UCLA Housing & Hospitality Services
Rooms Division Strategic Plan
2010 through 2015
TABLE OF CONTENTS
Page
Executive Summary
1
The Strategic Planning Development
Process
2
Mission, Vision, Values, &
Key Success Factors
3
Rooms Division Key Service Objectives,
Products,& Services
4
Strengths, Weaknesses, Opportunities,
& Threats (SWOT)
5
Key Success Factors & Supporting Goals
6
Rooms Division Strategic Initiatives
8-15
n Guest Satisfaction & Service
Strategies
8
n Organizational Climate &
Team Satisfaction
11
n Business Process Improvement
& Innovation
12
n Learning
13
n Financial Management
14
n Social Responsibility
15
Published by:
UCLA Housing & Hospitality Services
Peter Angelis - Assistant Vice Chancellor
Alfred Nam - Director, Rooms Division
UCLA H&HS Rooms Division
2
Strategic Plan - 2010 though 2015
EXECUTIVE SUMMARY
To assist in achieving these housing objectives,
this strategic plan articulates a need to (1) substantially repair existing Residence Halls; (2)
create strategies for the displacement of summer
conference groups during the Residence Hall repairs, and 3) complete construction on the NWC
In-Fill Project and focus on strategies to implement the new guaranteed housing commitments.
This strategic plan is intended to guide the
primary distribution of human and capitol resources through the year 2015 for the Housing
& Hospitality Services Rooms Division. The plan
applies directly to the facility management of
the residential components of Dykstra, Hedrick,
Hedrick Summit, Hitch Suites, Rieber, Rieber
Vista, Rieber Terrace, Saxon Suites, Sproul,
Sunset Village, and De Neve Plaza, as well as,
the facility management of the Housing Administration Building, Covel Commons, Tom Bradley
International Center/Office of Residential Life,
NWC Auditorium and the UCLA Guest House
and any changes or additions to these buildings
through renovation and/or new construction.
The combined impact of inflation and new debt
requires significant initiatives specifically designed
to increase efficiencies and mitigate necessary
increases in the costs of products and services.
Primary initiatives included in this strategic plan:
n Implement mitigation plan regarding service
adjustments to anticipate and accommodate
disruption caused by new construction and
high-rise repair
In the aggregate, the Rooms Division currently
employs more than 302 FTEs and generates
gross revenues totaling approximately $94.6
million or 46 percent of the total Housing &
Hospitality Services annual revenues. Expense,
Debt Service and Contribution to Major Maintenance Reserves totals approximately $75.4
million.
n Procurement plan for the purchase of Group
2 and 3 equipment to support new facilities
in the NWC In-Fill Project
n Implementation or refinement of technology
to make routine business transactions more
efficient and user-friendly for our customers,
vendors, and team members
The Rooms Division is responsible for providing
rooms and support services to academic year
students and summer clientele in an inventory of
approximately 9,583 bed spaces. The services
offered with each Housing contract includes Front
Desk, Access Control, Housekeeping, and Maintenance Services.
n On-going commitment to communicate
Division goals and vision with customers,
vendors and team members
n Allocation of significant resources to support
training, professional development, and
retention of all team members.
The UCLA Guest House provides a professional
lodging environment at affordable prices to visitors and guests of the University.
An aggressive Conference program maximizes
the Rooms Division revenues by providing room
and board options during the non-academic year.
n Renewed emphasis on sustainability and
volunteerism as a viable means to achieve
financial, societal, and organizational
enhancement/enrichment.
The Rooms Division operates as a self-supporting
entity within the UCHS and is responsible for
sound fiscal management ensuring the future viability of the Rooms Division program.
n Renewed emphasis on emergency
preparedness and safety and security
measures, incorporating more fully
technological advances in communications
and responses.
UCLA H&HS Rooms Division
1
Strategic Plan - 2010 though 2015
THE STRATEGIC PLANNING DEVELOPMENT PROCESS
The H&HS Rooms Division 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:
The five-year strategic plan is developed within
the framework of the key business objectives of
the H&HS organization. These are:
n Guest Satisfaction
n Organizational Climate & Team Member
Satisfaction
n Business Process Improvement &
Innovation
n Learning
n Financial Management
n Social Responsibility.
1. Commitment and focus on H&HS’
mission, vision, and values
2. Re-assessment of H&HS’ key objectives,
products, and services
3. Evaluation of the previous year’s performance of key objectives, products, and
services
The planning process typically occurs in August
and is generally completed by the start of the
academic year. Formal routine status reports on
progress are reviewed by the AVC and directors.
