We will achieve our VISION by living our VALUES

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1 AND VALUES TEAMWORK PHILOSOPHY NETWORKS TRENDS ATTRIBUTES AND ACTIONS We will achieve our by living our VALUES Which are MSU s values, first and foremost: Quality: In all we do and all we serve. Inclusiveness: We will value different perspectives and practice mutual respect to solve difficult problems. Connectivity: We will forge partnerships to creatively and efficiently solve problems, with an eye to the future and our role in improving it. Photo courtesy of Communications and Brand Strategy In service to our customers: Honest and transparent communication: We will provide customers with timely, accurate and complete information, and will interact with each other in the same manner. Value: We will be fiscally responsible with university and customer resources. Reliability and responsiveness: We will be there for our customers, 24/7/365, solving problems without fail. Innovation and strategic planning: We will curiously explore new technology, systems and approaches to creatively and proactively solve problems, always devoted to what s best for MSU. Stewardship: We will be stewards of our campus and the physical infrastructure that comprises it, and make environmentally minded decisions that support a cleaner, greener MSU and world. Be the most highperforming, innovative, In development of our people: Expertise: We are committed to a high-performing, skilled workforce. We will invest in training and development to build and maintain experts in fields and master craftspeople. Accountability: Our team members are accountable for their actions and embrace their responsibility as both IPF and MSU ambassadors. Dedication: We will commit ourselves to customers and to problems, striving tirelessly to achieve optimal results and solutions. Collaboration: We will develop our team members to be clear and consistent communicators and collaborators.

2 AND VALUES TEAMWORK PHILOSOPHY NETWORKS TRENDS ATTRIBUTES AND ACTIONS We advance our vision by practicing our TEAMWORK PHILOSOPHY Our teamwork philosophy puts all of our values in play. We believe in collaboration to advance a can-do spirit three people working together are more productive than six apart. We believe that in true teamwork there is shared risk and reward, which motivates astounding progress and creativity. We advance the matrixed-organization philosophy, empowering employees to break down traditional departmental/unit boundaries to establish dynamic project teams that can creatively and proactively solve problems. We also ask employees for their suggestions as to how to advance the vision and mission of the organization. Some examples of our teamwork philosophy in practice include: The MSU Way: Excellence in Campus Operations and Services (ECOS) organizational improvement initiative and related Sparty Squads, which are small process-improvement work groups. The Spartan Experience customer service training. Engagement (formerly Participatory Management), which promotes five pillars that comprise a progressive, healthy organization: Communication, Inclusion, Engagement, Acknowledgment and lastly, though of prominent importance, Accountability. Internal employee town hall meetings Customer town hall meetings Be the most highperforming, innovative,

3 AND VALUES TEAMWORK PHILOSOPHY NETWORKS TRENDS ATTRIBUTES AND ACTIONS We advance our vision by utilizing our NETWORKS No person, or administrative unit, is an island, nor should they operate like one. Our networks on campus are boundless, as cross-disciplined project teams can mobilize and demobilize as required. Some examples of our active oncampus networks include, but are not limited to: The MSU Way ECOS and related Sparty Squads (involves various stakeholders from academic and operations units) Electronic networks Deans, directors, chairpersons organization Information Technology Leaders Program (itlp) Information Systems Technology Coordinating Council (istecc) Human Resources Unit Representatives University Communicators Network Energy Transition Operations team Sustainability Systems team Union Coalition School of Planning, Design and Construction Researchers in various colleges Our active off-campus network is also robust, and we draw upon it daily to share best practices and progressively advance our vision. Some examples of our active offcampus networks include, but are not limited to: Big Ten and Friends, and various discipline-specific sub-groups Association of Physical Plant Administrators (appa) organizations, including Michigan APPA (miappa), Midwest APPA (mappa), and International APPA National Association of College and University Business Officers (nacubo) U.S. Department of Energy: For various energy-related initiatives, including the Better Buildings Challenge American Society of Heating, Refrigerating and Air-Conditioning Engineers (ashrae) Sightlines, a partner organization to colleges and universities, focused on benchmarking and analytics, to help schools better manage their facilities Society for College and University Planning (scup) Design consultants Construction contractors Vendors and suppliers City of East Lansing and neighborhood associations Electronic networks Be the most highperforming, innovative, We have the potential to expand all of the above networks and forge new ones as related to the trends facing our unit and our values.

