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Company!ABC!
Ascending!to!the!Next!Level!
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2015!Strategic!Plan!
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Prepared'by:'
Ascent!Advisor!
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October'2015'
Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!2'
Contents!!
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1. Executive'Summary'
2. The'State'Plan'
3. Guiding'Framework'
4. Vision'
5. Mission'and'Values'
6. SWOT'Analysis'
7. Key'Strategic'Initiatives'
8. Goals'and'Objectives'
9. Resources:'Sponsors'and'Champions'
10. Timelines:'Work'Plan'
11. Progress:'Performance'Measures'
12. Strategy'Execution'Process'
13. Strategic'Initiatives:'Description'
14. Operational'Initiatives:'Description'
15. Best'Practices'in'the'Industry'
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!3'
Company!ABC!
Ascending!to!the!Next!Level!
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Executive'Summary'
Over'the'next'five' y ears,'Company'ABC'will'reach'new'horizons'by'proactively'
focusing'on'service,'leadership,'quality'and'innovation'initiatives.''
Company'ABC'will'identify'high'impact'ar eas'aligned'with'the'overall'vision'of'
the' Distric t' Plan' and' the' Company' ABC' mission.' We' will' set' goals,' define'
objectives' and' set' actionable' plans' to' achieve' them.' Serving' as' a' roadmap'
charting' the' course' for' the' next' five' years,' the' strategic' plan' will' guide'
decisions,' influence' behaviors' and' inspire' confidence' in' the' mission' of' our'
organization.'
The'following'are'the'overall'objectives'guiding'Company'ABC'strategic'
direction:'
1. Define'the'mission,'vision'and'values'of'Company'ABC'in'support'of'
education'and'the'State'Plan.''
2. Identify'the'service'areas'and'define'the'commitment'to'service'levels'
Company'ABC'will'provide'to'its'customers.''
3. Set'strategic'goals'and'define'clear'objectives'based'on'their'impact'and'
alignment'to'take'our'organization'to'a'significantly'higher'level'of'
performance'over'the'next'5'years.'
4. Outline'a'five'year'plan'with'specific'actions,'resources,'and'milestones'
required'to'achieve'our'goals'and'objectives.'
5. Communicate'a'clear'path'forward'that'inspires'people'to'ascend'to'the'
next'level'
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!4'
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Advancing!the!State!Plan!
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Company'ABC'is'committing'a'strategic'plan'that'furthers'and'aligns'with'the'
overarching'goal'and'key'initiatives'of'the'State'Plan.'
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State!Plan:!
Great!schools!in!every!neighbo rh o od !
By'year,'%'of'students'from'every'region'within'ABC'will'attend'
a'high'performing'school'in'their'region,'
as'measured'by'the'district’s'performance'framework.'
'
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How!do!we!get!there?!
• School!readiness:'By'year,'%'of'ABC'third^graders'will'be'at'or'above'grade'
level'in're ad in g 'a n d 'w rit in g.'
• Whole!child:'Create'school'environments'so'that'students:'
! Learn'and'practice'a'healthy'lifestyle'
! Are'supported'by'qualified,'caring'adults,''
! Are'engaged'in'learning'and'connected'to'community;''
! Are'challenged'academically'and'prepared'for'future'success;'
! Are'in'environments'that'are'physically'and'emotionally'safe;''
! Are'socially'and'emotionally'intelligent'
• Close!the!opportunity!gap:!!
! By'year,'the'graduation'rate'for'African'American'and'Latino'studen ts'w ill'
increase'b y '%.'
! The'proficiency'in'reading'and'writing'for'third^grade'African'American'and'
Latino'studen ts'w ill'in c rea se 'by '%.'
!
What!does!this!mean!for!ABC!Students?!
• Our!students!graduate!ready!for!college!&!career!
! By'year,'%'of'students'who'start'9th'grade'in'ABC'will'graduate'in'4'years.''
! By'year,'we'will'doub le 'th e 'n u mber'of'stu d e n ts 'p e r'c la ss 'w h o 'g r ad u a t e'c o lle ge '
and'career'ready'by'raising'our'academic'standards.''
!
What!is!the!focus!to!support!the!State!Plan?!!
• Leadership!
• Teaching!
• Flexibility!!
