July 18, 2008
Policy Letter 1.0 Facilities Administration
Annual Performance Plan
The objective of this policy is to communicate a comprehensive plan to provide service to
The University. We endeavor to use the best practices to improve productivity, and the
quality, quantity, and timeliness of service. We focus management efforts on personal
growth of individuals to involve everyone in continuously improving service to customers.
Each of us provides support to facility operations that on a much larger scale supports the
mission of The University. Our mission is to provide facilities and support services to the
university community; students, faculty and staff; that promote (insert the mission of the
We oversee and/or provide highly valued support services and facilities that foster learning
and living environments dedicated to excellence in higher education for our students,
faculty, and staff. Support services include but are not limited to contract administration
services (housekeeping, pest management, HVAC maintenance & repairs, HVAC filter
service, HVAC Chemical Water Treatment, HVAC Controls, Welding, and others);
environmental health and safety; security and key control; engineering, construction,
maintenance, renovations, restorations and operation of all facilities; vehicle maintenance
and control; Pavements & grounds; utility services; and other related support functions.
Every individual has the ability and choice to augment or diminish the University's mission
through every action, interaction, and decision. Our challenge is to communicate a common
vision or goal that will permeate the workforce and spur continuous improvements. Ideally this
vision statement is easily remembered and easily adapted to support all the major efforts and
goals of the parent and sister groups.
“INVEST” is such a vision that we offer for acceptance campus-wide.
INVEST carries a complete quality and service message with broad appeal. Besides all the
above proven management techniques, INVEST engenders pride in The University from
people working together with a sense of urgency to do the right things right now. It
promotes the institution and the people that make The University what it is.
Policy Letter 1.0 Page 2 of 15 October 8, 2011
INVEST = IMPROVE NOW VALUE, EXCELLENCE, SERVICE AND TEAMWORK:
Improve is something we do every day because we get smarter, technology gets
better, and we are alert to the changes in our environment. Improving calls for
betterment even when we are doing well. The mission we support is far too
important to accept status quo. We can make things better and we will.
Now is the sense of urgency for what we do. Nothing gets greater appreciation than
an immediate response to an urgent need. To remain a viable Christian university,
everything must continuously improve and we must effect the improvements as
quickly as time and resources allow.
Value is the difference between what is wanted or needed and making do. We want
to avoid the “making do” trap. We have to work much harder and are often unable
to achieve value if we do not have exactly what we need. Demand value. Expect
value. Produce value. We will all be much more efficient when we produce value
now that endures.
Excellence is being our best and providing 360o support. We are concerned with
more than what we do. We see how we fit and how the value we produce affects
those around us. We see value multiply through planned and coordinated work. We
cannot accept mediocrity or use it as an excuse for “making do. Excellence demands
that business processes be carefully thought out and planned to achieve the desired
result. Planning must occur at all levels of the organization and linked by a chain of
common goals and objectives.
Service is giving personal attention to people and their needs. It is being mindful
that what we do for people will be valued when it is needed or wanted. Service
demands that things be done well for people quickly and safely the first time (one
Teamwork is people working TEAMWORK
together to maximize value, adapted from The Corporate Coach
by James B. Miller:
excellence and service for The
University. Teamwork realizes
synergy and recognizes the
value, knowledge and skills of E--Empathy
each member. Teamwork A--Assist
demands leadership from all M--Maturity
members of the team. W--Willingness
Leadership is taking personal O--Organization
responsibility for producing R--Respect
value, achieving excellence, K--Kindness
and giving service.
Policy Letter 1.0 Page 3 of 15 October 8, 2011
We share Guiding Principles:
The Work is the Boss. Everyone is in partnership to serve the University. Any
work contrary to this principle, should be challenged for clarification of its value to
the mission of the University.
Plan Continuous Improvement: Encourage every individual to intelligently and
persistently support continuous improvement efforts. Improvement planning should
foster a hassle-free organization that is customer driven throughout the
organization. There are no internal customers, just a team of people working
together to win Customer Enthusiasm. We must exploit every opportunity to benefit
from the experience, knowledge and skills of the people we serve and people with
whom we serve. Achieving Customer Enthusiasm (ACE) follows good business sense
to identify major customers and market segments, then plan specific actions to win
their enthusiasm. Major customers represent major resources and market
segments reflect similar needs. Falling short of winning customer enthusiasm should
still win a satisfied customer.
