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OVERVIEW

While a majority of the Â鶹ӰԺ campus grounds and buildings are maintained by University Facilities Management (UFM), Residence Services, Â鶹ӰԺ Student Center, Recreational Services and the Â鶹ӰԺ State Airport maintain all or portions of their own facilities. A phased-in plan would be developed to bring more oversight and standardization for the maintenance and care of university property and buildings on the Â鶹ӰԺ Campus.

Purpose

The Associate Vice President for Facilities in the division of Finance and Administration is responsible for the university’s facilities but some auxiliary departments manage the maintenance and/or custodial operations of the buildings independently. Centralizing these operations under one area should create efficiencies in operations and costs of materials and equipment. Potential efficiencies include maximizing group purchasing, streamlining positions and coverage areas, providing greater service opportunities throughout the year, and coordinating training efforts to avoid duplication of efforts across departments. Centralization will also allow for streamlined management of personnel. Employee transfers would be managed in one environment eliminating the need to re-post positions for internal moves. Managing vacancies and coordinating labor management may also be streamlined.

While a majority of the Â鶹ӰԺ campus grounds and buildings are maintained by University Facilities Management (UFM), Residence Services, Â鶹ӰԺ Student Center, Recreational Services and the Â鶹ӰԺ State Airport maintain all or portions of their own facilities. UFM would develop a phased-in plan to bring more oversight and standardization for the maintenance and care of all university property and buildings on the Â鶹ӰԺ Campus.

Objectives

• Provide exemplary and high-quality customer service to all our clients.
• Engage and empower our employees to develop innovative services and solutions that result in best-in-class outcomes.
• Operate within a governance framework to deliver services that are responsive and improve operational excellence.
• Streamline or reduce operational costs in order to maximize resources to fund the university’s strategic priorities.
• Use data and analytics to help drive decision-making.
• Establish transparency by demonstrating integrity, mutual respect and building trust with stakeholders at all levels of the institution.
• Collaborate and partner with stakeholders across the university so that the transition to shared services is seamless to the client.
• Foster performance accountability through service level agreements, metrics, etc. to measure cost containment, realized savings and operational excellence.
• Establish an ongoing communications plan to ensure awareness, promote the benefits of the shared services initiatives and help manage employee expectations.
• Challenge the status quo though a culture of continuous process improvement.
• Incorporate change management best practices throughout the shared services initiatives.
• Have all employees document 95% of their time on FAMIS CMMS.
• Schedule work through FAMIS to achieve 80% preventive maintenance and 20% corrective maintenance.

Deliverables

• FAMIS reports for labor utilization, preventive maintenance percentage and days to close.
• Financial reports for the purchase of supplies.

Team

• Leader: Doug Pearson, Facilities, Planning & Operations
• Leader: Jill Jenkins, Residence Services
• Roy Christian, UFM
• Nicole Corll, UFM
• Gretchen Julian, Â鶹ӰԺ Student Center
• Ann Myers, Â鶹ӰԺ Student Center
• Dave Poluga, Airport
• Kim Rufra, Recreational Services
• David Taylor, Residence Services

Primary Contact

• Doug Pearson, Facilities, Planning & Operations - dpearso9@kent.edu
• Jill Jenkins, Residence Services - jcchurch@kent.edu