TEFMA Horizons

TEFMA Strategic Plan 2009-2012

The members of the Tertiary Education Facilities Management Association Inc (TEFMA) provide vital strategic and operational infrastructure and services in support of tertiary education in the Australasian region.

This Strategic Plan clearly articulates TEFMA’s vision, mission and values as the framework for supporting our members to excel in their roles. It also sets out our goals grouped under the themes of Leadership, Collaboration, Education and Innovation.

Drawing on the support and activities provided by TEFMA, our members add real value enhancing the teaching, learning, research and community service outcomes of their institutions. TEFMA operates as a not for profit Association and does not act as a lobby group however, TEFMA can provide, via our Patron, expert facilities management advice to Universities Australia (UA) and NZVCC.

Members of TEFMA manage facility assets with a replacement value in excess of $57 billion, and spend over $730 million annually in maintaining and operating these assets. TEFMA’s support of the effective management of these resources is vital to a healthy tertiary education system in the Australasian region.

OUR VISION

TEFMA will be the pre-eminent organisation for the promotion and support of excellence in the management and development of the facilities portfolio in the Australasian tertiary education sector.

OUR MISSION

TEFMA supports excellence in teaching, learning, research and community engagement in the tertiary education sector through:

• Leadership and professionalism;
• Collaboration and knowledge sharing;
• Professional Development; and
• Promotion of innovation;

in strategic and operational facilities management.

OUR VALUES

TEFMA values integrity, diversity and ethical behaviour in all its activities

OUR GOALS AND OBJECTIVES

1 - Leadership

The Association will provide leadership and promote professionalism in strategic and operational facilities management.

To increase awareness of the facilities management profession within the sector:

• Develop a Promotion and Communications Strategy to promote the Association to its  membership, stakeholders and wider sector interests by mid 2009
• Review Board structure and further develop Secretariat support to service the Association by December 2009
• Engage with the UA & NZVCC in conjunction with the patron as the authoritative voice and adviser on issues relating to FM in the sector; and
• Convene the inaugural Thought Leaders Forum in 2009, partnering with UA and NZVCC as appropriate

To recognize the accomplishments and significant achievements of members:

• Maintain existing awards program.

To provide information, through appropriate channels, that influences industry practice, legislation and government policy:

• Continue to promote participation in industry advisory panels and, if approached, identify suitable members

To develop and promote contemporary FM practices:

• Provide at least two workshops in contemporary FM practices each year.

To provide information, through appropriate channels, that influences industry practice, legislation and government policy:

• Continue to promote participation in industry advisory panels and, if approached, identify suitable members
• Establish a mechanism to identify involvement by end 2007

To promote effective stewardship of our facilities portfolios:

• Provide at least two workshops in contemporary FM practices each year

2 - Collaboration

The Association will engage in collaborative relationships and partnerships, encouraging knowledge sharing. 

To enhance relationships with other organisations both regionally and globally:

• Engage with strategic partners in the promotion of training opportunities;
• Continue participation in international benchmarking through our strategic partners;

• Develop a system for ensuring research from strategic partners is available to members by end 2009; and

• .Investigate opportunities for collaboration in provision of member services.

To provide opportunities for collaboration

• Investigate entering into a relationship with CAUDIT (Council Australia University Directors IT) by end 2009-

• Investigate opportunities to enhance collaboration member to member and with strategic partners. Report and recommendations to be complete by December 2009.

3 -Professional Development

The Association facilitates the development of competent, knowledgeable, ethical and professional leaders.

To create, expand, refine and transfer knowledge of facilities management:

•  Enhance access to a wider range of facilities management and tertiary workshops and courses  (from our external partner organisations) via the website by end of 2009;
• Produce a strategic asset management publication by end 2009;
• Refine the space guidelines by end 2009;
• Deliver a space tool by end 2010;
• Review the Facilities Condition Audit document by the end of 2009 and develop a programme to establish a roll out of the guideline in 2010;
• Develop a forward plan for tool development by August 2009;  and
• Develop a system that provides accessibility tonowledge through links to AUDE, APPA and FMA.

To increase the participation in, and value of, programs and services:

• Promote and encourage participation in education and scholarship programmes; and
• Update forums to be more user friendly and appoint category administrators by mid 2009.

 To promote the development of future leaders:

• Continue the promotion of the Middle Management Course;
• To provide broad access to educational and knowledge sharing opportunities;
• Achieve a programme of local forums / regional events with at least 3 regional events supported by a guide on the webpage; and
• Establish a New Director Forum and induction pack by the end of 2009.

4 - Innovation

The Association will promote innovation in the management of the facilities portfolio.

To anticipate and meet the changing needs of the educational enterprise:

• Develop good practice guides and establish good practice levels in relation to the benchmarking categories for staged release commencing 2009. To develop and promote best practice solutions:
• Introduce enhanced benchmarking of strategic performance measures in the 2009 benchmarking process; and
• Convert benchmark to web based tool and enhance its usability with a range of dashboard tools by end of 2010.

To influence and promote environmental sustainability:

• Explore a workshop on renewable energy and investigate implementation of energy/water usage and renewable energy/CO2 emissions targets; and
• Promote and communicate achievements in relation to the use of ESD principles, building design and facilities operations on the “what’s new” page, a regular article in the newsletter and a section in the periodic communications email.

Download Strategic Plan Brochure (PDF)