Develop and foster partnerships that actively support the mission and values of The
University. Each person represents a unique life experience that cannot be matched
or replaced. Listen, be flexible, and respond appropriately. Anything may be
changed to provide better service.
Generate and communicate enthusiasm. Tell others about great service and support
received. Enthusiasm is contagious--keep it positive (encourage each other). Work
to achieve enthusiastic responses. Customer Enthusiasm is achieved when the
customer tells others about the exceptional service provided.
Repeat Service Successes: We plan processes to provide better service. By
soliciting and evaluating customer feedback, and predicting how each customer will
respond; we will plan and deliver service to go beyond customer satisfaction to
achieve customer enthusiasm. "Customer Enthusiasm" as an end goal will help
managers and supervisors to focus on results more than traditional methods and
Study and Recover from Service Failures: People who have been inconvenienced or
victimized by services received or not yet received represent opportunities for long-
lived enthusiasm. Instead of telling others of the problem, we want people to talk
about the extraordinary and overwhelming efforts to help them recover and restore
We will employ No-Nonsense Management—it does not matter how efficient we are if we fail to do the job. If
resources to do a job well are lacking, we will seek to involve the stakeholders to achieve necessary perfection.
Accordingly, we will observe the following priorities:
Safety is our highest priority. I am concerned about safety and will promote it as our
highest priority in physical operations. We work around high voltage, hot water and
surfaces, noisy high-energy machinery, chemicals, refrigerants, high-pressure liquids and
gasses, flammable liquids and gasses, and other impending hazards, which make most
tasks or activities potentially dangerous. We will endeavor to protect everyone from
injury or harm in the delivery of our services.
Policy Letter 1.0 Page 4 of 15 October 8, 2011
Reliable service is our next priority--we are expected to ensure clean, safe and secure facilities
with adequate electricity, heat, hot water and air conditioning, provide physical support of
planned university events, and to respond appropriately to urgent activities as directed by the
Cost-effectiveness is another of our main priorities. We will work continuously to keep waste
and to intelligently keep operation and maintenance costs as low as feasible through life cycle
cost analyses/reduction and innovative energy efficiency and resource conservation measures.
Compliance with statutory requirements such as OSHA and EPA/TNRCC regulations and
procedures is an important priority. Accurate records of compliance are required.
Every employee is charged with the responsibility to seek, acquire, maintain and renew the skills
and knowledge necessary to achieve our mission and priorities. Every job or task presents an
opportunity to address:
Can we do this more safely?
Can we do it better to do it less often?
Can we better preserve it or extend mean times between failures?
Can we improve it to make it more efficient and cost effective?
Can we reduce wastes and/or emissions?
Are we still meeting/exceeding current statutory requirements?
Can we gain or provide an opportunity for training or qualification?
We are also responsible to communicate effectively, employ teamwork and leadership at all
organizational levels and cooperate to accomplish our mission at the University. Open and effective
communications are paramount in achieving customer satisfaction.
Our operations strategy will use a blend of INVESTi and APPA’s Strategic Assessment Model
(SAM)ii. With the assistance of willing participants from the administration, faculty, staff
(including contractors) and students, we will develop or revise our processes to be fully
responsive and supportive to the University’s mission. We will also use amenable participants to
ensure that scheduled work requirements are arrant and necessary, and scheduling issues are
addressed in a uniform fashion.
Recognize strengths and weaknesses, and communicate (as boldly and accurately as
possible) individual strengths and significant accomplishments. Recognize the
performance that we most want to be repeated (the best work). Like bodybuilders
who use pictures of muscular people as an image to follow to sculpt their physiques,
we will use recognition and feedback to help our employees build their performance.
Raise supervisory and management performance to achieve improvements we desire
in safety, security, reliability, quality, productivity and worker/customer attitudes.
Provide education and training in recognizing, evaluating, and documenting
performance in terms of quality, quantity, and timeliness and the subsequent
impacts the completed work has on the customer, the facility, or the university.
Performance is active behavior having an intended purpose and measurable result.
Performance must be observed by the supervisor or customer to be helpful in rating
or evaluating performance to give constructive feedback.
Policy Letter 1.0 Page 5 of 15 October 8, 2011
Help supervisory and subordinate staff to develop and use open channels of
communications to share thoughts and ideas.
