We will achieve our VISION by living our VALUES

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INFRASTRUCTURE PLANNING AND FACILITIES

We will achieve our VISION 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.

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.

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.

Be the most high- performing, innovative,

leading-edge facilities organization in the nation, with a focus on quality, customer satisfaction and value

in all we do.

COLLECTIVE OUR

VISION

Photo courtesy of Communications and Brand Strategy VISION AND VALUES | TEAMWORK PHILOSOPHY | NETWORKS | TRENDS | ATTRIBUTES AND ACTIONS

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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

INFRASTRUCTURE PLANNING AND FACILITIES

COLLECTIVE OUR

VISION

VISION AND VALUES | TEAMWORK PHILOSOPHY | NETWORKS | TRENDS | ATTRIBUTES AND ACTIONS

Be the most high- performing, innovative,

leading-edge facilities organization in the nation, with a focus on quality, customer satisfaction and value

in all we do.

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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 on- campus networks include, but are not limited to:

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 off- campus 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

• Big Ten and Friends, and various discipline-specific sub-groups

• Association of Physical Plant Administrators (^appa) organizations, including Michigan APPA (^mi^appa), 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

INFRASTRUCTURE PLANNING AND FACILITIES

COLLECTIVE OUR

VISION

Be the most high- performing, innovative,

leading-edge facilities organization in the nation, with a focus on quality, customer satisfaction and value

in all we do.

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.

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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:

1. 2. 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.

• 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 well-

informed 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

1.

2.

3. “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

Other noteworthy trends

Photo courtesy of Communications and Brand Strategy

INFRASTRUCTURE PLANNING AND FACILITIES

COLLECTIVE OUR

VISION

Be the most high- performing, innovative,

leading-edge facilities organization in the nation, with a focus on quality, customer satisfaction and value

in all we do.

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ATTRIBUTES and ACTIONS we’ll use to address our trends

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.

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

• 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

Innovation

^• Be proactive

• Commit to creative problem-solving

• Embrace new technology, systems, approaches

Strategic Planning

^• Be proactive

• Lead with inspiration

Stewardship

^• Be sustainability-minded

• Be proactive

• Reduce Costs

• Use the right resources and materials

Expertise

^• Invest in training and development

Accountability

^• “See, own, solve, do” mentality

• Take responsibility

• Meet deadlines

Dedication

^• Be allies to our colleagues

• Meet deadlines

Collaboration

^• Be allies to our colleagues

• Value relationships

INFRASTRUCTURE PLANNING AND FACILITIES

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