Strategic Planning and Space Management Algonquin Colleges Experience Experiments

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Strategic Planning and Space Management Algonquin Colleges Experience Experiments

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Title: Strategic Planning and Space Management Algonquin Colleges Experience Experiments

1
Strategic Planning and Space ManagementAlgonquin
Colleges Experience / Experiments!
Ottawa Ontario

ERAPPA Annual Conference
Atlantic City
October 2005
Presenter Phil Rouble, Facilities Planning
Specialist
Co-Presenter (in spirit) Mike Rushton, Director
Physical Resources

2
Foreword

In slide show mode, only slides relevant to the
ERAPPA 2005 Conference are presented
In normal mode and in notes view, additional
background information has been provided
explore
The Algonquin star denotes a watershed moment
with high impact in our development

3
Changes from 2003 to 2005
4
Strategic Planning
Space Management
Space Mining
5
Departmental Strategic Plan 2003-2008
VISION The Where We Want to Go
Values Guiding Principles of Who We Are and
How We Behave
Strategic Actions
SMART Objectives
BRAGs Big Risky Audacious Goals
The How to Get to Vision
Strategic Areas of Focus
Action Plans Who / What / When
Mission The Why We Exist
More
Adapted from FMDC Model
6
Vision Statements

College Vision
Algonquin College will be the leading Canadian
College delivering career- focused, quality
education supported by client-centered service
and technology
Physical Resources Vision
We will be valued and respected among Canadian
Colleges for providing learning facilities and
property management services that support student
success

Alignment with College Strategic Plan was critical
7
Strategic Planning Leads to Thinking Strategically
Need to start with strategy

Strategy
A plan designed to achieve a particular long-term
aim
Strategic
Forming part of a long-term plan to achieve a
specific purpose

Good tactics are not enough
Tactic An action or plan that is intended to
achieve something Tactical Done or planned to
gain a specific end
8
OOPS!
OVER HERE!
YES!
HEY!
Great Tactics Wrong Vision We may be busy doing
things right but are we doing the right things?
9
Strategic Planning

Strategic planning disciplines an organization to
look at the same big picture and to think
strategically

10
The world of facilities administrators can be
cluttered with issues, actions and reactions
11
Action
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RID Analysis Root Issue Distillation
Root Issue
THEME
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THEME
13
Physical ResourcesStrategic Areas of Focus

Effective leadership
Cost effectiveness
Growth and capacity
Service and quality

14
Growth and Capacity

BRAG Big Risky Audacious Goal
We will adopt a Real Property Management approach
for College facilities
INDICATORS OF SUCCESS
We will supply the right amount and quality of
facilities at the right time for the right price
for all College activities
As stewards for College facilities we will
develop College properties to meet growth
objectives, we will quantify the demand for
facilities, we will ensure the appropriate supply
of facilities to meet demand, and we will avoid
the oversupply of facilities.
We will look at the long term sustainability of
facilities

15
Strategic Action

Strategic actions Big plays - Big moves

16
Strategic Actions Can Complement Strategic
Planning
Values
Mission Statement
Long-term Direction In the Future
Immediate Steps In the Present
17
Prospect Charting
Not every opportunity and challenge is the same
18
Prospect Charting
You cant do it all right away. Choose wisely.
Have patience.
Gold Nuggets
Polished Gems
Work harder to make these happen they make a
big difference The big plays with big results
High
Start with these to build some early successes
and momentum
Payoff
Dont waste your resources Dont play with
dynamite!
Just do these as they come along
Low
Fools Gold
Rough Stones
Effort
Easy
Hard
19
Prospect ChartingStrategic Planning
Gold Nuggets
Polished Gems
Consolidation of Large Urban Campus
Support Moving Activity Online
High
Departmental Strategic Plan
Campus Enhancement and Improvements
Demolition of Expired Classroom Facility
Consolidation of 3 Smaller Urban Campuses
Payoff
Low
Fools Gold
Rough Stones
Effort
Easy
Hard
20
SPACE
MANAGEMENT
21
How much learning occurs in empty space?
22
None
23
How much money disappears in empty space?
24
Too much to leave it empty!
25
Space Management Three Strategies for Success
Corporate Management of Space
Set Target Utilizations
A Space Costing Model That Works
26
Corporate Management of Space
27
The Culture of Space