• Invest!Early!
• Culture!
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!5'
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Guiding!Framework!
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Ascending'to'the'higher'level'is'our'guiding'framework.'
We'believe'that'Company'ABC'is'a'critical'component'of'fulfilling'the'vision'
of'the'State'Plan.'The'buildings,'building'infrastructure'and'strategic'
management'of'District'assets'and'people'directly'impacts'the'learning'
environment,'student'experience'and'public'perception'of'the'District.'In'this'
regard,'we'are'committed'to'excellence'and'a'most'efficient'operation.'''
To'progress'successfully,'each'of'us'must'step'forward'to'accomplish'the'goals'
and'objectives'that'have'been'strategically'planned'and'aligned'to'move'us'
forward.'The'five'bold'steps'in'the'guiding'framework'describe'the'areas'
where'we'will'make'significant'progress'over'the'next'five'years.'''
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!6'
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Strategic!&!Operational!Goals!
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The'Company'ABC'Strategic'Plan'outlines'both'strategic'and'operational'goals'
that'address'the'most'relevant'opportunities'and'challenges'we'foresee'over'
the'next'5'years.'
The'strategic'goals'represent'innovative,'future^oriented'and'department^wide'
initiatives'that'will'require'employees'at'all'levels'across'Company'ABC'to'
work'jointly'towards'a'common'goal.'Strategic'goals'take'us'to'the'next'level'
through'a'planned'and'forward^thinking'strategy.'
The'operational'goals'support'the'strategic'goals'within'each'of'the'Divisions.'
Operational'goals'focus'on'the'Division'plans'needed'to'optimize'the'
performance'of'the'operations'and'reach'our'objectives'over'the'next'5'years.'
Both'strategic'and'operational'goals'account'for'the'work'to'be'performed'
over'the'next'5'years.'This'will'require'that'every'person,'team'and'Division'
performs'their'functions'to'the'best'of'their'ability,'and'then'go'beyond.'We'
need'to'significantly'improve'what'we'do'and'how'we'do'it.'
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!7'
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Vision!
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Company'ABC'is'inspired'by'a'vision'that'is'aligned'with'the'mission'and'
vision'of'ABC.'Simple'and'straight'forward,'the'Vision'is'to'provide'a!high!
quality!learning!environment!for!every!student.'The'vision'provides'
clarity'around'the'direction'and'long'term'strategy'that'ABC'will'employ.'
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!8'
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Mission!and!Values!
As'a'forward^looking'Facilities'Department,'we'aspire'to'provide'a'high'
quality'learning'environment'for'every'student.'In'order'to'move'towards'our'
vision'we'must'live'up'to'our'mission'and'values.'The'following'statements'
define'the'mission'and'values'for'Company'ABC.'
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Mission!
• Provide a high quality learning environment for all students and staff
• We deliver high quality customer service both internally and externally
• We promote operations that are environmentally and economically
efficient, effective and sustainable
• We focus on continuous professional development of our staff at all
levels
We'believe'that'Company'ABC'should'align'with'the'shared'core'values'of'the'
District.'We'will'strive'to'live'these'values'and'incorporate'them'into'all'that'
we'do.''
Shared!Core!Values!
• Integrity
• Customer Service
• Accountability
• Collaboration
• Engagement
! !
Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!9'
SWOT!Analysis!
The'SWOT'analysis'identifies'strengths,'weaknesses,'opportunities'and'
threats'to'provide'a'comprehensive'assessment'of'Company'ABC’s'internal'
capabilities'and'external'market'position.'The'overall'picture'shows'the'
balance'of'positive'and'negative'factors.'By'cross'referencing'strengths'with'
opportunities'and'weaknesses'with'threats,'the'SWOT'analysis'helps'identify'
potential'defensive'and'offensive'strategies.'
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Internal!to!ABC!
Strengths!
Weaknesses!
1. Multi^discipline'expertise'and'
competence'on'projects'
2. Experienced'and'talented'staff'
3. Strong'client'reputation,'dedication'to'
client'service'
4. Deep'&'growing'portfolio'of'work'
5. Long^standing'presence'in'local'
markets'
1. Lack'of'clear'strategy,'mission'
statement,'or'organizational'principle'
2. No'functional'organization'structure,'
over^dependence'on'partners'
3. Poor'internal'communication,'sharing'
information'between'offices'
4. Low'accountability,'no'clear'metrics'
and'budgets'
5. Unclear'path'for'advancement'within'
the'organization'
External!to!ABC!
