Housing & Hospitality Services Strategic Plan 2008 through 2013
A Model for Achieving and Sustaining Excellence 1
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UCLA Housing & Hospitality Services Strategic Plan 2008 through 2013
TABLE OF CONTENTS Page
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Executive Summary The Strategic Planning Development Process Mission, Vision, & Key Success Factors Key Service Objectives, Products, & Services Housing & Hospitality Services Assumptions Considering SWOT in the Planning Process
Strategic Initiatives
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l Guest Service & Satisfaction
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l Organizational Climate & Team Satisfaction l Internal Business Process Improvements & Innovation l
Learning
l Financial Management
l Social Responsibility
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Published by UCLA Housing & Hospitality Services Peter Angelis - Assistant Vice Chancellor 3
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EXECUTIVE SUMMARY This strategic plan serves as a guide for the primary distribution of human and capital resources through the year 2013 for UCLA Housing & Hospitality Services (H&HS). The plan applies directly to University Housing, the UCLA Lake Arrowhead Conference Center and BRUIN WOODS Family Resort, the UCLA Guest House, UCLA Vending Services, and the UCLA Community Housing Office. In the aggregate, these departments:
the UCLA Alumni Association’s BRUIN WOODS Family Resort, serving alumni, staff, and faculty families. The UCLA Guest House, UCLA Vending, UCLA Catering, and the Community Housing Office provide a variety of hospitality resources to the campus community on a year-round basis. The LACC, the UCLA Guest House, and Vending Services will continue their capital development initiatives from 2007 through the coming years.
• Employ approximately 1,400 employees or 1,100 FTE • Have gross revenues of approximately $197 million • Have annual debt service totaling $48 million • Have reserve balances totaling approximately $154 million.
Primary initiatives included in the 2008-2013 five-year strategic plan include: • Continued emphasis on capital development to ensure the availability of affordable housing to not only every UCLA student who desires such housing, but also a suitable inventory to assist in the recruitment and retention of faculty and staff.
Each of the major functional areas of H&HS plays a critical support role in UCLA's on-going pursuit of excellence in the core areas of teaching, research, and public service. The primary objective of both the on- and off-campus housing program is to support the needs of the academic enterprise with regard to the recruitment and retention of outstanding undergraduate and graduate students, medical interns, and residents.
• Explore and implement, when appropriate, information systems and technologies to optimize routine business and administrative transactions for our customers, vendors, and team members, such as customer self-service, records and document management, customer relationship management, and human resource management systems. • The continued allocation of significant resources to support the diversity, training, education, professional development, and retention of all team members.
The Housing program also recognizes the need for short-term, transitional housing for highlyrecruited faculty as well as housing, on a space available basis, for postdoctoral candidates. In addition, the 2008 plan builds on the 2007 efforts to analyze the need for rental housing proximate to campus for UCLA staff and to develop a strategy to purchase or build suitable housing to meet this need.
• The continued learning, evaluation, and evolving of processes, to optimize efficiencies and minimize expenses. • Renewed emphasis on sustainability and volunteerism as a viable means to achieve financial, societal, and organizational enhancement and enrichment.
The UCLA Lake Arrowhead Conference Center (LACC) provides residential meeting space from Labor Day through mid-June to academic constituents. During the summer, it functions as
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• Renewed emphasis on emergency preparedness and safety and security measures, incorporating more fully technological advances in communication and responses.
• Provide construction planning and administration oversight for:
(3) LACC dining service renovation, redevelopment, and new construction (4) The second phase of Weyburn Terrace single graduate housing (5) An Executive Conference Center for UCLA (6 Workforce housing.
(1) The addition of 1,500 undergraduate beds and support spaces (including mitigation planning in the areas of vehicular and pedestrian circulation and access) (2) The redevelopment of the Hilgard Houses
THE STRATEGIC PLANNING DEVELOPMENT PROCESS The H&HS five-year strategic plan is updated annually and is influenced by internal sources as well as the mission, vision, and direction of Administration, UCLA, the University of California, and issues related to the State of California budget. The strategic planning process includes:
6. Anecdotal input from academic departments and professional schools, the Office of Residential Life, and other campus stakeholders. The H&HS five-year strategic plan is developed within the framework of the key business objectives of the organization. These are:
1. Commitment and focus on H&HS’s mission, vision, and values
• Guest satisfaction • Organizational climate and team member satisfaction • Business process improvement and innovation • Learning • Financial management • Social responsibility.
