In the Customer quadrant every measure and initiative is new, all 13 of them. In the objective Deliver a Campus Ready for Business Each Day, two synonymous measures, Preventive vs Corrective Maintenance and Repair: FS vs Campus Identified work in unison to reduce customer-derived work orders and increasing preventive maintenance priorities. The third measure, Resilience Planning, ironically did not have a contingency plan for ‘measure owner departure’, but will soon work to mitigate loss in case of disaster for all of FS. In the Provide Quality Campus Spaces and Places objective, measures around the rating of selected grounds and building interiors set maintenance goals for specific and iconic campus areas. Three initiatives lead the way in Be Easy to do Business With, followed by five measures ordered from first to last customer contact. The initiative of TAP Service Standards sets a singular UW voice, while Customer Service Training develops employees and the FS Website Redesign aligns us with UW Marketing standards. Five measures will track how we continually improve in customer interactions by increasing Impressions and cutting Response Times. Deadlines Met will set expectations, and surveying with Location-based Feedback ‘happy or not’ pads in tandem with Completion of Service surveys will guide future changes.
In the quadrant relating to internal processes, Embrace Innovation, no major changes took place in the Champion Environmental Stewardship objective. All measures remained below target, but relatively stable, as utility needs continued to grow. In Engage All Staff in Continuous Improvement, the measure of Lean Participation has changed to Lean Maturity to strengthen current teams through guidance – the measure is still in planning and development. Idea Implementation remains off-target and takes a slight dip from the previous quarter. The initiatives of Leadership Development and Strategy Deployment are working to improve leadership and to link every employee’s work to the FS mission and vision.
In Build Capacity, where employee development is encouraged, two measures relating to engaging and recognizing employees are in development while the safety measure of Incident Rate did not meet its target for the fourth quarter in a row.
Finally, in the Financial Management quadrant, three measures remain off target but show progress towards closing gaps (Recharge Center Working Capital, Direct Labor to Job Availability, and AiM Work Order Actual vs. Estimate). The two measures that did meet their targets, Steam Cost and Resource Conservation ROI have been consistently ‘green’ for the last two years and are trending towards further success.