F ilit M tFacility Management

and the

Customer Experience…

Beginning with An End in Mind

The Kauffman Center Vision

T i h h li f iTo enrich the lives of everyone in our community through extraordinary y g y

and diverse performing arts experiencesexperiences

The experience thus far…

Yesterday….

p

Today…

TOMORROW!

The Challenges

Direction, Alignment and CommitmentCommitment

ARCHITECTS

STAFF

Unique Design...

Complex Structures

Recognizable Operations...

Customized Operations...

The Result…….

Supporting the Experience…Supporting the Experience…The FM Contribution

The Kauffman Center for the Performing Arts will provide extraordinary experiences through:

It’s All About the Mission!

g p y p g

Performance Programs Customer Service Education ProgramWe will showcase a wide variety of

high quality programs through:Our staff will work to create devoted

constituents of the Kauffman Center . We will nurture a love of the arts

for present and future generations Our resident companiesCommunity partnerships

National and international artists & productions.

We will enhance the level of satisfaction for all who come into our

venue by:Providing a welcoming and accessible

f

by:Promoting and developing creativity through programs, activities, and

performancesFacilitating a cultural environmentenvironment, from programs to parking,

ticket transactions and eventsGoing the second mile to make the

customer comfortableExercising thorough and prompt follow-

Facilitating a cultural environmentBridging gaps between the arts and

needs of individuals (children, youth, and adults), families, organizations and

communities.Exercising thorough and prompt followthrough and problem solving

Serving each customer with dignity.

P D l tProgram Development-A Continuous Cycle of Stewardship-

1 ValidateObjectives5 FM Operational & Develop FMStrategy

5 FM OperationalReview

4 Coordination 2 Build theBridge

3

4 Coordinationof Pre-openingOperation Plan

3 Develop FacilityManagementProgram

Strategy

VISIONTo enrich the lives of everyone in our

MISSIONTo provide extraordinary experiences

Strategy‐Linking FM to Vision and Mission‐

community through extraordinary and diverse performing arts

experiences

To provide extraordinary experiences through programs, customer service,

and education

Stakeholder Perspective

InternalP ti

Create and provide resources that perpetuate artistic education and exposure

Ensure that efficient systems and processes are in place to deliver exceptional value to patrons and stakeholdersPerspective

PatronPerspective

exceptional value to patrons and stakeholders

Experience exemplary events in a well-maintained, inviting environment

S A G C A S

Financial Perspective

Maintain viable fiscal position through sound financial management and optimized asset utilization

CommunityExposure

ArtisticInfluence

Operational Excellence

S T R A T E G I C V A L U E S

Service Level

APPA’s Levels of ServiceAPPA’s Levels of Service

Service Level‐High Quality Service for a Premier Icon‐

Level Maintenance Custodial Grounds

1 Sh i F ilit Orderly St t f th A t1 Showpiece Facility Orderly Spotlessness State-of-the-Art

2 Comprehensive Stewardship Orderly Tidiness High LevelStewardship

3 Managed Care Casual Inattention Moderate Level

Reactive Moderately Low4 Reactive Management Moderate Dinginess Moderately Low-

Level

5 Crisis Response Unkempt Neglect Minimum Level

Build the BridgeBuild the Bridge

Positive connectivity between construction, y ,design, and FM to ensure operational excellence.

Balance the implications around different stakeholders with varied objectives and visionsstakeholders with varied objectives and visions 

Make decisions which support long term capital utilization and effective expensecapital utilization and effective expense management

Li ki FM O ti t th K ff St tLinking FM Operations to the Kauffman Strategy

“Going to CORT”Going to CORT

To facilitate communications to gain influence andTo facilitate communications to gain influence and awareness with the Construction Team, Board of Directors, 

Owner’s Representative, and other key individuals

Benchmarking

GM‐glass curtain wall lessons learned

Sea‐Tac‐ glass curtain wall

Sydney Opera House‐ BIM

Disney Concert Hall‐ O&M

Kravis‐ O&M

Sprint World HQ‐ Processes and Procedures

Lessons Learned Thus FarLessons Learned Thus Far…

CORT

Utilization of secondary market furniture

Diverse group of stakeholders

Multiple Customers: Opera, Ballet, Symphony, Patrons

Image Importance

Operating Cost

1 Yr 2 Go…..

Completion of O&M Operations e.g.  Food Service, Janitorial, Building Envelope Mgt. Plan, etc.Janitorial, Building Envelope Mgt. Plan, etc.

Commissioning

Implement Technology Plan (CMMS, BAS, EMS)p gy ( , , )

Personnel Hiring and Training

Energy Management Plangy g

Coordination of Move‐In and Shakedown

Proactive Leadership PositionProactive Leadership Position

experienceThe experience To Be

W dWOW! Best of its

kind anywhere!

We attend again and

again.anywhere!

We Love The Center is a

must see! Just as b tif l th d

My kids love

g

Kauffman Center!

beautiful as the day it opened!

the performances!

Kauffman Center is MY place…an asset to our

community

Thank you!

Bud Jeffress, Vice‐President Operations, CFO

Kauffman Center  for the Performing Arts

Teena Shouse, CFM, IFMA Fellow

Facility Engineering Associates, P.C.