2. Re-assessment of H&HS’s key objectives, products, and services 3. Evaluation of the previous year’s performance of key objectives, products, and services 4. Evaluation of results of key success factors including customer and team member satisfaction surveys and performance results of the H&HS functional areas
The planning process typically occurs in late August and is generally completed by the end of October. Formal quarterly status reports on progress are reviewed by the Assistant Vice Chancellor (AVC) of Housing & Hospitality Services. Final annual results on status are provided to the Administrative Vice Chancellor and the campus in July.
5. Evaluation of organizational assumptions and internal strengths, weaknesses, external opportunities, and threats (SWOT Analysis)
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H&HS Mission, Vision, Values, & Key Success Factors Mission Statement
Key Success Factors
UCLA Housing & Hospitality Services supports the teaching, research, and public service mission of the University by delivering to our customers a wide array of quality services, products, and programs which meet or exceed their expectations.
To be successful in meeting our mission, reaching our vision, and demonstrating our values, we focus on five key factors: l l l
Vision Statement
l l l
Hospitality First!
STAR Values Our organizational core values are summed up in the following STAR Values: l
Service: We strive to provide exceptional service.
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Teamwork: We establish and nurture teamwork within and across divisional lines.
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Acknowledgement: We acknowledge each other and our individual contributions toward the organization's mission.
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Respect: We treat our customers, each other, and our resources with the utmost respect.
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Guest satisfaction Organizational climate and team member satisfaction Business process improvement and innovation Learning Financial management Social responsibility.
KEY SERVICE OBJECTIVES, PRODUCTS, & SERVICES
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1. Provide affordable guaranteed
l New
l New
l New
3. Provide academic and administra-
University housing designed to enhance academic success for: entering freshmen for four years
entering transfer students for two years
l Day meetings, seminars, and workshops
single graduate students, graduate student families, and medical interns and residents who desire such housing (two years for single students and up to seven years for students with families)
classrooms for lectures, cluster classes, and academic counseling and tutorial sessions
l New
postdoctoral scholars (two years for single students and up to seven years for postdoctoral scholars with families), on a space available basis.
l Faculty,
l Conference
l Faculty,
living in on-campus housing
student, and staff meetings, conferences, workshops, fund-raisers, and special events through UCLA Catering guests and BRUIN WOODS Family Resort participants at the UCLA Lake Arrowhead Conference Center
l Academic
l Residential
l A
l Meeting
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l Students
conferences
wide array of special events
planning assistance for both on- and off-campus events.
4. Provide faculty, students, and staff with efficient, convenient, and professional assistance in finding affordable rental housing.
2. Provide convenient, high-quality, health-conscious, food service programs and products at affordable prices to:
tive departments with high-quality, affordable conference and event planning expertise designed to meet the following institutional needs:
student, staff, and campus visitors via strategically-located vending sites.
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HOUSING & HOSPITALITY SERVICES ASSUMPTIONS Internal Assumptions
External Assumptions
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6.
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Housing & Hospitality Services customers and team members will continue to expect that business and administrative transactions be conducted effectively and efficiently with increased utilization of the Web for communication, transactions, and delivery of target specific administrative services.
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Housing & Hospitality Services will continue to be required by its customers to maintain high-quality products and services and to make them available at competitive prices.
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The cost of labor will grow disproportionately to other cost centers. Impacts will include significant increases for represented team members. Fringe benefit costs and workers compensation rates will present serious, long-term challenges.
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Security of electronic data will continue to drive processes and procedures. New legislation and campus protocols will require that all critical data be collected, maintained, and protected using appropriate encryptions and processes.
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The long-term availability of Universityowned on- and off-campus housing is critical to the University's continued success in recruiting and retaining outstanding students, faculty, and staff.