Opportunities!
Threats!
1. Increased'demand'for'challenging,'well'
designed'projects'
2. Expand'private'development'clients'
3. Change'in'demographics'&'land'use'
patterns'
4. Acquire'transportation'&'planning'
expertise'to'capture'projects'
5. Just'scratching'the'surface'on'ADC'
6. Understand'client'needs'better'by'
doing'more'in^depth'needs'assessment'
1. Other'firms'using'the'similar'approach'
as'we'do'
2. Encroachment'of'new'firms'into'local'
markets'
3. Firm'size,'getting'too'big'for'small'jobs,'
but'not'quite'big'enough'for'large'jobs'
4. Talent'retention'as'others'draw'quality'
people'before'us,'Bay'area'specifically'
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!10'
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Key!Strategic!Initiatives!
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DEFENSIVE!STRATEGIES:'
Defensive'strategies'protect'internal'weaknesses'from'external'threats.'These'are'
“must'do”'strategies'that'protect'Company'ABC'from'becoming'vulnerable'to'
external'competition.''
!
1. Create'a'5^year'capital'allocation'plan.—16'votes'
2. Communicate'opportunities'for'advancement'with'incentives'based'on'
performance.—16'votes'
3. Define'what'types'of'services'we'offer'to'what'customer'segments—15'votes'
4. Improve'customer'service'standards'–10'votes'
5. Develop'a'more'unified'leadership'and'culture'–8'votes'
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OFFENSIVE!STRATEGIES:'
Offensive'strategies'deploy'internal'strengths'into'market'opportunities.'These'are'
“could'do”'strategies'that'exploit'market'opportunities'by'leveraging'strengths.'
''
1. Benchmark'current'performance'standards'–18'votes'
2. Establish'strategic'alliances'with'planning'and'construction'companies–15'
votes'
3. Get'involved'with'clients'early'on'before'and'reallocate'resources'to'make'
time'for'proactive'marketing—10'votes'
4. Build'on'our'transit'and'sustainability'experience'to'get'new'projects.—9'
votes'
5. Cross'discipline'training'on'how'to'market'and'pitch.—8'votes'
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!11'
Goals!and!Objectives!
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The'guiding'framework'defines'five'top^priority,'mission^critical'areas'needed'
to'realize'our'vision'and'achieve'the'desired'results.'The'5'strategic'areas'are:'
Set'a'Solid'Foundation,'Employees'that'Soar,'Deliver'the'Amazing,'Lead'as'
One'Team,'and'Show'Your'Impact.'We'outlined'specific'goals'and'objectives'
describing'in'greater'detail'the'five'areas'that'will'empower'us'to'ascend.''
Strategic!Areas!
Goals!
Set a Solid
Foundation
Goal description
Employees that
Soar
Goal description
Deliver the Amazing
Goal description
Lead as One Team
Goal description
Show Your Impact
Goal description
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!12'
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Resources:!Sponsors!and!Champions!
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In'order'to'implement'the'Strategic'Plan,'we'assign'key'resources'in'the'roles'of'
Sponsors'and'Champions'to'strategic'initiatives.'Sponsors'are'leaders'at'Company'
ABC'who'are'responsible'for'guiding,'mentoring'and'overseeing'the'achievement'of'
strategic'initiatives.'Champions'are'selected'employees'who'demonstrate'aptitude'
and'commitment'to'scope,'drive,'execute'and'deliver'a'completed'strategic'initiative.'
Champions'work'with'a'sponsor'and'a'cross'functional'team'of'employees'to'
accomplish'their'strategic'initiative.''
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Initiative!
Goal!
Objectives!
Sponsor!
Champion!