4 INFRASTRUCTURE PLANNING AND FACILITIES AND VALUES TEAMWORK PHILOSOPHY NETWORKS TRENDS ATTRIBUTES AND ACTIONS Photo courtesy of Communications and Brand Strategy TRENDS affecting our unit A multitude of trends face the university, and our unit, specifically. Our leadership team has defined two primary trends that impact our unit: 1. Diverse and ever-changing customer-service expectations: This is a broad category, with various sub-categories and avenues requiring exploration: Service delivered faster, cheaper, better. How do we accommodate all three? Seamless service: One-stop shopping, limited hand-offs, clear delineation of work. Savvy consumerism: Customers, especially students, are wellinformed and expect to find what they need online. The substitution effect is real customers know there are many different sources for the services they seek and will choose based on their values. Mobile customer base and related expectations Automation: Information and answers available online, any time, at their fingertips The demand for IPF to respond quickly and nimbly to increasingly complex issues: This relates not only to traditional customer service expectations, but also how we contribute to broader university challenges (cost of higher education, distance learning, interdisciplinary collaboration), adapt to change, provide the best value, prepare our workforce, etc. 1. Other noteworthy trends Bolder by Design expectations: Meeting all six imperatives 4. Financial constraints 5. Rapidly changing technology (including both hardware and software tools) 6. Sustainability 7. Matrixed employees and the need to cross-train 8. Generational diversity: Different generations work differently Be the most highperforming, innovative,

5 AND VALUES TEAMWORK PHILOSOPHY NETWORKS TRENDS ATTRIBUTES AND ACTIONS ATTRIBUTES and ACTIONS we ll use to address our trends Attributes Actions Quality Do it right the first time Use the right resources and materials Be sustainability-minded Inclusiveness Listen Give trust Value relationships Value different perspectives Practice mutual respect Connectivity Value relationships Be allies to our colleagues Lead with inspiration Honesty Define expectations Communicate effectively Accept responsibility Discuss difficult topics Transparency Provide timely information Establish processes and procedures Communicate effectively Define expectations Accept responsibility Discuss difficult topics Value Simplify funding model Provide one-stop shopping Reduce costs Reliability Provide consistent service Provide quality services Responsiveness Be proactive Provide timely service Embrace new technology, systems, approaches Communicate effectively Innovation Be proactive Commit to creative problem-solving Embrace new technology, systems, approaches Strategic Planning Be proactive Lead with inspiration Establish processes and procedures Stewardship Be sustainability-minded Be proactive Reduce Costs Use the right resources and materials Expertise Invest in training and development Establish processes and procedures Accountability See, own, solve, do mentality Take responsibility Meet deadlines Communicate effectively Dedication Be allies to our colleagues Commit to creative problem-solving Meet deadlines Collaboration Be allies to our colleagues Commit to creative problem-solving Value relationships Communicate effectively Using our values as key attributes we intend to use, the table on the left showcases how we will translate our attributes into actions to achieve our vision. Some actions are deliberately duplicated as they apply to multiple attributes. The number of instances suggests the value of the action.

6 Supporting materials: engaged participants information strategy timeliness skills VALUE reliability 24/7/365 accountable listen honest dedication transparency responsiveness process/procedure relationships defined expectations sustainable creative innovation trust one stop shop meaningful contribution consistency walk the talk inspired leadership ambassadors pride TEAMWORK allies empowerment ownership alignment passion count on us Apple Store service living learning laboratory A consolidation of the concepts we covered that respond to the first four questions of the assignment. What are your values? What is your collective vision? What is your teamwork philosophy and practice? What are your networks, both active and potential? proactive There s an APP for that! training town hall unified NETWORKS customer satisfaction integrated I.T. solutions nimble sensible funding model matrixed structure Sparty Squads/SWAT teams web presence

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