Perception
Effect
Reality

I need space to succeed I must protect my space
at all cost Space is an enabling resource Space
must be allocated to support success
There is never enough space I must hide what I
have Space is a limited resource
My space is busy The real utilization of space is
often a cloudy picture All resources should be
used to the maximum value of the institution
End Result A culture of ownership and
protectionism and distrust
28
Our Space Mantra

Space at Algonquin is a College resource
College resources are strategically allocated to
ensure the success of all College initiatives
within a context of fiscal responsibility
Space is not owned but is strategically
allocated by the College Space Management
Committee

29
Algonquins Space Management Model
College Space Management Committee
Accountabilities for Space Optimization
Space is a Corporate Resource
Steering Body
Stewardship
No Ownership
Academic Room Inventory Approval
Utilization Reporting
Utilization Targets
Demand Analysis
Supply / Demand
Tracking Progress
Optimization Measure
Classrooms and Labs
More
30
Algonquins Space Management Model
31
Changing Culture

Need a reason to change
A crisis
No funding
Establish common ground
Change the language
Find a champion
Senior administrator
Best if driven by the academics
Nick Papadolias It wont work unless it is
driven by the academics. They need to take
ownership of the concept. It must be relevant to
them and their success must be tied to it.
Harder to succeed if driven by a service
department
Need to believe in it and accept it

32
Common Ground A Goal
To enable the delivery of quality curriculum in
the most appropriate space with the best student
timetables that College resources will permit
33
A New Language of Space

Access NOT Ownership
Open or Dedicated
Accountabilities NOT Users
Focus on Optimization of Space
Primary Accountability for Optimization
Suitabilities of Space NOT Use of Space
Functional
Attributes

34
Clear Accountabilities

CSMC accountable to ensure that space is
strategically allocated to ensure the success of
College initiatives
Deans and Directors accountable to ensure that
optimization of space is always considered
Physical Resources accountable for the
stewardship of College facilities assets
Registrars Office accountable to ensure that
academic activities are scheduled in suitable
space with quality timetables

35
Access to Rooms Overview
Access to Rooms

Avoids conflicts in scheduling by clarifying who
decides what activity is best accommodated in a
particular space
Open access to rooms may assist in the
optimization of underutilized specialized spaces

Assigned by CSMC
Applies to both Daytime and CE activity
Does not refer to time constraints

Dedicated
Open
OR

Access managed centrally by Registrars Office
Access to space is Open to All Departments
Access to space is NOT restricted
Priority Access to Open Space
Permitted where appropriate
Curriculum needs
Improving optimization of a specialized space
Assessed by Registrars Office and Physical
Resources
Subject to approval by CSMC
Managed equitably by Registrars Office

Access managed by specific School
Access to space is restricted to departments
approved by specific School
Approved Departments are listed in Room Inventory
under Department Access
Departments from other Schools may be included

More
36
Understanding Priority Access to Open Space
GENERAL NEEDS
SPECIALIZED NEEDS
Suitabilities of Space Resources
Priority Access Required for
Specialized Space Resources
General Space Resources
Specialized Space Resources with Optimization
Potential
General Space Resources with Specialized Features

