Plant Operations Vision 2005

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Plant OperationsVision 2005

• A Strategic Link
• to the Universitys Mission

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Our Mission Statement

• Plant Operations, a member of the University of
  Michigan community, maintains the physical
  environment and provides related services to
  support the University in reaching its goal of
  excellence in education, research, and public
  service.

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Our Vision Statement

• Provide continuous and measurable improvement in
  service
• Be an innovative leader in facilities management
• Continue as a learning organization with an
  empowered workforce
• Be a partner in solving our customers problems
• Be the Universitys provider of choice

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OUR STRATEGIC DIRECTIONA Four Way Focus

• Customers
• Financial
• People
• Internal Business Processes

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CUSTOMERSOur Vision Direction

• To become an integral partner and colleague with
  the campus community for responsible facilities
  stewardship.

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CUSTOMERSOur Key Challenges

• Provide tailored services that create ongoing
  relationships that add unique value to the campus
  community.

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CUSTOMERSOur Goals

• Enhance communications by providing opportunities
  for clear, open discussions with our external
  stakeholders
• Collaborating with our stakeholders to tailor our
  services capabilities for optimized delivery.

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FINANCIALOur Goals

• Educate our stakeholders about our service levels
  and financial boundaries
• Improve stakeholders trust in our fiscal
  stewardship of the Universitys facilities

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FINANCIALOur Key Challenges

• Develop understandable service level agreements
  (SLAs)
• Develop an effective dispute resolution process
• Develop community understanding and trust

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FINANCIALOur Goals

• Improve productivity and efficiencies
• Maintain a policy of financial disclosure and
  community education
• Improve budgeting tools, methods and staff
  training.

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PEOPLEOur Vision Direction

• Work climate of open community and trust
• Employees have the opportunity and responsibility
  to develop to their greatest potential

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PEOPLEOur Key Challenges

• Maintain training programs despite decreasing
  revenue
• Consider demographics of the workforce as we plan
  staffing for the future

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PEOPLEOur Goals

• Develop a comprehensive multi-aspect training
  program
• Promote a cultural environment that encourages
  trust, team work, integrity, recognition,
  empowerment, accountability, diversity, and
  community involvement

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INTERNAL BUSINESS PROCESSOur Vision Direction

• Develop internal business processes that enhance
  our
• Efficiency
• Communication
• Overall effectiveness

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INTERNAL BUSINESS PROCESSOur Key Challenges

• Provide better technological access to
  meaningful/accurate performance data
• Create a more flexible, update culture
• Promote overall efficiency

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INTERNAL BUSINESS PROCESSOur Goals

• Streamline processes by
• Improving reporting
• Renovating billing methods
• Refine communications
• Identify and implement improvements in workflow
  function
• Improve communication between management and
  front-line staff

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Emergence ofCross Functional Themes

• Human resource planning
• Better financial reporting and accountability
• Community service activities
• Communications within Plant and between Plant and
  its customers

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Our Vision 2005

• A living plan of action