Set a Solid
Foundation
Goal description
Objective description
Name
Name
Objective description
Name
Objective description
Name
Objective description
Name
Objective description
Name
Employees
that Soar
Goal description
Objective description
Name
Name
Objective description
Name
Objective description
Name
Objective description
Name
Deliver the
Amazing
Goal description
Objective description
Name
Name
Objective description
Name
Objective description
Name
Objective description
Name
Objective description
Name
Lead as
One Team
Goal description
Objective description
Name
Name
Objective description
Name
Objective description
Name
Objective description
Name
Objective description
Name
Show Your
Impact
Goal description
Objective description
Name
Name
Objective description
Name
Objective description
Name
Objective description
Name
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!13'
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Timelines:!Work!Plan!
The'proposed'timeline'to'implement'the'Strategic'Plan'provides'the'following'start'and'end'
dates'for'the'different'initiatives.''
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!14'
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Progress:!Performance!Measures!
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In'order'to'keep'steady'progress'on'implementing'the'strategic'plan'requires'that'
Sponsors'and'Champions'report'relevant'performance'measures'on'a'regular'basis.'
The'discipline'of'reporting'actual'versus'planned'measures'on'the'various'strategic'
initiatives'against'measurable'goals'increases'accountability.'The'chart'below'
describes'the'performance'indicators'for'each'strategic'initiative.'
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Initiative!
Goal!
Objectives!
Measurable!Impact!
Set a Solid
Foundation
Goal description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Employees
that Soar
Goal description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Deliver the
Amazing
Goal description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Lead as
One Team
Goal description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Show Your
Impact
Goal description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
Objective description
Measure description
! !
Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!15'
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Strategy!Execution!Process!
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The'strategy'execution'process'defines'what'needs'to'be'done,'by'whom'and'by'
when.'Sponsors'are'ultimately'responsible'for'achieving'a'strategic'goal.'Champions'
are'assigned'specific'strategic'initiatives'and'given'the'support,'including'training'
and'coaching,'to'facilitate'effective'cross'functional'work.'Champions'will'meet'
regularly'to'coordinate'their'efforts,'learn'effective'ways'to'engage'others,'and'report'
progress'on'their'assignments.'
The'strategy'execution'process'includes'the'following'components:'
1. Selection:'Identify'the'right'sponsors'and'champions'for'each'of'the'strategic'
initiatives.'Ensure'that'Sponsors'and'Champions'are'willing'and'able'to'
perform'their'function'for'the'assigned'period'of'time.'
2. Training:'There'is'ongoing'training'for'Sponsors'and'Champions'on'how'to'
define'objectives,'lead'effective'initiatives,'build'collaborations'across'
Divisions,'and'measure'progress'on'assignments.'
3. Tiger!Teams:!The'temporary'task'forces'working'on'strategic'initiatives'are'
called'Tiger'Teams.'Tiger'Teams'are'temporary'task'forces'assigned'to'a'
strategic'initiative'with'the'knowledge'and'experience'necessary'to'
accomplish'the'tasks.'
4. Planning:'There'is'ongoing'planning'to'define,'scope,'assign'and'review'the'
work'done'by'the'Tiger'Teams.'Sponsors'provide'a'high'level'plan,'while'the'
tactical'plans'are'set'by'the'Champions'under'the'Sponsor’s'oversight.'''
5. Assignments:'Each'Tiger'Team'works'on'accomplishing'a'well^defined'
assignment'within'a'set'time'frame'to'produce'specific'deliverables.''
6. Reporting:'Champions'conduct'regular'progress'review'and'deliver'an'
account'of'their'assignment'to'the'Sponsor'and'the'entire'leadership'team.'
This'includes'reporting'measurable'impact'of'the'strategic'initiative'on'
improved'operational'efficiency,'quality,'customer'satisfaction,'safety,'and'
productivity.'
The'strategy'execution'process'becomes'a'key'developmental'experience'for'the'
Champions.'They'commit'up'to'15%'of'their'time'for'a'period'of'a'year'to'advance'
strategic'objectives.'After'the'period'of'a'year,'a'new'group'of'Champions'will'be'
selected'to'the'role.'Former'Champions'can'act'as'mentors'to'new'Champions.'
'''
Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!16'
Strategic!Initiative:!
1.!Assess!the!Inventory!
'
Goal:'
Set'a'solid'foundation'for'assets'and'systems'management'
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Objective:!
Assess'the'inventory'of'ABC'assets'that'are'applicable'to'operations,'maintenance'
and'modernization.'
'
Description:!