Examples
Classroom Eclassroom
Classroom Theory
Computer Lab - General

Examples
Classroom Museum
Computer Lab Office Admin

Examples
Classroom CCP
Classroom ESL/FSL
Computer Lab New Media / CE

Examples
Lab Dental
Shop Welding
Computer Lab Linux

Access
Open
Primary Accountability
ALLD - All Departments

Access
Open
Primary Accountability
ALLD - All Departments

Access
Open
Primary Accountability
Specific School

Access
Dedicated
Primary Accountability
Specific School

37
Cornerstones of Effective Space Management

Senior administration support and champion
Clear recognition of the significance of space to
the success of the organization
Program costing model that allocates space costs
to academic programming
A healthy alternative for academics to consider
during times of cost reduction and constraint
Helps with improving the bottom line
Space management committee chaired by a senior
space champion
Ideally this

38
Cornerstones of Effective Space Management

Procedures and processes for managing space that
continually reinforce the need to optimize the
use of space
Inventories and reports that accurately and
meaningfully reflect the portfolio of space
resources and how they are being used
Well organized and understood room inventory
Access to centralized sources of scheduling
information
Academic departments should be accountable to
ensure data is up to date

39
Cornerstones of Effective Space Management

Support decision making
Offer solutions not problems
Help decision makers make decisions
Summarize the facts
Present options
Assess the risks
Make recommendations
Be proactive not reactive in the services offered
Effective data analysis techniques that shed
light on areas of inefficiency and highlight
opportunities for improved optimization
Well structured and undisputed information

40
Set Target Utilizations
41
This Vessel Called Space
Space is a container
42
This Vessel Called Space
Target Utilization
It is full at some point below the brim Try to
fill every space
43
This Vessel Called Space
It is usually obvious when it is not
full Filling the gap is the challenge
44
This Vessel Called Space
It is not a good thing to overfill! Timetable
quality and client satisfaction may suffer
45
This Vessel Called Space
The question Is it half full or half empty?
Poor performance? (Hide it!)
46
Capacity of Space
Room Utilization Rates
Station Occupancy Rates
Average Station Size
47
Optimizing Utilization Rates
Room Utilization Rates
Based on 50 hrs/week M-F 800am to 600pm
48
Optimizing the Other Aspects of Capacity
49
A Space Costing Model That Works
50
The Cost of Space

Space is a costly resource
1 Human Resources
2 Space Resources
Empty or full space consumes operating funds
Utilities
Housekeeping
Overbuilding consumes capital funds
Less money for academic equipment and other
initiatives
More work to raise capital funds
Money spent on empty or underutilized facilities
is not available to support or expand core
academic activity
Fewer faculty
Older equipment
Poorer

51
How Can We Afford to Leave Space Empty?

What were we thinking?
Ignorance the cost of space is often hidden in
overhead
The perception
Space is free
The answer
Let consumers of space know how much their space
is costing
Give academic managers tools to manage their
space along with their other costs
The solution
Implement a space costing model that allocates
space operating costs to cost centres
Make it clear where subsidization occurs to
inform decision making

52
Space Costing

Simple allocation of space operating costs to
cost centers
Accurate within an order of magnitude
Only looks at scheduled space classrooms and
labs
Applied during program assessment, performance
and renewal
No transfer of funds or budgets
Only allocated against revenue generating
departments
Academic areas
Ancillary services

53
ACADEMIC AREA PROGRAM ASSESSMENT/PERFORMANCE/RENE
WAL
PERFORMANCE QUALITY MEASURES
PROGRAM COSTING
PROGRAM RENEWAL/NEW PROGRAM OFFERING
PROGRAM REVIEW
REMEDIATION PLAN IMPLEMENTATION
PROGRAM SUSPENSION
From Area 5 Program Assessment Summary June
2004
54
Prospect ChartingSpace Management
Gold Nuggets
Polished Gems
College Space Management Committee
Capacity Metrics
Space Costing Model in Revenue Areas
Utilization Targets
High
Space Costing in Service Areas
Utilization Reporting
Complete College Space Inventory
Centralized Scheduling
Academic Space Inventory
Demand Analysis
Occupancy Rate Targets
Quality Timetable Indicators
Payoff
Low
Fools Gold
Rough Stones
Effort
Easy
Hard
55
SPACE
MINING
56
Prospecting for Space
Leads
Hearsay
Audits
Mostly yields rough stones with the occasional
nugget
Rumours
Observations
Hunches
57
Special Deans and Directors Space Workshop

