and Organizational Restructuring Facilities ... -...
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Staffing Assessmentand
Organizational Restructuring
Facilities & College Police Operations
APPA Award of Excellence Winner 2012 & 2018
Course Description
The Facilities & College Police unit analyzed their staffing structures to look for opportunities for improved efficiency and services.
In a climate of imposed staff reduction goals and limited resources the unit engaged outside entities/consultants to supplement their internal analysis and produced a report that outlines the unit’s staffing structure and recommendations for organizational changes.
The recommendations will organize the unit to provide better support for operations, maximize time on strategic issues, improve operations and optimize span of control.
Learning Outcomes
1. Participants will learn how to organize the Facilities unit to provide better support for operations, maximize time on strategic issues, improve efficiencies for day-to-day operations and optimize span of control for the unit’s leadership.
1. Participants will learn the benefits of working with Human Resources to develop an internal staffing analysis and assessment and engage outside entities/consultants to supplement and support the findings and recommendations. The analysis included the Aggregate FTE Method protocol contained in the APPA ‘Operational Guideline for Educational Facilities’ book.
1. Participants will learn of the benefits of selecting a staffing assessment committee to ensure input from all staffing groups and adoption of the recommendations.
1. Participants will learn how financial analytics, reducing operational and energy costs and reallocating resources will prove to be an integral part of the staffing assessment and strategy for institutional adoption of recommendations.
Joyce Jaden
Director of Fiscal and Management Operations
David Clark
Superintendent of Operations
Presented By
Therese M. Senne
Program Assistant, Facilities Operations & Construction
Presented By
Pima Community College is a two-year collegeserving Tucson, Arizona
5 Campuses and 5 education centers over a 460 sq. mile area
Serves over 45,000 students annually
Over 1.7 million sq. ft. of facilities
and 532 acres of grounds
The Unit also includes a
Fully certified College Police department
Background
District Map
Problem: Decrease in Enrollment
In less than two years PCC Facilities and College Police:
Have lost over 30 regular employee positions due to expenditure limitation imposed budget constraints.
This represents a 16% total reduction to the entire unit.
Reductions in Force
VC for Facilities and College Police requested HR studyToo many direct reports
VC had no other administrator level personnel(exception of the Police Chief)
Leadership team working at a higher level than classified
HR study results revealed that the entire organization should be studiedReview needs to be top to bottom
No source of guidance without outsourcingUnderstaffed Human Resource Department
APPA Guidance ManualsGrounds keeping, maintenance and custodians are strong foundational references, however, they were not extensively detailed to tailor to the
specifics of our organization.
Initial Steps
• College has grown in size and areas of operations and staffing was inconsistent throughout the District
• After cuts, too many employees at some locations andtoo few at others; some relocations needed
• Management oversight processes were inconsistent
• College’s funding allocations for staffing had not changed dramatically; inability to increase positions
• Movement of short term Facilities Use workload without movement of personnel from Campuses.
• Increase in construction funding may require dedicating more personnel for in-house construction
Initial Findings
Pull out your phone
Go to www.menti.com
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Maintenance Staffing Analysis
APPA Service Levels of Maintenance
Level 1: Showpiece FacilityLevel 2: Comprehensive StewardshipLevel 3: Managed CareLevel 4: Reactive ManagementLevel 5: Crisis Response
APPA Maintenance Profile Concept
At the worst extreme, all effort are consumed by emergencies. At the best extreme, most activities are planned.
Source: Excerpt from APPA Operational Guidelines for Educational Facilities, Maintenance Second Edition.
Maintenance Activities as a Percentage of Total Resources
APPA Maintenance Profile Concept
Activities range from:Predictive or preventive maintenance (PM) to capital improvements or renovations.
Repairs and “support maintenance” involving operational activities in the middle.
Source: Excerpt from APPA Operational Guidelines for Educational Facilities, Maintenance Second Edition.
Overlaps and Interrelationships in Types of Maintenance
APPA Aggregate FTE Method
Based on: 1. Square footage2. Type of space3. APPA Level of Service
Source: Excerpt from APPA Operational Guidelines for Educational Facilities, Maintenance Second Edition.
APPA Aggregate FTE Method
Source: Excerpt from APPA Operational Guidelines for Educational Facilities, Maintenance Second Edition.
Required staffing for space typeDefined by APPA
APPA Aggregate FTE Method
Additional Adjustments are then factored in for:
● Deferred Maintenance Levels● Campus Age● Campus Size● Varied Facility Types● Campuses with Varying Missions
Source: Excerpt from APPA Operational Guidelines for Educational Facilities, Maintenance Second Edition.