Final annual results on status are provided to the
Administrative Vice Chancellor and the campus
in July.
4. Evaluation of results of key success factors
including guest and team member satisfaction surveys and performance results of the
H&HS functional areas
5. Evaluation of organizational assumptions
and internal strengths, weaknesses, external opportunities, and threats (SWOT
Analysis)
6. Anecdotal input from academic departments and professional schools, the Office
of Residential Life, and other campus stakeholders.
UCLA H&HS Rooms Division
2
Strategic Plan - 2010 though 2015
Mission, Vision, Values, & KEY SUCCESS FACTORS
True Bruin Values
Rooms Division
Mission Statement
n
n
n
n
n
To exceed customer expectations by
providing quality hospitality services in
a safe, comfortable environment, while
achieving our business objectives.
H&HS Vision Statement
Performance Measurements/
Key Success Factors
Hospitality First!
n Guest Satisfaction
n Organizational Climate &
H&HS Values
n
n
n
n
n
n
n
n
n
n
n
n
Team Satisfaction
n Improved Business Processes
& Innovation
n Learning
n Financial Management
n Social Responsibility
Guest Service
Social Responsibility
Teamwork
Results
Continuous Improvement
Talent Development
Respect
Diversity
Communication
Safety & Wellness
Acknowledgement & Recognition
Accountability
UCLA H&HS Rooms Division
Integrity
Excellence
Accountability
Respect
Service
3
Strategic Plan - 2010 though 2015
KEY SERVICE OBJECTIVES, PRODUCTS, & SERVICES
Provide affordable, guaranteed
University housing designed to
enhance academic success for:
Provide specially-designed services
to meet and exceed customer
satisfaction and financial goals
when disruption to routine services
is caused by renovation and new
construction.
n All new entering freshman for four
years
n All new entering first year transfer
students for two years
Through the UCLA Guest House,
provide a high quality, professional
environment that offers exceptional
hospitality services at reasonable
prices to visitors and guests of the
University.
Provide quality hospitality services
to resident students and conference
guests in a safe, secure environment
including a proactive approach in
implementing remote and wireless
service features for front desk and
maintenance functions.
UCLA H&HS Rooms Division
4
Strategic Plan - 2010 though 2015
STRENGTHS, WEAKNESSES, OPPORTUNITIES,
& THREATS (SWOT) THAT IMPACT
THE ROOMS DIVISION STRATEGIC PLAN
STRENGTHS
Internal
Factors
External
Factors
WEAKNESSES
n Solid financial standing
n Wide range of management
experience
n Strong customer focus
n Lack of storage and staging
areas for the volume needed by
our program's growth
n Lack of 24-hour services
in housekeeping and
maintenance
n Few windows of opportunity
for routine and preventative
maintenance
n Compacted parking next to
housing makes move-in/out
challenging and costly
OPPORTUNITIES
THREATS
n Higher demand for specialized
services and products (i.e.,
most current and effective
treatments for bed bugs)
n To better position the operation
to continue services during
unionized labor disruptions,
develop non-unionized student
positions in maintenance and
housekeeping
n Economic slow down could
reduce demand
n Unionization of student, front
desk, and access staff
n Continued demand and quick
growth of housing program
makes asset management of
equipment difficult to control
effectively
n State budget restraints may
require reduction-in-time, layoffs, and furlough for staff
UCLA H&HS Rooms Division
5
Strategic Plan - 2010 though 2015
ROOMS DIVISION KEY SUCCESS FACTORS
& SUPPORTING GOALS
KEY Success
Factors
Guest
Satisfaction
& Service
Srategies
NUMBER OF
INITIATIVES
GOALS
Capital Development Goals:
n
n
n
Ensure the long-term viability of residential buildings,
Hedrick, Dysktra, and Courtside in the recruitment,
retention, and academic success of incoming
freshmen and transfer students.
Ensure that the campus can continue to recruit and
retain outstanding freshman and transfer students by
constructing approximately 2,500 new beds.
Ensure the campus can continue to offer a gracious
hospitality experience by renovating the Guest House.
3
1
1
Operational Goals:
Organizational
Climate &
Team Member
Satisfaction
n
Ensure that operational interactions with customers
exceed customer expectations while ensuring cost
efficiencies.
3
n
Ensure that administrative interactions with customers
are fast, efficient and customer friendly.