Crisis
One year to consolidating the last large
satellite urban campus
Over 30000 sf of unresolved space issues
Workshop Setup
All the Deans and Directors brought to a single
large room
Wallpapered room with floor plans of facilities
Colour coded the classrooms and labs
Green Utilization target met or exceeded
Yellow Utilization between 50 to 100 of
target
Red Utilization less than 50 of target
Outcomes and Observations
Full transparency
Most of the red spaces were allocated to programs
which were in trouble
At end gave each participants 10 coloured dots
to stick on spaces that they thought we should
look into more closely
Space leads for follow-up

Suddenly all the lights went on!
58
Start with Higher Grades of Space with Bigger
Yields
General Classrooms
General Computer Labs
Bonus in reducing inventory of unused computers
Excess capacity in oversized specialized labs in
problem areas
Drill down to more difficult yields in
specialized labs
59
Drilling for Space Through Data Analysis

Data analysis can be one of the simplest, fastest
and most cost effective ways to begin optimizing
space

Pivot tables in Microsoft Excel can yield
stunning results fast
If you have never seen pivot tables in action
you need to!
60

Just because we (Academics) ask for space, it
doesnt mean we should be given it
Nick Papadolias, Chair of CSMC
Executive Director of Academic Services

As stewards of the space resources, Physical
Resources has a responsibility to match supply
and demand for space and not to oversupply space
61
Demand AnalysisA More Fluid Approach to Space
Inventory
Active Pool of Open Spaces Available for
Scheduling

Guiding Principles
Do not oversupply space
All scheduled activity accommodated
Both Daytime and Continuing Education
Active pool of open spaces available for
scheduling based on target utilizations

Classify activity into
Full semester activity
Half semester activity
Short duration actiivty

Reserves of space Swapped and/or added to active
inventory as needed

Demand Activated Open Spaces
Managed by Registrars Office as scheduling
progresses
Used for
Accommodating new demand or changes in activity
Refining the quality of timetables
Bookings Internal and External

Look at
General classroom pool
General computer labs
General drafting labs

Not To Be Scheduled Spaces
Managed by Physical Resources
Used to accommodate various College initiatives
Maintenance and repairs, renovation swing space,
short duration storage, cyclical College
initiatives and projects, longer term bookings

Match mix of classroom sizes to section size
clusters

62
Shed or Share Phenomenon

Driven by the Space Costing Model
Schools and departments approach CSMC and
Physical Resources asking for help to shed space
or share space
Sometimes requires reconfiguration of shop or lab
space
Renewal of programs
New energy and synergies
Increased enrollments in programs

63
Prospect ChartingSpace Mining
Gold Nuggets
Polished Gems
Optimization of Specialized Labs
Renew Shed Space
Optimization of General Computer Labs
High
Optimization of General Classrooms
Utilization Reporting
Demand Analysis
Faculty Offices
Academic Space Inventory
Payoff
Reclaim Poor Quality Space
Senior Administration Offices
Lab Activity Audits
Change Locks on Vacant Space
After Hours Office Walkabouts
Low
Fools Gold
Rough Stones
Effort
Easy
Hard
64
Contact Info

Phil Rouble
roublep_at_algonquincollege.com
Mike Rushton
rushtom_at_algonquincollege.com

65
Appendix APhysical Resources Strategic Plan
2003-2008
Vision
College Mission
Values 1
Values 2
Areas of Focus
Dept. Mission
Effective Leadership
Cost Effectiveness
Growth and Capacity
Service and Quality
Link Back to
Strategic Planning
Space Management
Space Mining
66
Vision Statements

College Vision
Algonquin College will be the leading Canadian
College delivering career- focused, quality
education supported by client-centered service
and technology
Physical Resources Vision
We will be valued and respected among Canadian
Colleges for providing learning facilities and
property management services that support student
success.