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The transformation of UCLA to a residential campus will continue throughout the decade resulting in more integration of academic programs and student support services into both on- and off-campus housing. The transformation of UCLA in providing affordable residential options for faculty and staff will expand throughout the next decade.
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Year-over-year permanent efficiencies will be achieved to marginalize the impacts of inflation on controllable expenses and minimize rental rate increases.
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Significant financial resources will be required to ensure a highly competent work force that is properly educated, trained, and equipped to anticipate and meet customer expectations.
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Succession and talent management strategies and initiatives must be developed and implemented to ensure that Housing & Hospitality Services is in a position to retain and develop team members into more senior positions.
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9.
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Security and sustainability issues and initiatives will become an increasing focus for H&HS and the UCLA campus.
CONSIDERING STRENGTHS, WEAKNESSES, OPPORTUNITIES, & THREATS STRENGTHS
WEAKNESSES
• Top-ranked public university committed to residential living & learning environments • Quality products and services • Solid reputation; loyal and satisfied guests • Loyal and satisfied customers • Substantial physical infrastructure in place Internal • Resources, vision, and reputation for Factors systemic physical growth • Solid financial standing • Diverse guest base and workforce • Mature, robust summer conference program • Integrated talent development strategies • Strong community service programs for team members
OPPORTUNITIES
• Shortfall of housing inventory to meet goals • Service organization, unionized, with high labor costs • Integration of emergency response plan with campus • Communication to all levels of staff not always as accessible, relevant, and available as it could be • Lack of accurate benchmarking data • Key positions approaching retirement age • Inability to substantially and financially recognize innovative work above and beyond the norm
THREATS
• Expertise to evolve products and processes incorporating newest trends and technologies • Higher demand for specialized services and products (i.e., Kosher products, organic products) External • More intense integration of Factors sustainability in work products and services provided to reduce energy consumption and increase long term viability • Financial ability to build facilities to accommodate future growth/needs • Maximizing potential of last remaining land in northwest campus • Partnership with ORL in developing programs to better support the academic progress of students and institutional objectives
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• Economic slow down could reduce demand • Recruiting challenges for all levels of positions • Increase cost of living in the UCLA area impacts ability to recruit and retain • Security of electronic data • Natural disaster could cause damage to inventory and/or drive up construction costs • Union increased political clout and aggressive tactics are leading to lower team member satisfaction • Maintaining quality living conditions in facilities adjacent to construction sites
STRATEGIC GOALS & INITIATIVES
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Guest Service and Satisfaction - Capital Development Goals & Initiatives
GOAL: Ensure the long-term viability of four high-rise residence halls built 1959-1963. INITIATIVE Upgrade Rieber Hall Upgrade Hedrick Hall Upgrade Dykstra Hall
PROJECTED COMPLETION DATE POINT PERSON 3/2010 8/2011 4/2013
Dan Batliwalla
BUDGET
OUTCOME MEASUREMENTS
$44 million for Rieber; $90 million for Dykstra and Hedrick
1. On-time completion 2. Meets or under budget 3. Post-completion satisfaction
BUDGET
OUTCOME MEASUREMENTS
$21 million (combined)
1. On time completion 2. Meets or under budget 3. Post-completion satisfaction 4. Post-completion patron counts
GOAL: Ensure the long-term viability of residential dining. INITIATIVE Renovate Rieber Dining Renovate Hedrick Dining Renovate De Neve Dining Puzzles and Bruin Cafe
PROJECTED COMPLETION DATE POINT PERSON 2010 2012 2013 TBD
Craig St. Louis
GOAL: Ensure the campus can meet Student Housing Master Plan goals by building an additional 2,500 new undergraduate student beds with support space. INITIATIVE
PROJECTED COMPLETION DATE POINT PERSON Pete Angelis, Dan Batliwalla
BUDGET
OUTCOME MEASUREMENTS 1. Community and campus approval 2. On time completion 3. Meets or under budget 4. Return rate during construction years 5. Existing customer satisfaction during construction years 6. Pre-construction needs assessment 7. Post-completion satisfaction 8. Post-completion % of students housed 9. Post-completion % of students in triples
Begin construction of first 1,500 beds
2009
Begin planning for final 1,000 beds
2009
$550 million (combined new construction)
Demo ORL building to make room for new beds. Relocate ORL functions to Bradley Hall.
