTeam FederalBuildingsPersonnelTrainingAct • CoreCompetenciesforFederalbuildingsPersonnel • RecommendedCurriculumandContinuingEducation • AnnualupdatestoCompetencies andCurriculum • CompliancebyallFederalbuildingspersonnel • Methodforcontractorcompliance WhoDoesTheFBPTA Affect? ~50,000Government; Contractors Military,GS‐8XX,11XX,16XX, other Facility Management Facility Operators Energy Management Design Safety Facility/Energy Management Facility/Energy Management FBPTACompetency Model FBPTA Competency Model Comp Core Comp Core Facility Energy Building Competencies Areas Competencies Areas Mgt Mgt Ops (12) (43) (12) (43) 1. Management of Facities Operations & Maintenance 5. Safety Building Systems Basic Requirements Building Interior Infrastructure Contractor Program Building Exterior Oversight Other Facility Systems Occupant Interface 2. Performance of Facilities Operations & Maintenance HVAC Systems Electrical / Mechanical Systems Life Safety Systems General Building Maintenance Best Practices & Innovation 3. Technology Technology Solutions Building Automation Systems Maintenance Management Systems 4. Energy Management 6. Design Planning Infrastructure 7. Sustainability Regulations and Requirements Implementation 8. Water Efficiency Regulations, Goals and Best Practices Water Audits Contracting Budget Formulation and Execution 11. Leadership and Innovation Communication Personnel Innovation Enterprise Knowledge 12. Performance Measures FBPTA Acquiring Data Establishment and Implementation 9. Project Management Initiate Demand Reduction Execute Assess Initial Conditions Closeout Commissioning and ESPC Training Coordinate with Public Utilities Planning, and Project Management Comp Core Facility Energy Building Facility Energy Building Areas Competencies Mgt Mgt Ops Mgt Mgt Ops (12) (43) 10. Business, Budget and Contracting Total Cost of Ownership Life Cycle Assessment Legend Primary responsibility, needs depth of knowledge Not primary, but needs general familiarity Significant "Federally‐Specific" content High‐priority/high‐value, impacts Red Text cost / efficiency Goto:www.fmi.gov formoredetail FederalBuildings PersonnelTrainingAct www.fmi.gov FederalBuildings PersonnelTrainingAct Existing BOMI Certifications Real Property Administrator (RPA) Qualification Name Website Competency Areas (12) Core Competencies (43) 1. Management of Facilities O&M 1.1. Building Systems (High Priority / High Value) 1. Management of Facilities O&M Early Career ? Performances (232) 1.1.1. Demonstrate familiarity with Building Systems. 1.1.2. Demonstrate ability to work with Facilities team to assess a facility’s need for building t 1.1.3. Demonstrate ability to oversee the acquisition, installation, and operation of b ildi t 1.1.4. Demonstrate ability to work with Facilities Team to establish practices and procedures. Facilities Management Administrator (FMA) RPA & Design O&M I & II http://www.bomi.org/Students/Education http://www.bomi.org/Students/Education al‐Offerings/Designations‐and‐ al‐Offerings/Designations‐and‐ Certificates/Designation‐Programs/Real‐ Certificates/Designation‐ Property‐Administrator‐ Programs/Facilities‐Management‐ %28RPA%29.aspx Administrator‐%28FMA%29.aspx FM Yes ✔ ✔ ✔ FM Yes ✔ ✔ ✔ FM Yes ✔ ✔ ✔ FM Yes ✔ ✔ ✔ 1.1.5. Demonstrate ability to work with Facilities Team to determine and administer the ll ti f b ildi t ’ 1.1.6. Demonstrate ability to monitor and evaluate how well building systems perform. FM Yes ✔ ✔ FM Yes ✔ ✔ ✔ 1.1.7. Demonstrate ability to manage corrective, preventive and predictive maintenance. FM Yes ✔ ✔ ✔ FM Yes ✔ ✔ ✔ FM Yes ✔ ✔ ✔ FM Yes ✔ ✔ ✔ FM Yes ✔ ✔ ✔ 1.1.8. Demonstrate ability to work with Facilities Team to develop emergency procedures for b ildi t 1.1.9. Demonstrate knowledge of how to implement disaster recovery plans for building t i d 1.2. Building Interior 1.2.1. Demonstrate knowledge of how to evaluate building structures and permanent i t i 1.2.2. Demonstrate ability to manage the service/repair requests and maintenance and l i d f b ildi t t d 123 D t t bilit t l t f it FederalBuildings PersonnelTrainingAct MethodsforContractorCompliance Self Certification Approved Professional Certification Government Certification CasestudyexamplesofHigh PerformanceOrganizations(HPO) 1. 2. 3. 