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F ilit M tFacility Management
and the
Customer Experience…
Beginning with An End in Mind
The Kauffman Center Vision
T i h h li f iTo enrich the lives of everyone in our community through extraordinary y g y
and diverse performing arts experiencesexperiences
The experience thus far…
Yesterday….
p
Today…
TOMORROW!
The Challenges
Direction, Alignment and CommitmentCommitment
ARCHITECTS
STAFF
Unique Design...
Complex Structures
Recognizable Operations...
Customized Operations...
The Result…….
Supporting the Experience…Supporting the Experience…The FM Contribution
The Kauffman Center for the Performing Arts will provide extraordinary experiences through:
It’s All About the Mission!
g p y p g
Performance Programs Customer Service Education ProgramWe 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 Our resident companiesCommunity partnerships
National and international artists & productions.
We will enhance the level of satisfaction for all who come into our
venue by:Providing a welcoming and accessible
f
by:Promoting and developing creativity through programs, activities, and
performancesFacilitating a cultural environmentenvironment, from programs to parking,
ticket transactions and eventsGoing the second mile to make the
customer comfortableExercising thorough and prompt follow-
Facilitating a cultural environmentBridging gaps between the arts and
needs of individuals (children, youth, and adults), families, organizations and
communities.Exercising thorough and prompt followthrough and problem solving
Serving each customer with dignity.
P D l tProgram Development-A Continuous Cycle of Stewardship-
1 ValidateObjectives5 FM Operational & Develop FMStrategy
5 FM OperationalReview
4 Coordination 2 Build theBridge
3
4 Coordinationof Pre-openingOperation Plan
3 Develop FacilityManagementProgram
Strategy
VISIONTo enrich the lives of everyone in our
MISSIONTo provide extraordinary experiences
Strategy‐Linking FM to Vision and Mission‐
community through extraordinary and diverse performing arts
experiences
To provide extraordinary experiences through programs, customer service,
and education
Stakeholder Perspective
InternalP ti
Create and provide resources that perpetuate artistic education and exposure
Ensure that efficient systems and processes are in place to deliver exceptional value to patrons and stakeholdersPerspective
PatronPerspective
exceptional value to patrons and stakeholders
Experience exemplary events in a well-maintained, inviting environment
S A G C A S
Financial Perspective
Maintain viable fiscal position through sound financial management and optimized asset utilization
CommunityExposure
ArtisticInfluence
Operational Excellence
S T R A T E G I C V A L U E S
Service Level
APPA’s Levels of ServiceAPPA’s Levels of Service
Service Level‐High Quality Service for a Premier Icon‐
Level Maintenance Custodial Grounds
1 Sh i F ilit Orderly St t f th A t1 Showpiece Facility Orderly Spotlessness State-of-the-Art
2 Comprehensive Stewardship Orderly Tidiness High LevelStewardship
3 Managed Care Casual Inattention Moderate Level
Reactive Moderately Low4 Reactive Management Moderate Dinginess Moderately Low-
Level
5 Crisis Response Unkempt Neglect Minimum Level
Build the BridgeBuild the Bridge
Positive connectivity between construction, y ,design, and FM to ensure operational excellence.
Balance the implications around different stakeholders with varied objectives and visionsstakeholders with varied objectives and visions
Make decisions which support long term capital utilization and effective expensecapital utilization and effective expense management
Li ki FM O ti t th K ff St tLinking FM Operations to the Kauffman Strategy
“Going to CORT”Going to CORT
To facilitate communications to gain influence andTo facilitate communications to gain influence and awareness with the Construction Team, Board of Directors,
Owner’s Representative, and other key individuals
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
Lessons Learned Thus FarLessons Learned Thus Far…
CORT
Utilization of secondary market furniture
Diverse group of stakeholders
Multiple Customers: Opera, Ballet, Symphony, Patrons
Image Importance
Operating Cost
1 Yr 2 Go…..
Completion of O&M Operations e.g. Food Service, Janitorial, Building Envelope Mgt. Plan, etc.Janitorial, Building Envelope Mgt. Plan, etc.
Commissioning
Implement Technology Plan (CMMS, BAS, EMS)p gy ( , , )
Personnel Hiring and Training
Energy Management Plangy g
Coordination of Move‐In and Shakedown
Proactive Leadership PositionProactive Leadership Position
experienceThe experience To Be
W dWOW! Best of its
kind anywhere!
We attend again and
again.anywhere!
We Love The Center is a
must see! Just as b tif l th d
My kids love
g
Kauffman Center!
beautiful as the day it opened!
the performances!
Kauffman Center is MY place…an asset to our
community
Thank you!
Bud Jeffress, Vice‐President Operations, CFO
Kauffman Center for the Performing Arts
Teena Shouse, CFM, IFMA Fellow
Facility Engineering Associates, P.C.