2010
$3 million
Open last of first 1,500 beds
2013
Complete construction of final 1,000 beds
2014
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Customer Service & Satisfaction - Capital Development Goals & Initiatives
(continued)
GOAL: Ensure the long-term viability of existing off-campus apartment inventory. INITIATIVE
PROJECTED COMPLETION DATE POINT PERSON
Perform due-diligence on older complexes and decide next steps
2009
Redevelop 720,726, and 824 Hilgard houses
2010
Shirley Wong, Pete Angelis, & Dan Batliwalla
BUDGET TBD
$24 million
OUTCOME MEASUREMENTS 1. Community and campus approval 2. On-time completion 3. Meets or under budget 4. Post-completion satisfaction 5. Post-completion percentage of students housed
GOAL: Ensure the campus can meet Student Housing Master Plan goals by building or buying apartments to provide an additional 2,000 graduate student beds. INITIATIVE Plan and construct additional apartments and a commons building on the Weyburn Terrace site
PROJECTED COMPLETION DATE POINT PERSON BUDGET 2012 - 2013 Mike Foraker, $50 million Pete Angelis, & Dan Batliwalla
Continue planning for building additional apartment sites for workforce
2008 - 2014
Pete Angelis, Angela Marciano & Shirley Wong
TBD
Continue evaluating and purchasing new apartment buildings when opportunities become available
2014
Shirley Wong
TBD
OUTCOME MEASUREMENTS 1. Community and campus approval 2. On-time completion 3. Meets or under budget 4. Pre-construction needs assessment 5. Post-completion satisfaction 6. Post-completion percent of students/workforce housed
GOAL: Ensure the needs of the campus are met for convenient food and beverage products. INITIATIVE Upgrade existing vending sites based on life-cycle, customer, and operational needs Update Vending Services Master Plan
PROJECTED COMPLETION DATE POINT PERSON BUDGET On-going through Bob Kitay $75,000/ 5-year planning cycle renovation 2009
Bob Kitay
NA
OUTCOME MEASUREMENTS 1. On time completion 2. Meets or under budget 3. Post-completion satisfaction 1. Written Vending Master Plan
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Customer Service & Satisfaction - Capital Development Goals & Initiatives (continued)
GOAL: Ensure the UCLA Guest House maintains its competitive edge as a lodging choice by staying current with renovations of the physical structure. INITIATIVE Finalize plans for addition of rooms to existing property
PROJECTED COMPLETION DATE POINT PERSON 2009
Alfred Nam, Stephen Florence, & Pete Angelis
BUDGET NA
OUTCOME MEASUREMENTS 1. Percent of revenue used for capital improvement projects
GOAL: Ensure that institutional objectives for the UCLA Lake Arrowhead Conference Center are met. INITIATIVE Acquire maintenance storage facility at Lake Arrowhead Begin construction on new meeting room facility
PROJECTED COMPLETION DATE POINT PERSON BUDGET 2009 Pete Angelis, $1.8 Mike Foraker, & $2 million Dan Batliwalla 2011
Steve Caloca & Dan Batliwalla
$5 million
OUTCOME MEASUREMENTS 1. On time completion 2. Meets or under budget 3. Pre-construction needs assessment 4. Post-completion
GOAL: Ensure that institutional objectives are met for staff housing. INITIATIVE Finalize UCLA Workforce Housing Master Plan
PROJECTED COMPLETION DATE POINT PERSON 2009
BUDGET
Pete Angelis via TBD Brad Erickson
OUTCOME MEASUREMENTS 1. Obtain demand data 2. Complete written plan 3. Develop next steps
GOAL: Ensure institutional needs are met for residential conferencing needs linked to academic programming. INITIATIVE Finalize Executive Conference Center Feasibility Study and present to the campus
PROJECTED COMPLETION DATE POINT PERSON BUDGET 2009 Pete Angelis via TBD Sam Morabito
OUTCOME MEASUREMENTS 1. Complete written plan 2. Develop next steps