4
n
Continue improving services through information
obtained from online customer satisfaction surveys.
2
n
Ensure that team members are recognized and
appreciated for their contributions and value to the
organization.
n
Achieve a high level of team member effectiveness.
3
n
Provide a safe and healthy work environment.
1
2
More...
UCLA H&HS Rooms Division
6
Strategic Plan - 2010 though 2015
Rooms Division Key Success Factors & Supportng Goals (continued)
KEY Success
Factors
Business
Process
Improvement
& Innovation
NUMBER OF
INITIATIVES
GOALS
n
Ensure that products and services are priced at
or below rates charged by others for comparable
products and services.
8
n
Continue online work order system.
1
n
To continue to provide quality products and services
that meet or exceed customer expectations, the
Rooms Division will require significant, on-going
commitment to the professional growth and training of
all team members.
6
Learning
Financial
Management
n
Practice sound financial management and ensure
long-term viability of the Rooms Division.
4
Social
Responsibility
n
Practice socially responsible organizational and
individual behaviors.
4
UCLA H&HS Rooms Division
7
Strategic Plan - 2010 though 2015
ROOMS DIVISION GOALS & STRATEGIC INITIATIVES
GUEST SATISFACTION & SERVICE STRATEGIES
- Capital Development Goals & Initiatives
GOAL: Ensure the long-term viability of residential buildings, Hedrick, Dysktra, and Courtside
in the recruitment, retention, and academic success incoming freshmen and transfer
students.
INITIATIVE
PROJECTED
COMPLETION DATE POINT PERSON
Vic Doshi
BUDGET
OUTCOME MEASUREMENTS
1. On-time completion
2. Meets or under budget
3. Post-completion satisfaction
Upgrade Hedrick Hall
8/2011
Upgrade Dykstra Hall
4/2013
$90 million
for Dykstra
and Hedrick
Courtside Renovation
Fall 2011
$8 million
GOAL: Ensure that the Campus can continue to recruit and retain outstanding freshman and
transfer students by constructing approximately 2,500 new beds.
INITIATIVE
Build and open 2,500 beds
through the Northwest
Campus Housing In-Fill Project
(construction began
Summer 2009)
PROJECTED
COMPLETION DATE POINT PERSON
In-progress
Open Phase I
in Fall 2013
(1,500 beds)
Pete Angelis &
Barbara Wilson
Open Phase II
in 2014
(1,000 beds)
BUDGET
OUTCOME MEASUREMENTS
$145 for
Phase I
1. Community and campus
approval
2. On-time completion
3. Meets or under budget
4. Existing customer satisfac$320 million
tion during construction
total
years
5. Post-completion satisfaction
GOAL: Ensure that the campus can continue to offer a gracious hospitality experience by
renovating the Guest House.
INITIATIVE
Renovate the Guest House
guest rooms and public space
PROJECTED
COMPLETION DATE POINT PERSON
Phased renovation to
begin Winter 2010
Vic Doshi &
Alex Pena
BUDGET
$2 million
OUTCOME MEASUREMENTS
1. Post completion customer
satisfaction
2. On-time completion
3. Meets or under budget
More...
UCLA H&HS Rooms Division
8
Strategic Plan - 2010 though 2015
GUEST SATISFACTION & SERVICE STRATEGIES
- Operational Goals & Initiatives
GOAL: Ensure that operational interactions with customers exceed customer expectations while
ensuring cost efficiencies.
INITIATIVE
PROJECTED
COMPLETION DATE POINT PERSON
BUDGET
OUTCOME MEASUREMENTS
Central Package Center research possibilities and
partnerships such as with UPS,
for central package receiving
& distribution center for all oncampus residents
Winter 2013
Steve Dundish
& Barbara
Wilson
$1 million
1. Reduced labor costs
2. Additional revenue
3. Improved customer satisfaction scores
Increase move-in/out
assistance to enhance service
which includes baggage carts,
shuttle service, traffic control,
and parking assistance
On-going
Junji Toshima &
Barbara Wilson
$200,000
1. Improved customer
satisfaction scores
Identify service issue or
criteria that may be impacted
by each construction and/or
repair projects
On-going
Alfred Nam &
Barbara Wilson
$250,000
annually
1. Maintain or increase customer satisfaction levels
while under construction
2. At or within budget for
mitigation plans and ensure
fiscal accountability for all
costs associated with each
construction and/or repair
project
More...
