Facility Management and the Customer Experience Beginning with An End in Mind

Size: px

Start display at page:

Download "Facility Management and the Customer Experience Beginning with An End in Mind"

Felix Hawkins
8 years ago
Views:

1 Facility Management and the Customer Experience Beginning with An End in Mind

2 The Kauffman Center Vision To enrich ihthe lives of everyone in our community through extraordinary and diverse performing arts experiences

3 p The experience thus far Yesterday.

4 Today

5 TOMORROW!

6 The Challenges Direction, Alignment and Commitment ARCHITECTS STAFF

7 Unique Design...

8 Complex Structures

9 Recognizable Operations...

10 Customized Operations...

11 The Result.

12 Supporting the Experience The FM Contribution

13 It s All About the Mission! The Kauffman Center for the Performing Arts will provide extraordinary experiences through: Performance Programs Customer Service Education Program We will showcase a wide variety of high quality programs through: Our staff will work to create devoted constituents of the Kauffman Center. We will nurture a love of the arts for present and future generations We will enhance the level of by: satisfaction for all who come into our Promoting and developing creativity venue by: through programs, activities, and Our resident companies Community partnerships National and international artists & productions. Providing a welcoming and accessible environment, from programs to parking, ticket transactions and events Going the second mile to make the customer comfortable Exercising thorough and prompt follow- through and problem solving Serving each customer with dignity. performances Facilitating a cultural environment Bridging gaps between the arts and needs of individuals (children, youth, and adults), families, organizations and communities.

programs through: Our staff will work to create devoted constituents of the Kauffman Center.

14 Program Development -A Continuous Cycle of Stewardship- 5 FM Operational Review 1 Validate Objectives & Develop FM Strategy 4 Coordination of Pre-opening Operation Plan 2 Build the Bridge 3 Develop Facility Management Program

FM Strategy 4 Coordination of Pre-opening Operation Plan

15 Strategy Linking FM to Vision and Mission VISION To enrich the lives of everyone in our community through extraordinary and diverse performing arts experiences MISSION To provide extraordinary experiences through programs, customer service, and education Stakeholder Perspective Create and provide resources that perpetuate artistic education and exposure Internal Perspective Ensure that efficient systems and processes are in place to deliver exceptional value to patrons and stakeholders Patron Perspective Experience exemplary events in a well-maintained, inviting environment Financial Perspective Maintain viable fiscal position through sound financial management and optimized asset utilization Community Exposure Artistic Influence S T R A T E G I C V A L U E S Operational Excellence

efficient systems and processes are in place to deliver exceptional value to patrons and stakeholders Patron Perspective Experience exemplary events in a well-maintained, inviting environment

16 Service Level High Quality Service for a Premier Icon APPA s Levels of Service Level Maintenance Custodial Grounds 1 Showpiece Facility Orderly Spotlessness State-of-the-Artt th At 2 Comprehensive Stewardship Orderly Tidiness High Level 3 Managed Care Casual Inattention Moderate Level 4 Reactive Management Moderate Dinginess Moderately Low- Level 5 Crisis Response Unkempt Neglect Minimum Level

Comprehensive Stewardship Orderly Tidiness High Level 3 Managed Care Casual Inattention Moderate

17 Build the Bridge Positive connectivity between construction, design, and FM to ensure operational excellence. Balance the implications around different stakeholders with varied objectives and visions Make decisions which support long term capital utilization and effective expense management

Balance the implications around different stakeholders with varied

18 Linking FM Operations to the Kauffman Strategy t Going to CORT To facilitate communications to gain influence and To facilitate communications to gain influence and awareness with the Construction Team, Board of Directors, Owner s Representative, and other key individuals

communications to gain influence and awareness with the

19 Benchmarking GM glass curtain wall lessons learned Sea Tac glass curtain wall Sydney Opera House BIM Disney Concert Hall O&M Kravis O&M Sprint World HQ Processes and Procedures

20 Lessons Learned Thus Far CORT Utilization of secondary market furniture Diverse group of stakeholders Multiple Customers: Opera, Ballet, Symphony, Patrons Image Importance Operating Cost

21 1 Yr 2 Go.. Completion of O&M Operations e.g. Food Service, Janitorial, Building Envelope Mgt. Plan, etc. Commissioning Implement Technology Plan (CMMS, BAS, EMS) Personnel Hiring and Training Energy Management Plan Coordination of Move In and Shakedown

22 Proactive Leadership Position

23 The experience To Be WOW! The Center is a must see! Just as beautiful as the day it opened! Best of its kind anywhere! We Love Kauffman Center! We attend again and again. My kids love the performances! Kauffman Center is MY place an asset to our community

24 Thank you! Bud Jeffress, Vice President Operations, CFO Kauffman Center for the Performing Arts Teena Shouse, CFM, IFMA Fellow Facility Engineering Associates, P.C.

Janitorial Services Phase 1 Process Improvement Plan. 3/9/15 Community Review Draft

Janitorial Services Phase 1 Process Improvement Plan 3/9/15 Community Review Draft Implement a performance based janitorial / event support program that delivers the best value to the campus community