We'can'optimize'resources'by'having'an'accurate'and'current'inventory'of'ABC'
assets.'The'assets'relevant'to'ABC'operations,'maintenance'and'modernization'
include'all'owned'and'leased'facilities,'including'the'buildings'and'site'systems.'
Assets'also'include'all'major'school'equipment'and'equipment.'The'inventory'will'
account'for'the'conditions'of'assets'in'a'way'that'can'be'searchable,'reported,'
updated,'and'regularly'maintained.''
'
Impact:!!!!
By'doing'this'we'can'manage'ABC'assets'more'effectively'and'efficiently,'report'the'
cost'of'operating'current'assets'and'forecast'projected'costs'and'assets'required.''
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Sponsor:!
• Name'
'
Champion:!
• Name'
'
Team:!
• Names'
'
Milestones:!
1. Facilities'deficiencies'report'complete'for'all'schools' ' Date'
2. Define'data'requirements' ' ' ' ' ' Date'
3. Collect'condition'reports'on'all'schools' ' ' ' Date'
4. Enter'data'in'the'system' ' ' ' ' ' Date'
5. Report'data' ' ' ' ' ' ' ' Date'
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!17'
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Strategic!Initiative:!
2.!Create!a!5[Yr.!Capital!Plan!
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Goal:'
Set'a'solid'foundation'for'assets'and'systems'management'
'
Objective:!
Create'a'five^year'capital'plan'to'manage'the'growth'and'life'cycles'of'ABC'assets'to'
maximize'the'value'of'ABC'resources.'
'
Description:!
We'can'maximize'the'value'of'ABC'resources'(manpower,'time'and'money)'by'
having'a'capital'plan'that'accounts'for'the'life'cycle'of'current'resources,'the'costs'of'
operating'the'current'resources'and'the'estimated'costs'of'resource'to'support'the'
projected'growth.'
'
Impact:!
Build'future'Bond'programs'and'mil'levy'programs.'Present'accurate'budgets'and'
make'evidence^based'cases'to'guide'resource'allocation'decisions.'''''
'
Sponsor:!
• Name'
'
Champion:!
• Name'
'
Team:!
• Names'
'
Milestones:!
1. Differentiate'Mill'Levy'and'Bond' ' ' ' Date'
2. RFP'for'school'assessments'' ' ' ' Date'
3. 5^year'Capital'Plan'start' ' ' ' ' Date'
4. Capital'Plan'done' ' ' ' ' ' Date'
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!18'
1. ' '
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Operational!Initiatives!
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Each'of'the'Company'ABC'Divisions'has'identified'operational'initiatives'within'their'
own'Division'to'support'the'Department’s'Strategic'Plan'and'advance'operational'
excellence'within'their'area.'Division'Leaders'are'responsible'for'defining,'
implementing'and'reporting'progress'on'their'respective'Operational'Goals.'The'
work'to'accomplish'the'operational'initiatives'is'usually'conducted'within'each'
Division'and'will'be'reported'by'each'Division'leader'at'regular'leadership'Team'
meetings.'
The'Divisions'listed'below'are'providing'their'respective'Operational'Goals'in'the'
following'section:'
• Planning'
• Maintenance'
• (Others)!
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Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!19'
Operational!Initiative:!
1. Capacity!Planning!
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Planning!Division!
GOALS&
OBJECTIVES&
KEY&INDICATORS&
Carrying!Capacity!Limits!on!
each!campus'
1. Objective'one'
2. Objective'two'
3. Objective'three'''
Key'Indicator'description'
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Develop'modernization'plans'
for'all'schoo ls'
1. Objective'one'
2. Objective'two'
3. Objective'three'''
Key'Indicator'description'
Update!Ed!Specs!to!align!
with!the!State!Plan,!include!
new!educational!trends,!
sustainability,!security,!etc.!
1. Objective'one'
2. Objective'two'
3. Objective'three'''
Key'Indicator'description'
Reduce!energy!and!
maintenance!costs!
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1. Objective'one'
2. Objective'two'
3. Objective'three'''
Key'Indicator'description'
Create!electronic!data!base!
for!all!facility!assets!& !
inform a tion .!
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1. Objective'one'
2. Objective'two'
3. Objective'three'''
Key'Indicator'description'
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! !
Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!20'
Best!Practices!for!
The!Industry!
'
Objectives:'
As'part'of'creating'a'strategic'plan'for'ABC'Facilities'Management,'we'consider'
industry'trends'and'best'practices'for'educational'Company'ABC.'The'purpose'of'this'
section'is'to'inform'the'strategic'initiatives'with'innovative'ideas,'practical'tools'and'
best'practices.''
'
The'best'practices'in'education'facilities'management'will'be'considered'when'
creating'the'strategic'plan.'In'addition'they'will'be'reviewed'during'the'start'of'
execution'at'the'point'of'launching'the'strategic'initiatives.'A'summary'of'the'best'
practices'is'included'in'the'strategic'plan.'By'incorporating'the'most'beneficial'and'
relevant'best'practices'will'help'ABC'continue'to'embrace'innovation.''''''
'
Methodology:!
The'best'practices'presented'in'the'strategic'plan'have'been'collected'through'
research'on'education'trends'and'best'practices,'focusing'on'the'impact'of'facilities'
on'improving'educational'outcomes.'In'addition,'the'research'includes'best'practices'
for'facilities'management'across'industries,'focusing'on'organizations'that'build,'
maintain'and'operate'a'large'number'of'facilities.'The'following'are'the'main'sources'
used'in'the'report:'
'
1. Facilities'Management'and'Maintenance,'Key'Strategies'from'New'School’s'
Portfolio'Maintenance,'New'Schools'Venture'Fund,'June'2008'
2. Best'Practices:'Building'Blocks'for'Enhancing'School'Environment,'John'
Hopkins'University,'2008'
3. BEST:'Building'Educational'Success'Together,'Recommended'Policies'for'
Public'School'Facilities,'May'2005'
4. Leading'the'Transition'from'Classrooms'to'Learning'Spaces,'NLII,'National'
Learning'Infrastructure'Initiative,'October'2004'
5. The'Classroom'of'the'Future,'David'Schultz,'Journal'of'Public'Affairs'
Education,'Hamline'University,'2014''
'
Additional'sources'for'online'articles'about'best'practices'for'education'and'classrooms'of'
the'future:'
'
1. http://www.npr.org/sections/ed/2015/01/12/370966699/meet^the^classroom^of^the^
future'
2. http://gettingsmart.com/2014/12/nations^capital^reinventing^classrooms^future/'
3. http://www.research.ibm.com/cognitive^computing/machine^lea rn in g ^
applications/decision^support^education.shtml#fbid=fqBab8BI1gG'
Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!21'
4. http://www.forbes.com/sites/schoolboard/2014/04/25/high^tech^low ^stress^the^
teachers^aides^of^the^future /'
5. You'tube'video'of'classroom'of'the'future:'
https://www.youtube.com/watch?v=QcXEznPXj8k'
6. Educational'design'showcase'
http://www.educationdesignshowcase.com/browseprojects.esiml'
7. Ideas'for'bette r'utilizin g'cla ssro om 'sp ac e'
http://blogs.edweek.org/teachers/teaching_ahead/2014/01/innovative_classroom_req
uires_more_than_rearranging_desks.html'
8. Innovative'classroom'ideas'http://www.designshare.com/index.php/a^variety^of^
voices^innovat ive ^learning^ sp ace s^tra nsfor m ^the^hartland^lakeside^school^district/'
9. Class'room'designs'of'the'future'https://education^
2025.wikispaces.com/The+Classroom+of+the+Future'
10. Future'classroom'technologies'http://www.hongkiat.com/blog/future^classroom^
technologies/'
11. Designing'the'classroom'of'the'future:'http://thejournal.com/articles/2014/10/15/4^
keys^to^designing^the^classroom^of^th e^future.aspx'
12. Inno vat ive'd esig n'for'b ette r'atte n tion 'in'the 'classr oom.''This'link'has'a'video 'as'we ll'
as'a'summary.''http://www.casbo.org/?page=VircoInc012914'
13. Transforming'classrooms'for'21
st
'century'learning.''http://www.p21.org/news^
events/p21blog/1551^pearlman^transforming^classrooms^and^schools^fo r^schools^for^
21st^century^learne rs ^by^design'
14. Rethinking'the'classroom'http://www.hermanmiller.com/research/solution^
essays/rethinking^the^classroom.html'
'
'
Summary!of!Best!Practices:!