UCLA H&HS Rooms Division
9
Strategic Plan - 2010 though 2015
GUEST SATISFACTION & SERVICE STRATEGIES
- Operational Goals & Initiatives (continued)
GOAL: Ensure that administrative interactions with customers are fast, efficient and customer
friendly.
INITIATIVE
PROJECTED
COMPLETION DATE POINT PERSON
BUDGET
OUTCOME MEASUREMENTS
Assigned time slots for
academic residents to move in
On-going
Junji Toshima
N/A
1. No traffic back-up during
move-in
2. Parking spaces available for
move-in
Install new Opera-based pointof-sale/cashiering system
On-going
Barbara Wilson
$200,000
1. Improved internal audit processes with no exceptions
noted on annual audits
Onity Keys for Meeting Rooms
On-going
Alfred Nam
$250,000
1. Improved key control
2. Lower costs for key/lock
replacement
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
On-going
Barbara Wilson
TBD
1. Number of program changes
2. Customer satisfaction level
GOAL: Continue improving services through information obtained from online customer satisfaction
surveys.
INITIATIVE
PROJECTED
COMPLETION DATE POINT PERSON
BUDGET
OUTCOME MEASUREMENTS
Identify service deficiencies
based on Quality of Life (Academic) and preceding summer
(Conferences) surveys, Guest
House and Maintenance survey
results, and customer feedback
On-going
Alfred Nam
$1,000
1. Improved customer
satisfaction scores
Develop improved service
methodologies to mitigate
identified deficiencies and
include in budgetary process
On-going
Alfred Nam
N/A
1. Improved customer
satisfaction scores
UCLA H&HS Rooms Division
10
Strategic Plan - 2010 though 2015
ORGANIZATIONAL CLIMATE & TEAM MEMBER SATISFACTION
GOALS & INITIATIVES
GOAL: Ensure that team members are recognized and appreciated for their contributions and
value to the organization.
INITIATIVE
Respond to Rooms Division
climate assessment results
PROJECTED
COMPLETION DATE POINT PERSON
On-going
Alfred Nam &
Barbara Wilson
BUDGET
OUTCOME MEASUREMENTS
$50,000
1. Percent of team members
satisfied
2. Percent of action plan items
completed
BUDGET
OUTCOME MEASUREMENTS
Emphasize, and support team
member programs
GOAL: Achieve a high level of team member effectiveness.
INITIATIVE
PROJECTED
COMPLETION DATE POINT PERSON
Aggressively communicate to
all Rooms Division team
members through staff
meetings, correspondence, etc.
H&HS's mission, values, and
expectations
On-going
Alfred Nam &
Barbara Wilson
$5,000
1. Percent of team members
satisfied
Provide “continued learning”
programs to managers and
supervisors
On-going
Gladys Johnson
$1,000
1. Team member satisfaction
with development
Encourage participation in
H&HS Mentoring Program – for
frontline staff as mentees and
managerial staff as mentors
On-going
Alfred Nam
$10,000
1. Promotion rate
GOAL: Provide a safe and healthy work environment to all team members.
INITIATIVE
Aggressively monitor Workers
Compensation claims ensuring immediate response to
work environment and training
issues
UCLA H&HS Rooms Division
PROJECTED
COMPLETION DATE POINT PERSON
On-going
Alfred Nam,
Junji Toshima,
& RHMs
11
BUDGET
OUTCOME MEASUREMENTS
$5,000
1. Lessen lost days due to
injury
2. Lessen Worker’s Compensation costs
Strategic Plan - 2010 though 2015
BUSINESS PROCESS IMPROVEMENT & INNOVATION
GOALS & INITIATIVES
GOAL: Ensure that products and services are priced at or below the rates charged by competitors
for comparable products and services.
INITIATIVE
Standardize front desk
operating procedures
PROJECTED
COMPLETION DATE POINT PERSON
BUDGET
OUTCOME MEASUREMENTS
On-going
Steve Dundish
& Carisa
Narvaez
N/A
1. Audit results
Develop marketing strategy
with Director of Conferences,
Catering, & Marketing
2011
Alfred Nam
N/A
1. Increased occupied room
nights & conference room
revenue
“Global” Building Automation
System throughout H&HS
On-going
Alfred Nam &
Jeff Hall
N/A
1. Increased building utility
efficienceis
Structure Centralize Reservations Department
Summer 2011
Alfred Nam
N/A
1. Improved work process
On-going Installation of
security cameras in the northwest quadrant of campus
On-going
_________
$150,000
1. _________
Upgrade “Keywatcher”
systems in all residential
facilities
On-going
Steve Dundish
& Junji Toshima
$50,000
1. Automated key control tracking for improved key
inventory controls.