Vision
College Mission
Values 1
Values 2
Areas of Focus
Dept. Mission
Effective Leadership
Cost Effectiveness
Growth and Capacity
Service and Quality
Link Back to
Strategic Planning
Space Management
Space Mining
67
College Mission Statements

QUALITY
Algonquin College will consistently provide high
quality and relevant programs and services
SERVICE
Algonquin College, through each and every
employee, will demonstrate commitment to student
and client success
TECHNOLOGY
Algonquin College will lead in the innovative
use of technology to enhance our programs,
services and the environment in which we work and
learn
FINANCIAL STABILITY
Algonquin College will facilitate institutional
stability by continuing to maintain and improve
its financial position

To provide quality state-of-the-art facilities
management through innovation and team based
processes, in support of Algonquin College as it
pursues its vision

We are committed to achieving the highest level
of excellence in delivering our services and
products
We will conduct ourselves consistently in an
honest and credible manner applying the highest
ethical and moral standards
We will demonstrate responsible leadership in
conducting our business and display courage and
conviction in our judgement, decisions and actions

We will foster a dynamic, innovative working
environment that stimulates and empowers staff
and encourages creativity and participation at
all levels
We believe in trust, respect, teamwork and open
communication in a culture where individuals are
supported in their effort to grow professionally
and personally

Effective leadership
Cost effectiveness
Growth and capacity
Service and quality

BOLD GOAL
We will be respected as the best led Physical
Resources Department among Canadian Colleges
INDICATORS
All department employees know where we are going
or will be well informed of where we are going
Respected by employees for firm, fair consistent
HR practices. Reward excellence, maintain
productivity, deal with inefficiencies
Employees view department as a place for personal
growth and development
Model for leadership sought out by other Colleges
Our documented processes will become a standard
for Colleges in Canada

BOLD GOAL
We will achieve and demonstrate maximum value
for resources invested in College facilities and
services
INDICATORS
We actively compare with industry to validate us
as being best service provider
We will proactively compare ourselves within the
relevant FM Industry
To be recognized as an Asset Manager rather than
a cost centre
Our deliverables are provided in the most
efficient, effective, and economical manner
We assess our initiatives for value contribution
to the whole College

BOLD GOAL
We will adopt a Real Property Management approach
for College facilities
INDICATORS
We will supply the right amount and quality of
facilities at the right time for the right price
for all College activities
As stewards for College facilities we will
develop College properties to meet growth
objectives, we will quantify the demand for
facilities, we will ensure the appropriate supply
of facilities to meet demand, and we will avoid
the oversupply of facilities.
We will look at the long term sustainability of
facilities

BOLD GOAL
Students and staff will view the quality of
Algonquin's learning and working environments as
among the best in Canada
INDICATORS
Algonquin's Woodroffe Campus will be recognized
as a model of excellence for learning facilities
among Canadian Colleges
The environment would contribute to the
attraction of students to the College.
A model of energy efficiency and sustainability.
We will support student success through learning
environment quality standards, which we meet
consistently.
Provide for ready access to high quality, timely,
effective services with a client centred focus.
Each employee of the department will demonstrate
a professional client service attitude to every
client they meet.

An effective cost allocation practice of
assigning space operating costs to cost centres
Relatively simple to implement
Management tool for
Decision making
Managing costs increases range of options to
consider
Improvements to the bottom line
Identification and elimination of overhead cost
inefficiencies
Direct linking of costs to revenue generation
area
Whats costed?
Space operating costs currently only allocated to
revenue generating activities
Academic Services
Only scheduled space classrooms and labs
Ancillary Services

78
Program CostingFinancial Contribution
Financial Contribution Total Revenues Direct
Costs of Delivery

Total Revenues
Tuition fees
Provincial grant total
Basic grant
Add-on grant
KPI grant