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Guest Service & Satisfaction - Operational Goals & Initiatives
GOAL : Ensure that administrative interactions and service processes are fast, efficient, customerfriendly, and cost effective. INITIATIVE
PROJECTED COMPLETION DATE POINT PERSON
BUDGET
OUTCOME MEASUREMENTS
Ensure competitive pricing and good value for food products and services provided
On-going thoughout next 5 years
Directors
NA
1. Operational metrics 2. Comparative data
Analyze and evolve dining menus to ensure fiscal and societal responsibility and changing student demographics
Fall Quarter 2008
Craig St. Louis
NA
1. Number of menu changes
Analyze and evolve residential allocation and assignment programs (theme housing, housing for foster care students and veterans) for international and at-risk students to support or encourage changing demographics
2009 - 2010
Geri Sena & Alfred Nam
TBD
1. Number of program changes 2. Satisfaction level
Analyze and evolve faculty housing assignment and waiting list process
2009 - 2010
Shirley Wong
TBD
1. Number of complaints related to process 2. Time on waiting list
Analyze and evolve study abroad housing options and programs to better meet institutional needs
2009 - 2011
Geri Sena & Joanne Williams
TBD
1. Needs assessment
Initiate discussions regarding allocation of workforce housing
2009 - 2013
Pete Angelis
TBD
1. Development of Master Plan
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Organizational Climate and Team Member Satisfaction Goals & Initiatives
GOAL: Ensure that team members recognize their contributions and value to the organization. Provide a safe and healthy work environment. INITIATIVE
PROJECTED COMPLETION DATE POINT PERSON
BUDGET
OUTCOME MEASUREMENTS
Respond to climate assessment results.
On-going through 5-year planning cycle
Directors
$25,000
1. Percentage of team members satisfied 2. Percentage of action plan items completed
Evolve Fitwell Program.
On-going through 5-year planning cycle
Joanne McGill
$10,000
1. Number of participants 2. Number of injuries
Identify and respond to retention On-going through 5-year planning cycle and promotion rates.
Nina Purtell
NA
1. Retention rate 2. Promotion rate
Evolve in-boarding program to incorporate career ladder and counseling component.
2008-2011
Nina Purtell
TBD
1. Number of new team members impacted
Analyze and evolve recruitment philosophies for each unit ensuring alignment with institutional goals.
2008-2011
Nina Purtell
TBD
1. Number of changes in practices
Evolve organizational structure to most effectively prepare for the future.
2009
Pete Angelis
NA
1. Number of new positions
Update H&HS Injury Illness Prevention Manual.
2009-2010
Junji Toshima
$20,000
1. Completion of IIPP
Revamp the H&HS Safety Committee.
2009-2010
Junji Toshima
$43,000
1. Completion of revamped committee
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Internal Business Processes Goals & Initiatives
GOAL: Ensure that products and services are priced at or below rates charged by others for comparable products and services. INITIATIVE Implement Records/Document Management and Collaboration System
PROJECTED COMPLETION DATE POINT PERSON BUDGET 2009 - 2010 John Min & Geri $200,000 Sena first year
OUTCOME MEASUREMENTS 1. Number of storage boxes reduced 2. Cost savings $32,000/year 3. Space recovered
Implement new Kronos Human Resource System
2009
John Min & Nina Purtell
$60,000/year 1. Number of Hats Off Awards 2. Deliniate training hours 3. Cost savings
Continue aligning personal and electronic data security protocols with best practices
2010
John Min & Nina Purtell
$100,000 first cost
Integrate more advanced communication solutions and protocols for emergency situations
2010
Alfred Nam & John Min
$500,000 first cost
1. 2. 3.