Develop an organization that liberates or empowers everyone to intelligently respond
to the priorities and challenges of supporting the goals and objectives of The
Productivity must inspire customer enthusiasm through completing each job
professionally, in the minimum time necessary to accomplish all prudent activities of
the job, and at minimum cost. Short cuts such as leaving off guards or electrical
covers, or not cleaning up the work areas are unprofessional, and are considered
unfinished work. Extra efforts to clean, polish, and paint within the context of a job
must be strongly encouraged, as well as assisting customers with other problems or
work requests. Productivity should be measured relating customer enthusiasm to
the cost of the service provided. Increasing the former while decreasing the latter
will sharply improve productivity.
Teamwork is the standard operation procedure. Team dynamics or synergy can be a
powerful workforce multiplier. Traditional productivity standards measure what
individuals should be capable of doing, but fall short of what can be accomplished if
teamwork and synergism are achieved. These "dynamics" are often employed
naturally at the service level when workers are given enough freedom (empowered)
to discover them.
Recognize, implement and reward total quality leadership. Total means everyone
has an impact, plus or minus. Quality is determined by the customer, based on the
customer's expectation of the service received (value added) for the customer's
cost. Leadership is taking personal responsibility for providing the service and
winning customer enthusiasm.
Educate and involve customers regularly to gain support for the improvements we agree
are necessary. The fact that we have a monopoly on our services is the primary reason
we cannot win by just achieving customer satisfaction. The customer's investment is too
low to appreciate the actual value added, and lack of choice too often changes the
inconvenienced customer to a victimized customer more rapidly that we are able to
Everyone has an impact so we must consider and include them in the processes of
achieving customer enthusiasm. We must be versatile in dealing with each customer.
Versatility encourages us to immediately assist the customer in obtaining the service
required from the right people and allows us to follow-up to ensure they were served. A
friendly attitude is required to welcome the customer's suggestion or input into the
process of providing excellent service. An involved customer has voluntarily raised the
investment or cost for the service, therefore, has a greater appreciation of the service.
An involved customer is usually enthusiastic.
We will remain organized to centrally manage physical resources but to decentralize, as
much as possible, management of approved work and related activities. Staffing levels will
continue to be adjusted as required to fit the changing needs of The University. Contractors
will be required to assist and provide critical skilled labor. Student and part-time workers
will remain a significant part of the workforce.
Sample Organizational Chart Follows:
Policy Letter 1.0 Page 6 of 15 October 8, 2011
Facilities Operations Office Administration Pavements &
& Maintenance & General Services Grounds
Electrical\ Vehicle Engineering & Env. Health &
Landscaping Solid Wastes
Lighting Maintenance Construction Safety
Plumbing Moving & Capital HVAC Water
Water & Natural Hauling Improvements Treatment
BAS/ Set-ups/Take- Capital Equipment
Housekeeping Trees & Shrubs
Controls downs Restoration Maintenance
Heating & Kitchen Construction Pest Emergency
Cooling Maintenance Management Management Response
Ventilation/ Transportation & Controls
Warehouse Fertilizers Flood Control
IAQ Vehicle Control Maintenance
Carpentry/Cabinetr Tools/ Energy Mechanical Ice Melt/ Hazardous
y/ Laminating Spare Parts Management Maintenance Abatement Material Disposal
Int. CAD/Record Solid Waste Litter & Graffiti Curb/Gutter/Stre
Doors & Hardware
Design/Carpets/ Drawings Management Abatement et Sweeping
Key Control/ Planning &
Windows & Glazing Elevators Pesticides Parks & Lakes
Work Scheduling Vehicle Fuel Edging &
Textturing/Painting Welding/Pipefitting Mowing
& Coordinatinig Control Weedeating
Policy Letter 1.0 Page 7 of 15 October 8, 2011
II. OUTLINED RESPONSIBILITIES
1. Improve Support Services and Physical Facilities
A. Identify requirements
1. Accessibility (ADA)
5. Environmental Health & Safety
6. Security & Access (Key) Control
B. Offset Depreciation
1. Planned maintenance
C. Prevent Obsolescence
1. Monitor repair parts availability
2. Stock essential spare parts
D. Improve Energy Security and Efficiency
1. Employ energy efficient technologies
2. Monitor energy consumption/expenditures
3. Provide UPS/Back-up Power