Refine utilization of organizational metrics for key service
areas
On-going
Alfred Nam
N/A
1. Increased satisfaction scores
Develop a cross-organizational workgroup to analyze the
scope of issues associated
with energy utilization and
conservation within H&HS
On-going
Hank Knapp &
Robert Gilbert
TBD
1. Utility cost savings
GOAL: Continue online work order system.
INITIATIVE
Enhance Maximo further to
include preventative maintenance and inventory control for
Maintenance and Housekeeping
to work directly with BruinBuy
UCLA H&HS Rooms Division
PROJECTED
COMPLETION DATE POINT PERSON
On-going
Jeff Hall,
Robert Gilbert,
& John Meyer
12
BUDGET
$75,000
OUTCOME MEASUREMENTS
1. Improve work process and
time
2. Improve invoice payment
time
Strategic Plan - 2010 though 2015
LEARNING GOALS & INITIATIVES
GOAL: To continue to provide quality products and services that meet or exceed customer
expectations, Rooms Division will require significant, on-going commitment to the
professional growth and training of all team members.
INITIATIVE
PROJECTED
COMPLETION DATE POINT PERSON
BUDGET
OUTCOME MEASUREMENTS
Core training for all Rooms
Division personnel
On-going
Alfred Nam
$5,000
1. Percent team member
satisfaction
Provide formal training at a
minimum of 25 hours per year
for Rooms Division career FTE
On-going
All Managers
N/A
1. Percent team member
satisfaction
Provide ‘Train the Trainer’,
‘Safety Training Program’
courses to all supervisory and
management Staff within six
months of hire date
On-going
Junji Toshima
& Gladys
Johnson
$50/person
Front desk conference season
training
On-going
Carisa Narvaez
&
Steve Dundish
$15,000
1. Percent of customer
satisfaction
2. Percent of team member
satisfaction
Further expand Right Now
Technologies to include
training manuals, policies, and
procedures
Fall 2011
Carisa Narvaez
&
Steve Dundish
$15,000
1. Increased efficiencies
2. Audit results
Develop and implement
succession management
strategies and professional
development plans for Rooms
Division
Fall 2011
Alfred Nam
N/A
1. Increased efficiencies
UCLA H&HS Rooms Division
13
1. Percent of team member
satisfaction
2. Decrease in lost work days
due to injury
Strategic Plan - 2010 though 2015
FINANCIAL MANAGEMENT GOALS & INITIATIVES
GOAL: Practice sound financial management and ensure long-term financial viability of the
Rooms Division.
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
Alfred Nam &
Barbara Wilson
N/A
1. Financial Ratios
2. Revenue totals
3. Permanent savings
Ensure that reserve planning incorporates money
for continued operations for
multiple months in the event
of a catastrophic business
interruption
On-going
Alfred Nam
N/A
1. Reserve Ratio
Manage occupancy and rates
to optimize facilities and maximize revenue
On-going
Alfred Nam &
Samantha Chan
TBD
1. Occupancy Rates
2. Comparisons
Complete independent benchmarking/best practice studies
On-going
Alfred Nam,
Barbara Wilson,
& Jeff Hall
TBD
1. Number of studies completed
UCLA H&HS Rooms Division
14
Strategic Plan - 2010 though 2015
SOCIAL RESPONSIBILITY GOALS & INITIATIVES
GOAL: Practice socially responsible organizational and individual behaviors.
INITIATIVE
PROJECTED
COMPLETION DATE POINT PERSON
BUDGET
OUTCOME MEASUREMENTS
Expand volunteer program to
incorporate L.A. Food Bank,
Heal the Bay, and Habitat for
Humanity. Existing program
also tracks blood donations
and Reading is Fundamental
2011
Nancy Ishiki
TBD
1. Number of hours spent
volunteering/FTE
Develop tracking systems to
promote and identify successes in organizational socially
responsible behavior
2011
Barbara Wilson
TBD
1. Tracking systems
2. Metrics
Integrate into Rooms Division
the Sustainability Master Plan
linked to the campus plan and
existing H&HS initiatives
2011
Carisa Narvaez
TBD
1. Create master plan
UCLA H&HS Rooms Division
15
Strategic Plan - 2010 though 2015