Implement consolidated billing
2009 - 2010
Geri Sena, Joanne Williams, & John Min
$120,000
1. Number of satisfied guests
2009
Geri Sena, Joanne Williams, & John Min
$35,000
1. Number of satisfied guests
Implement new regulations ensuring H&HS is Payment Card Industry (PCI) compliant
2009 - 2010
Geri Sena, Joanne Williams, & John Min
$40,000
1. Number of compliant operations 2. Number of non-compliant audit issues
Update mission statement to better incorporate UCLA and Administration mission
2009
Directors
NA
New Mission
Implement Third Party View
$20,000/year
1. Number of incidents 2. Number of audit findings 3. Number of legal suits filed Number of people notified Time elapsed before notification Number of legal suits filed
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Learning Goals & Initiatives
GOAL: Continue to provide quality products and services that meet or exceed customer expectations by an on-going commitment to the professional development and advanced education of team members. INITIATIVE
PROJECTED COMPLETION DATE POINT PERSON
BUDGET
OUTCOME MEASUREMENTS
Continue computer readiness, ESL, and SSL classes
On-going through 5-year planning cycle
Angela $100,000/ Marciano, Nina year Purtell, New position
Expand annual Education Resource Fair
On-going through 5-year planning cycle
Angela $15,000/year 1. Number of participants Marciano, Nina 2. Satisfaction with program Purtell, New position
Partner with Research, Training, On-going through and Development to implement 5-year planning cycle GED/adult education program Leadership Internship Program
On-going through 5-year planning cycle
Continue Mentoring Program for frontline staff
On-going through 5-year planning cycle
1. Number of team members at intermediate ESL level 2. Number of team members with proficient basic computer skills
Angela $10,000/year 1. Number of team members Marciano, Nina enrolled Purtell, 2. Number of team members New position successfully receiving GED Angela Marciano
$15,000/year 1. Number of participants retained 2. Number of participants promoted 3. Number of applications 4. Satisfaction with development 5. Satisfaction with program
Angela $30,000/year 1. Promotion rate Marciano, Nina Purtell, New position
Integrate Organizational Development position for H&HS
2009
(New position)
NA
1. Integration achieved
Evaluate and move forward talent development initiatives
2009
(New position)
NA
1. Report submitted
Create Talent Development Master Plan, benchmarks, and budget
2009
(New position)
NA
1. Master Plan developed
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Financial Management Goals & Initiatives
GOAL: Practice sound financial management and ensure long-term viability of H&HS. INITIATIVE
PROJECTED COMPLETION DATE POINT PERSON
BUDGET
OUTCOME MEASUREMENTS
Utilize tools such as the debtcapacity model to assist in long-term planning of capital projects
On-going through 5-year planning cycle
Dan Les & All Directors
NA
1. Financial ratios 2. Revenue totals 3. Permanent savings
Ensure reserve planning incorporates money for continued operations for multiple months in the event of catastrophic business interruption
On-going through 5-year planning cycle
Dan Les & All Directors
NA
1. Reserve ratio
Manage occupancy and rates to optimize facilities and maximize revenue
On-going through 5-year planning cycle
Dan Les & All Directors
NA
1. Occupancy rates 2. Comparisons
Incorporate initiatives of “Building Administrative Efficiencies� as needed
2009-2012
Pete Angelis
TBD
1. Number of initiatives incorporated
Complete independent Benchmarking/best practice studies with Leadership Interns
2009-2011
Leadership Interns
TBD
1. Number of studies completed.
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Social Responsibility Goals & Initiatives
GOAL: Practice socially responsible organizational and individual behaviors. INITIATIVE
PROJECTED COMPLETION DATE POINT PERSON
Expand sustainability in menus by integrating organic food choices and S&E products.
2009-2011
Craig St. Louis
Expand volunteer program to incorporate L.A. Food Bank, Heal the Bay, and Habitat for Humanity. Existing program also track blood donations and Reading is Fundamental hours.
2009
Hire Sustainability Coordinator.
BUDGET
OUTCOME MEASUREMENTS
TBD
1. Percentage of menu with organic food choices 2. Percentage of green-friendly S&E dollars
Angela Marciano
$50,000 in release time
1. Number of hours spent volunteering/FTE
2009
Angela Marciano
TBD
1. Position hired
Develop tracking systems to promote and identify successes in organizational social responsible behavior.
2009-2010
(new person)
TBD
1. Tracking systems 2. Metrics
Create Sustainability Master Plan linked to the campus plan and the existing H&HS initiatives.
2009-2010
(new person)
TBD
1. Finalized Master Plan
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