E. Monitor Compliance with Facilities Master Plan
2. Maintain/Improve Customer Confidence
A. Monitor Budget and Expenditures
B. Coordinate work with all affected parties
C. Communicate effectively with customers
1. Actively obtain feedback
2. Develop/communicate processes and procedures
3. Plan to involve stakeholders in resource or planning decisions
4. Use real-time resources widely
D. Respond effectively to legal mandates
6. Lead (Pb)
Policy Letter 1.0 Page 8 of 15 October 8, 2011
E. Provide highly valued services for campus operations and facilities
1. Cabinet Making/Carpentry/Laminating
2. CAD/Record Drawings
3. Contract Administration
4. Curb/Gutter/Street/Pavement Sweeping
5. Doors & Hardware
6. Electric Services
8. Emergency Response
9. Graffiti Abatement
10. Hazard abatement and warning
11. Hazardous Material Disposal
12. Heating and Cooling Services
13. HVAC Water Treatment
14. Interior Design/Carpeting
15. Kitchen Maintenance
16. Landscaping and Irrigation
18. Litter Abatement
19. Material storage and distribution
20. Minor Construction
21. Moving and Hauling
23. Planning, Scheduling & Estimating
24. Plumbing Services
25. Project Management
27. Roofing/Gutters/weather proofing
29. Solid Waste Management
30. Traffic management (mobile and pedestrian)
31. Vehicle Fueling
32. Vehicle Service/Maintenance
Policy Letter 1.0 Page 9 of 15 October 8, 2011
35. Work/workforce coordination
3. Maintain a Highly Qualified Workforce
A. Match workforce skills to work requirements
1. Multiskill recognition and rewards
2. Provide part-time work opportunities for qualified students and semi-retired workers
3. Safety Training and Certification
4. Skill Training and Certification
B. Recruit and provide training to fill gaps in workforce capabilities
C. Restrict or prevent hazardous activities
1. Establish Confined Space Permit
2. Establish Digging Permit
3. Establish Equipment Operator Permit
4. Establish Hot Work Permit
5. Establish Welding/Open Flame Permit
D. Recognize and Reward Merit and Significant Achievements
III. PRESENT SCOPE OF PHYSICAL OPERATIONS
Describe the university in favorable qualitative and quantitative terms here.
The University is proud of its beautiful campus environment. The successfully managed
landscaping program includes acres of select turf, hundreds of trees, banks of three small
lakes, dams, retaining walls, steep hillsides, public highways on the south and west sides,
intramural and athletic fields and tracks, and special parks. Student workers perform the
majority of the landscaping and irrigation work, giving the University a great look through
all seasons of the year.
Safety is a constant landscaping concern concentrating on mowing including edging and
trimming, irrigation, slopes, fire & ice control, fertilizer and pesticide management, and
equipment maintenance. The groomed and irrigated areas of the campus grow each year
with the clearing of undeveloped areas, laying sod and planting grass and trees. The
constantly increasing workload and the turnover of student workers each semester provide
ongoing safety and training challenges for the university.
Healthy vegetation defends against wildfires but irrigation produces slippery slopes and
surfaces. Fertilizer and pesticides promote beautiful landscapes yet are responsibly applied
in order to avoid contamination of the environment. Well maintained and properly operated
equipment prevents injuries. We seek to increase the fulltime staff by 2 or 3 people to
promote better safety through improved equipment maintenance, closer supervision, and
comprehensive training of the landscaping workforce.
Maintenance services include all work required to preserve, repair and restore physical
assets to safely and reliably support as intended and designed the university’s mission.
Policy Letter 1.0 Page 10 of 15 October 8, 2011
These services include cleaning, housekeeping, pest control/management, heating,
ventilating, refrigeration, air conditioning, insulating, lighting, electrical, plumbing,
carpentry, painting, finishing, sign making, cabinet making, laminating, doors, latches and
hardware, vehicle mechanics, braising/welding, equipment mechanics, glass/glazing,
automation, controls, alarms, flooring/carpets, ceilings, kitchen/laundry appliances, etc.
Structures on campus range from newly constructed to 35 years old. Most of the buildings
over 15 years old have significant deferred maintenance including obsolete HVAC systems,
foundation and structural problems, deteriorated stairways, deficient fire safety systems,
lead (Pb), asbestos, etc. Facility modifications have created life safety egress and HVAC
deficiencies. Most of the maintenance-free brick/concrete facades have been painted
adding to the recurring maintenance burden.