4. AustinConventionCenter WashingtonStateCreditUnion SmithsonianInstitution CityGovernmentPublicWorks AustinConventionCenter AustinConventionCenter InitialProjectGoals: • • • • DevelopStandardOperatingProcedures Decreasecarbonfootprint Reduceutilityconsumption GivetheCenteramarketingadvantage AustinConventionCenter Endresult... AchievingOperationalExcellence: “Theprocessofpursuingcertificationencouragedtheteamandbuilding occupantstobecomemoremindfulofdailyoperationsandhowthoseoperations impactedtheenvironment.Asaresult,thispromotedaconsciouseffortonthe partofeveryoneinthefacilitytooperateandusethebuildinginamore sustainableway. Inaddition,Iwouldsayworkingon,andcompletingtheprojectforcedtheteam tofindviable,bearable,andequitablesolutionstosolveproblems.Theresultsof which,createdeconomic,social,andenvironmentalbenefitsfornotonlythe organizationbutalsosociety.” AnthonyCollier,FMP,SFP,FacilityServiceCoordinator,AustinConvention Center WashingtonStateEmployee CreditUnion WashingtonStateEmployee CreditUnion InitialProjectGoals: • Improveexistingmaintenanceoperations • Establishbenchmarkofmaintenanceand repair • BroadentheFMcapacitytotakeon additionalremotesatellitefacilities WashingtonStateEmployee CreditUnion EndResult…… • Improvedstaffalignment • Morecosteffectivepropertymanagement contract • Greaterdefinitionoftruecustomer satisfaction SmithsonianInstitution World‐ClassFMInnovation CourtesyofSmithsonianInstitution,OFMR(2010) SmithsonianInstitution InitialProjectgoals…… • Justifystaffinglevels • Integrateprocesseswithtechnologyand strategy • EnhanceIWMS • TraintheFMstaffoftechnologyandwork processes SmithsonianInstitution EndResult…… • Goodalignmentwithoperationsand strategy • Reliableperformancemeasuresthatlead tometricsshowingproductivity • Progressedfromreactivetoproactive statusstrivingforenhancedreliability • Bettercareofthenation’streasures CityGovernmentPublic Works StatementofNeeds EvaluateservicesprovidedbyDPWFacilitiesGroupand developacomprehensiveFMOperationsPlantoenable optimumefficiency. Goal– AllowtheDepartmenttoprovidethelevelofservice expectedaseffectively,efficiently,andsafelyaspossible. Approach: • PhaseI– Evaluation • PhaseII– ImplementationPlan • PhaseIII– RoadmaptoSuccess PhaseII: ImplementationPlan Rec Category # Moreinformation CostumerFocus Customer Input and Feedback (C.1) Having a written customer C.1. 1. Develop a 1 documented customer satisfaction policy allows the FM satisfaction policy, align team to anticipate needs and act customer expectations proactively and consistently. The policy should clearly communicate with facility that all facility staff will use every management roles, means possible to convey personal responsibilities and services, and develop a concern for customer satisfaction. When using surveys, it is important formal process for measuring customer that the survey be kept to no more than about 8‐9 questions. As the satisfaction. questions are written, think about how the data collected will be analyzed and reported across the FM organization, as well as how it will be reported back to the customer. StepsToAccomplish Champion Timef Resources Coststo Prioriti‐ Comments rame Needed Achieve zation orIdeas 1. Determine what is most Jeffrey important for the FM organization to understand about the customer. 2. Identify and communicate levels of service. Confirm that the expectations have been understood correctly. 3. Create customer satisfaction surveys for each service (maintenance, operations) and tie into CMMS or through online surveys. 4. Develop, package, deliver and support facility services to meet expectations. 5. Measure the degree to which customers’ expectations are achieved. 6. Consider incentives for participation in the customer satisfaction program. 6. Close any gaps between what customers expect and what they experience. 1 Need people Internal High Need an month to input the soft costs Impact, overall Customer Medium to system satisfaction High administrator system in resources for CMMS. CMMS. Customer Need satisfaction operations numbers will (Russell) to become a be a part of measure on it. BSC for customer focus CityGovernmentPublic Works EndResult…… • Planforimprovement • Takesmallsignificant steps ThankYou! MaureenRoskoski,SFP,LEED APO+M maureen.roskoski@feapc.com @MaureenRoskoski @FEA_PC