Direct Costs of Delivery
Direct costs
Allocated overhead costs of
Department
Schools
VP Academic Services
Service costs from other program areas

79
Reduction of Program Subsidization

Financial performance expectations
Financial Contribution before space should exceed
30
Financial Contribution after space should exceed
25
The 5 contribution reduction is approximately
equivalent to Physical Resources overall
operating budget
The Board of Governors directed the College to
reduce overall program subsidization
Overall subsidization now limited but not
eliminated
List of subsidized programs reviewed each year
Program Costing is only one consideration in the
overall Program Assessment Process
Failure to implement a successful remediation
plan may lead to program suspension

80
ACADEMIC AREA PROGRAM ASSESSMENT/PERFORMANCE/RENE
WAL
PERFORMANCE QUALITY MEASURES
PROGRAM COSTING
PROGRAM RENEWAL/NEW PROGRAM OFFERING
PROGRAM REVIEW
REMEDIATION PLAN IMPLEMENTATION
PROGRAM SUSPENSION
From Area 5 Program Assessment Summary June
2004
81
Program AssessmentPerformance and Quality
Measures
Performance Quality Measures
QUALITY MEASURES Internal Statistics -Admissions
-Enrolment -KPI
PERFORMANCE MEASURES KPI Student
Satisfaction -Course Assessments -KPI
From Area 5 Program Assessment Summary June
2004
82
Program AssessmentProgram Costing
Year End Area 5 Revenues/ Expenses (Peoplesoft)

Program Offerings
Teaching contact hours
Audited enrolments
(GeneSIS)

Grant Financial Reporting (Finance)
Program Costing
Space Operating Costs Space Utilization Room
Inventory (Physical Resources)
Capital Investments Depreciation Fixed
Assets (Finance)
From Area 5 Program Assessment Summary June
2004
83
Key Accountabilities

Physical Resources
Quantifies space operating costs and establishes
a reasonable unit cost for academic space
Publishes net area for spaces
Academic Services
Manages the allocation of space costs to program
areas
Establishes incentives to optimize the use of
academic space

84
Quantifying Space Operating Costs

Calculated by Physical Resources based on data
from the Cost Operating Report (example next
slide)
Total Operating Cost per SF charged against
classroom and lab spaces
Average Cost Premium Costs
2002/03 12.85 /sf
Average Cost per SF
Total Operating Budget for Physical Resources
divided by total GSF of College
2002/03 7.42 / sf
Premium Costs per SF for Classroom and Lab spaces
Incremental usage costs related to
Electrical and HVAC Maintenance
Building Maintenance
Cleaning
Utilities
2002/03 5.43 / sf

85
(No Transcript)
86
Program CostingAllocation of Space Costs

Assigned by Academic Services to various programs
based on use of space
Dedicated space
100 of cost of space assigned to program using
space
Area of space x Total Operating cost / sf
Open (shared) space
Costs assigned to programs based on prorated
average cost per scheduled hour of activity in
all open spaces
No. of program hours x Average Cost per Scheduled
Hour
Size of room is not considered as program areas
to not control the size of open room in which
activity is timetabled

87
Incentives to Further Optimize the Use of
Academic Space

Full cost recovery established from Fall and
Winter activity
Spring term activity does not incur space costs
Goal - Increase Spring term activity to
capitalize on available capacity
Open space costs are charged by the hour and are
shared with the broader College
Invariably results in lower space costs
Open space is better optimized
Goal Encourage open space where appropriate

88
Space CostingDoes It Work? Very Well!

Academic Schools provided with a tool to more
accurately map costs with revenue generation
Program subsidization has been significantly
reduced and is now quantified
Academic areas are provided with additional
options to reduce costs and better position
programs for sustainability
Space dividend
Space is optimized to reduce costs
Shedding of space
Movement towards open (shared) rather than
dedicated space
Redeployment of shed space
Redeployment of space from suspended programs

89
References