Campus maintenance activities are augmented as required by contractors:
Insert your list
Bobs Ice Machines
Excel Commercial Painting
Krotter Fire Protection
The Filter Guys
Turner Air Conditioning and Heating
Universal Fire Equipment
Policy Letter 1.0 Page 11 of 15 October 8, 2011
Most parking, driving and pedestrian surfaces are paved. Pedestrian surfaces are being
upgraded to concrete or pavestones except for designated jogging trails. Generally, asphalt
surfaces are badly in need of a seal coat to prevent further deterioration. Pavement striping
is barely visible.
General services include support activities such as moving & hauling, set-ups/takedowns,
furniture repair/replacement/disposal, educational equipment installation/replacement,
access and key control, fire extinguisher inspections, snow/ice removal, litter/debris
abatement, shipping/receiving, warehouse management, dead animal removal, tool crib
management, spare parts management, planning, estimating, scheduling, traffic signs,
traffic cones and barricades, on campus pick-ups and deliveries, fuel storage and control,
and vehicle dispatch and control. General services are supported as needed by
maintenance and/or landscaping staffing.
Security of the campus is maintained 24 hours per day, every day of the year by
approximately 20 full-time, part-time and student employees.
Campus Security is the 24-hour emergency control/dispatch center for the University. They
work closely with Maintenance/General Services to control keys and access to University
facilities, mitigate physical hazards, and support emergency services..
Food service is performed by contract to the University. Food services are completely
defined and covered in the contract.
Engineering is performed under contract to the University by selected Architect &
Engineering (A&E) firms. .
Engineering services include campus master planning, utility master planning, parking and
traffic flow planning, engineering design, facility/system safety, facility/system reliability,
facility/system maintainability, facility/system operation and maintenance requirements,
engineering studies, surveying, code compliance, EPA/TNRCC compliance, life safety, fire
safety design, life-cycle cost analyses, energy efficient designs, value engineering, and all
other issues requiring the support by statute of licensed architects, engineers, and land
Construction is performed under contract to the University by selected general contracting
Construction services include general contracting and administration of construction and
renovation projects involving professionally certified drawings and specifications issued for
construction by the University to selected general contracting firms. The construction
manager ensures compliance with drawings and specifications and coordinates changes to
same with the licensed professional architects, engineers and/or surveyors as appropriate:
Bidding Requirements and Contract Documents
Policy Letter 1.0 Page 12 of 15 October 8, 2011
Wood and Plastics
Thermal and Moisture Protection
Doors and Windows
Environmental Health and Safety
EH&S responsibilities include the following environmental and safety concerns, and
Blood Borne Pathogens
Hazardous Material Disposal
Indoor Air Quality (IAQ)
Lead (Pb) abatement
Noise (Acoustics & Hearing Conservation)
Underground Storage Tanks (UGST)
Battery Safety (Acid, corrosion, disposal, explosion, inhalation, etc…)
Chemical Safety (MSDS, PPE, Engineering Controls, Management Controls)
Compressed Air Safety
Policy Letter 1.0 Page 13 of 15 October 8, 2011
Compressed Gas Cylinders
DC Power Safety
Electrical Safety Standards
Exhaust Stack Safety
Fall Hazards and Protection
Falling Object Hazards and Protection
Flammable Liquids and Gasses
Flammable Material Storage
Ground Fault Circuit Interrupts
Handling Heavy Objects (Back Injury Prevention)
Hazard Communications (MSDSs)
High Energy Equipment
High Temperature Hot Water Safety
High Voltage Safety
Hoist and Crane Safety
Natural Gas Safety
Personal Protective Equipment (PPE)
Power and Hand Tool Safety
Smoking Hazards/Open Flame Hazards
Snow & Ice Hazards
UPS Safety (Batteries, DC Powered, know which circuits, etc…)
Vehicle Operations/Parking (Slopes, wheel blocks, etc…)
Policy Letter 1.0 Page 14 of 15 October 8, 2011
Emergency Response Plans:
IV. FY XXXX PERFORMANCE GOALS, INDICATORS AND SUPPORTING OBJECTIVES
GOAL 1 - DEVELOP AND IMPLEMENT A RECURRING WORK PROGRAM (RWP)
Objective A - Complete RWP data entry into the WIMS by 1 October XXXX. Validate and
update maintenance actions and tasks by 1 January XXXX.
Objective B - Schedule 70% of available in-house hours for RWP tasks.
Objective C - Beginning 1 October XXXX, provide monthly assessments of scheduled RWP
GOAL 2 - REDUCE ENERGY CONSUMPTION AND OVERALL ENERGY COSTS
Objective A – Identify ways to reduce energy consumption by 5% over the 1 June 1999
Objective B - Draft Thermal Infrastructure modernization plan by 1 July XXXX.