The'following'is'a'high'level'summary'of'the'best'practices'in'educational'facilities'
management'that'are'considered'to'be'most'beneficial'and'relevant'to'ABC.'The'
comprehensive'collection'of'best'practices'articles'and'reports'is'part'of'an'Appendix'
to'the'Strategic'Plan.'
'
1. Keep!a!Current!School!Facility!Inventory!
Develop'and'annually'update'a'facility'inventory'of'all'the'schools'in'the'
District'and'the'State'describing'the'basic'building'data'including'the'
condition'of'the'facility,'the'condition'of'main'equipment'and'the'projected'
expenditures'for'significant'capital'improvements.'Make'sure'that'the'data'
collected'is'accurate,'follows'a'consistent'data'collection'methodology,'and'is'
regularly'updated.'Making'information'about'school'facility'conditions'public'
has'a'three^fold'purpose:'1.'informs'parents'and'children'about'the'condition'
of'structures'in'their'community,'2.'provides'valuable'information'to'the'
community'about'the'condition'of'public'assets'that'are'taxpayer'supported,'
and'3.'holds'public'officials'accountable'for'their'management'and'
maintenance'of'the'public'school'facilities.'
Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!22'
'
2. Set!Minimum!Adequacy!Standards!
Establish'minimum'adequacy'standards'for'school'facilities'that'are'flexible'
enough'to'meet'the'specific'educational'program'and'service'needs'of'the'
students,'teachers,'and'the'community.'States'that'provide'funding'to'support'
capital'improvements'in'their'public'schools'use'a'variety'of'measures'to'
determine'need.'These'measures'have'generally'resulted'from'historical'
policies,'and'are'often'based'upon'discussion'and/or'negotiations'among'the'
parties'representing'various'stakeholders.'Evaluating'projects'based'on'a'
combination'of'objective'and'subjective'criteria'should'include'factors'such'as:'
projected'enrollment'above'capacity,'the'number'of'un^housed'students,'
overcrowded'schools,'age'of'school'and'its'condition,'age'of'building'system'
and/or'components,'number'of'square'feet'in'the'building'and'proposed'
scope'of'work,'level'of'maintenance'performed'by'the'district'to'protect'
taxpayer'investment,'relative'wealth'of'the'school'district,'property'values,'
and'willingness'of'the'district'to'raise'revenue'for'capital'projects.'The'
Minimum'Adequacy'Standard'assists'in'prioritizing'projects'to'address'the'
most'basic'needs'while'achieving'equity'within'schools.'
!
3. Build!Restricted!Reserves!
An'effective'asset'management'strategy'is'planning'for'and'building'restricted'
financial'reserves'to'respond'to'facilities^related'operating'contingencies'–'
such'as'the'immediate'need'to'replace'a'roof.'This'practice'ensures'that'the'
necessary'equity'is'in'place'to'act'when'a'unique'opportunity'emerges'
suddenly.'In'general,'it'is'challenging'for'both'new'and'growing'School'
Districts'to'set'aside'funds'for'this'purpose.'One'way'to'create'adequate'
reserves'is'to'budget'on'a'cash^flow'basis'and'set'aside'amounts'equal'to'
facilities'depreciation'expenses'(which'are'a'non^cash'item'for'accounting'
purposes)'on'an'annual'basis'until'a'specified'cash'reserve'target'has'been'
reached.'''
'
4. Invest!in!Preventive!Maintenance!
Preventive'maintenance'is'critical'especially'as'facilities'age,'school'
enrollment'peaks,'and'school'entitlement'revenues'flat^line,'it'is'inevitable'
that'costly'replacement'or'emergency'repair'needs'will'arise.'Paying'sufficient'
attention'to'preventive'maintenance'will'slow'the'deterioration'of'facilities'
resulting'in'increased'efficiency'and'savings'for'both'the'school'and'facilities'
management.'''
'
5. Involve!Students,!Parents!and!the!Community!in!School!Maintenance!
and!Safety!
Involve'students,'parents'and'the'community'in'school'maintenance'and'
safety'activities'such'as:'
• Ask'input'from'students,'parents'and'staff,'to'create'safety'and'keep'
buildings'in'good'condition'with'clear'expectations'and'consequences.'
Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!23'
• Develop'and'clearly'state'the'school'rules'such'as'“respect'for'others”'and'
“respect'for'property”'and'post'them'around'the'school,'with'guidelines'for'
their'application.'
• Recruit'parents'to'volunteer'specific'hours'on'a'weekend'to'participate'in'a'
focused'school'improvement'project'such'as'cleaning'up'the'school'yard,'
painting'an'exterior'area,'or'picking'up'litter.''
• Teach'students'and'parents'conflict'resolution'skills'when'they'see'
vandalism,'lack'of'care'or'destructive'behavior'emphasizing'constructive'
feedback'that'don’t'allow'ridicule.'
• Work'toward'policies'that'are,'and'are'perceived'as'being'fairly'conceived'
and'fairly'applied'to'everyone.'
'
6. Foster!a!School!Caring!Environment!
A'positive'school'caring'environment'is'built'upon'caring'relationships'among'
all'participants—students,'teachers,'staff,'administrators,'parents'and'
community'members.'A'warm'“good'morning”'greeting'from'the'custodian'
can'help'determine'a'child’s'mood'for'the'day,'just'as'a'cheerful'recognition'of'
cleanliness'by'the'teacher'can'set'a'tone'that'motivates'students'to'keep'the'
school'clean.'Making'sure'that'specific'standards'of'school'appearance'are'
consistently'met,'sends'a'message'to'students'and'teachers'that'we'truly'care'
about'the'school'environment,'which'influences'their'behavior'and'care.'
'
7. Energy!Conservation!
Use'of'energy^efficient'lighting'fixtures'can'reduce'energy'costs'by'8^10%.'
Adoption'of'energy'saving'practices'can'further'add'to'energy'savings.'
Conducting'regular'energy'audits'that'provide'an'energy'efficiency'scorecard'
with'recommendations'for'improvement'can'reinforce'energy'efficient'
practices.'
'
8. Environmental!Goals!
Every'new'school'building,'renovation'project,'and'a'project'to'replace'
existing'building'systems'and/or'components'presents'an'opportunity'to'
design'and'implement'an'environmentally'sensitive'capital'improvement'
project.'School'design'and'construction'practices'need'to'set'environmental'
goals'that'take'into'account'energy'usage'when'selecting'equipment,'installing'
and'maintaining'equipment,'and'when'packaging'and'disposing'of'waste'from'
the'construction'site.'
'
9. Establish!a!Criteria!for!Maintenance!
Establish'criteria'or'indicators'for'evaluating'the'condition'and'level'of'
maintenance'of'school'facilities'on'a'regular'basis.'While'routine'maintenance'
is'the'key'to'cost^effective'long^term'utilization'of'buildings'and'the'proper'
operation'of'the'building'systems,'few'states'have'legislation'that'assures'the'
protection'of'the'public’s'investment'in'public'school'facilities.'States'should'
develop'on^site'survey'procedures'for'evaluating'the'condition'of'each'public'
Company'ABC'–'Strategic'Plan'SAMPLE '
Pag e!24'
school'from'a'maintenance'perspective.'This'could'include'the'development'
of'an'evaluation'instrument,'the'definition'of'terms,'the'time'intervals'
between'surveys,'the'training'of'personnel'conducting'the'survey,'the'
reporting'mechanism,'procedures'for'reporting'anticipated'corrective'action,'
and'procedures'for'reporting'the'actual'implementation'of'that'action.'
States'should'also'conduct'periodic'reviews'of'the'educational'facilities'to'
determine'whether'or'not'the'facilities'are'being'properly'maintained.'
'
10. Leverage!Technology!for!Improved!Communication!
Use'technology'to'improve'communication'and'reporting'between'the'various'
stakeholders.'Technology'can'be'an'asset'to'improve'communications'
between'the'schools'and'facilities'maintenance'to'report,'track'and'resolve'
multiple'maintenance'projects.'Technology'can'help'deploy'maintenance'
resources'more'efficiently'by'scheduling'jobs'with'information'on'the'
geographical'locations,'equipment'needs'and'level'of'resources'required'and'
available.'
'
'
'