Realizing Your Organization’s Vision through Integrated Planning

1. Realizing Your Organization’s Vision through Integrated Planning “One should expect that the expected can be prevented, but the unexpected should have been expected” -Augustine’s Law XLV Norman Augustine, EVP Martin Marietta

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3. Topics for Discussion • The Basics of Integrated Planning • Identify and Track Outcomes of Planning • Implementing the Plan • Issues and Practical Tactics IFMA • Brawley and Company LLC

4. Influence Over Time IFMA • Brawley and Company LLC

5. Basics • Plan Components • State Mission/Goal (i.e. Become an AAU University; Capture 23% of Market Share) • Strategic Plan (i.e. Improve Student Faculty Ratio; Open Branch Office; Accelerate R & D) • Functional Plan/Business Plan (i.e. What will you Teach and Who Will Teach It?/Support Staff; More Space But… What About Utilization Rate of Existing?) • Physical Plan (i.e. Existing Buildings at End of Life-Cycle; New Space Would Solve Problems; Need to Extend 1G Ethernet to new Areas) IFMA • Brawley and Company LLC

6. Basics • Plan Phases • Information Gathering (We Don’t Know - We Didn’t Ask Them; Is that List of ASF Really Accurate?) • Analysis/Synthesis (What is all this Data & What Does it Mean?) • Alternatives (Alternatives are not Alternatives Until the Budget Officer Says They Are) • Adoption/Buy-In (Is it Official?) • Distribution (A bit of Fanfare Doesn’t Hurt) IFMA • Brawley and Company LLC

7. BasicsPlanning Teams/Task Groups and Reporting Structure - one example IFMA • Brawley and Company LLC

8. BasicsPlanning Teams/Task Groups- How Formed • By Previous Plan • By Direction (Could be measured or a reaction to opportunity or constraint) • By Scoping • By Evidence (Early Planning leads to Certain Conclusions - Holes in the Data Become Obvious but Only After Some Work) • “Over the Transom” IFMA • Brawley and Company LLC

9. BasicsPlanning/Task Group Team Members- Qualities • Applicable Knowledge • Applicable Expertise • Need to Know - May Not Be Directly Related but May Be Affected by Budget, Schedule, Adjacency, etc. • Can Perform to a Deadline (i.e. Reports, Meetings, etc.) • Too Close to the Front of the Room When Volunteers were Being Sought. IFMA • Brawley and Company LLC

10. BasicsSchedule IFMA • Brawley and Company LLC

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13. Identify Outcomes • Link the Capital Plan with the Strategic (and/or Academic) Plan • Link the Capital Plan with the Operational Plan • Maximization of Assets through inter and intra organizational coordination • Beautification of Physical Environment • Development of Policies to create a Sustainable Plan IFMA • Brawley and Company LLC

14. Capital Plan (New & Renovation) Business Dev Plan Real Estate Plan Infrastructure Plan Parking & Transp Plan Design Guidelines Research Precinct/Sector Plan Land Use Plan Historic Preservation Plan Life-safety Plan ADA Plan Campus Landscape Surge Space Identify Outcomes with Specific Products IFMA • Brawley and Company LLC

15. Implementation • Publication of the Plan should be a continuation of the Feedback Loop used in development of the Plan. • Consider the Audience - The Media Should Match the Audience • Set Specific Milestones for Outcomes • Remind Those Affected by the Plan Each Time a Milestone is Met • Plan to Update the Plan IFMA • Brawley and Company LLC

16. Planning, if not Updated, Has a Shelf Life IFMA • Brawley and Company LLC

17. Issues and Tactics • Inclusiveness and ownership of the Plan • Identify Perceived Constraints on Planning • Accuracy of Quantitative and Qualitative Data regarding Existing Conditions IFMA • Brawley and Company LLC

18. Administration Department Heads President The Neighbors (public or private) Business Management Students Rank & File Employees Facility Management Issues & TacticsWho is involved? IFMA • Brawley and Company LLC

19. Issues & Tactics • Scoping- What you’ve Been Directed to Explore May Not Be All There Is. • Listening May Not Be Hearing. • Give an audience to the worst critics early- if nothing else you have the bad news with the maximum time to react. • Provide a feedback loop. IFMA • Brawley and Company LLC

20. Economic limitations Don’t Understand the Benefits Goals are Unclear Lack of Academic or Business Plan Timetable Not Clear Limited Vision Unfamiliar with Planning Process Weight of Bureaucracy No Time to do Planning Issues & TacticsPerceived Constraints IFMA • Brawley and Company LLC

21. Issues & TacticsUnique Role of Facilities Managers • Be the Keeper of Accurate Data on Facilities and Infrastructure (ASF, GSF, Condition, Useful Life, etc.). • Understand the needs of your Users Groups. • Maintain a Technically Competent Team. • Get Engaged Beyond Your Own Border (know the neighbors, peer organizations, the design & construction professionals in your area). • Keep an Eye on the Market - Know Costs. IFMA • Brawley and Company LLC

22. “This was no time to be asking fundamental questions- certainly not in the formative stages of a project” -Norman Augustine, EVP Martin Marietta IFMA • Brawley and Company LLC