GOAL 3 - COMPLY WITH FEDERAL MANDATES FOR PHASE OUT OF CFC REFRIGERANTS
Objective A - By 1 October XXXX, comply with EPA mandates for a Refrigerant Management
Objective B - By 1 October XXXX, develop and coordinate a chiller contingency plan.
GOAL 4 - COMPLY WITH OSHA GUIDELINES FOR CONTROLLING HAZARDS ASSOCIATED
WITH ASBESTOS CONTAINING MATERIALS AND LEAD (Pb) CONTAINING MATERIALS
Objective A - Publish a Physical Operations Lead Compliance Plan by 1 October XXXX.
Objective B - Complete training and physical assessment of all personnel who are required
to work with or around lead (Pb) containing materials by 1 August XXXX.
Objective C - Update Asbestos Management Plan and Inventory by 30 November XXXX.
Objective D - Survey campus facilities and identify building materials that contain lead (P b)
by 30 May XXXX.
GOAL 5 - ENHANCE FACILITY/PROJECT PLANNING AND PROGRAMMING
Objective A – Identify Deferred Maintenance Projects in the XXXX-03 budget submittal by 1
Objective B - Implement a time-phased, recurring walk-through inspection of every major
campus facility by 1 April XXXX.
Objective C – Update/complete pre-fire plans for every campus facility by 30 May XXXX.
Objective D - Have all approved XXXX-02 Operations Special Projects ready for contract by
1 September XXXX.
Objective E – Initiate/update the Americans with Disabilities Act (ADA) compliance audit by
1 January XXXX.
GOAL 6 - IMPROVE ORGANIZATIONAL EFFECTIVENESS
Objective A - Develop the SMART team concept to high use facilities with emphasis on
academic and high use administrative areas.
Policy Letter 1.0 Page 15 of 15 October 8, 2011
Objective B - Develop, coordinate, and publish the XXXX summer work schedule by 1
October XXXX, to include all planned conferences, in-house projects, planned maintenance,
and facility projects.
Objective C - Relocate all Physical Operations shops to the New Physical Operations
Compound by 1 June XXXX.
GOAL 7 - REDUCE THE DEFERRED MAINTENANCE BACKLOG
Objective A – Seek to dedicate 80% of available funds (in-house and project) to
maintenance and repair.
Objective B – Expand and use in-house resources to improve/modernize mechanical and
Objective C – Initiate/continue systematic upgrade of fire alarm systems.
Objective D - Continue in-house upgrade of campus wide irrigation systems.
GOAL 8 - CONTINUE EMPHASIS ON CAMPUS-WIDE APPEARANCE
Objective A - Add pavestone, sidewalks, and landscape improvements at key points of
interest as funds permit.
Objective B – Seek to improve (town-down) appearance of landscaping, vehicle
maintenance and physical operations facilities.
GOAL 9 - CONTINUE EMPHASIS ON PEOPLE PROGRAMS
Objective A - Provide safety and technical training opportunities for each worker through
use of training films, on-campus seminars, and industry short courses. Document all
training in individual employee records.
Objective B - Emphasize, recognize and document outstanding performance.
Objective C - Increase safety awareness through monthly safety committee meetings,
monthly training films, quarterly safety meetings and use of safety notices on Physical
Operations bulletin boards.
Objective D - Schedule each salaried staff member for one continuing education course
GOAL 10 - EMPHASIZE QUALITY SERVICE
Objective A – Expand/continue in-house upgrade of academic facilities with emphasis on
lighting, paint, ceilings, carpeting, and when possible, refinishing classroom furniture.
Objective B - Improve productivity through better on-the-job training, improved scheduling
through the use of engineered performance standards (EPS), and documented quality
evaluation of completed work by supervisors.
Objective C - Develop a monthly presentation that covers key pulse points of Physical
Operations. Have the first briefing on 1 August XXXX. Invite key university departments to
attend on a rotating basis.
INVEST = Improve Now Value, Excellence, Service and Teamwork. INVEST is a strategic vision statement that is
easily remembered and supports all the major efforts and goals of The University.
SAM = Strategic Assessment Model (Created for APPA). SAM is a continuous improvement guide that employs
parts of the Malcolm Baldrige Award and The Balanced Scorecard in four perspectives (financial, internal processes,
innovation/learning and customer).