APPA Aggregate FTE Method
Source: Excerpt from APPA Operational Guidelines for Educational Facilities, Maintenance Second Edition.
Research
PCC reached out to peer institutions for logistic details on
their current maintenance staffing situations.
APPA (Steve Glazner) was contacted as well for recent
metrics, resulting in an article being published on the topic in
the Jan/Feb 2019 issue ofthe
Facilities Manager.
Resources Utilized
At the recommendation of APPA, Pima Community College reached out to
Hunter Consulting and Training
for expertise in calculating specific esoteric institutional details for the most comprehensive results.
https://www.hunterct.com/
Process
● Worked with Hunter Consulting & Training over a four week period to Apply the APPA Aggregate FTE Method Staffing protocol
● Primary focus was to determining a credible estimate of maintenance FTEs
● PCC provided quantitative metrics, as well as qualitative information
Data Collection
● Total gross square footage● Space utilization by APPA● Variety of building types and age● Deferred maintenance levels● Average days worked per year● Average productive minutes per day● Average wage and benefit rates● Work order types and quantity● Work performed by outside contractors
Maintained Space for PCC District
Over 1.6 million sq. ft.
Additional Duties & Non-Productive Time
Working Supervisors
APPA Aggregate Method for PCC Including Institution Specifics
Square footagecategorized per APPAMaintenance Type
Adjustment factorsare incorporated
Results
PCC identifies asAPPA Service Maintenance
Level 2
PCC currently has 42designated maintenance FTEs including 4 current vacancies.
Reported APPA Maintenance Level Statistics
Avg. Maintenance Service Level 2.82
4employees to Crafts Shop
1Maintenance Technician to EH&S
1Maintenance Technician to District
Staffing Reassignments and Cross Training
LEMAP report informed recommendations:
● Roles of the Chief and Commander● Create a Lieutenant position● Reclassify the Dispatch Supervisor to a
Dispatch/Records Manager● Add 11 Officers● Add 3 Dispatchers● New Emergency Manager position
College Police
EH&S was also included to determine staffing levels:
• American Society of Safety Engineers (ASSE)
• High liability, accountability, and strategic decision-making relevant to safety and health matters
• HR study recommended that the Director position be reviewed for classification to a higher administrator level position
• Addition of a Maintenance Technician
Environmental, Health and Safety (EH&S)
Environmental, Health and Safety (EH&S)
Research:Benchmarked comparable duties & volume internally & externally:● Business Services *● Property Control & Auction ^● Facilities & Police Systems * ^● Help Desk, Work & Access Control * ^● Real Estate Dev. & 3rd Party Leasing ^
Recommendation:* Recommend increase for Supervisor^ Add staff when enrollment increases
Fiscal & Operational Services
● Fleet Services & Transportation Services● Receiving / Material Management● Mail ServicesRecommendation:Benchmarked comparable duties:
● Increase for Technician in Fleet Services● Part time Van Driver from temporary to permanent
Change supervisors for Campus Material Management (MM) Specialists:
● Campus MM’s - change reporting relationshipfrom: Campus Ops / to: Central MM Supervisor
● Campus MM - transfer to Mail Services, 1 Supervisor & 1 Satelitte Courier role
Fiscal & Operational Services
● Dedicate a Procurement Team for Facilities○ Dotted line reporting to Finance
● Move IT’s Networking Services department under Facilities
Optional Considerations
● Coordinated with Facilities and College Police leadership to inform them of reorganization plans
● Facilities leadership met with College Human Resources and Chancellor’s Office to discuss implementation of the reorganization plan
● Affected personnel were informed regarding new assignments
Project Implementation
Ongoing Issues
65 million dollar construction bondCenters of Excellence
Focused on state of the art Applied Technology training
Maintain high level of services for existing facilities
APPA Award of Excellence2012 and 2018
Implement the recently completed and approved
Education and Facilities Master Plans
Strategic Planning of Human Resources
Adapted from R.I. Burton “Group Process Demystified” in J.W. Pfeffer and L. Goodstein (eds.), The 1982 Handbook for Group FacilitatorsJan/Feb 2011 Facilities Manager – Published by APPA
• Usable and useful strategic plan?• Plan aligned with the mission, vision, and goals?• Are resources aligned with the plan?• Promote awareness and acceptance?• Assess the plan on a regular basis?• Remain relevant if leadership transitions occur?
Points to Consider
Kenneth C. Green with Scott Jaschik and Doug Lederman, “2012 Inside Higher Ed Survey of College & University Business Officers,”Inside Higher Ed, July 2012
Inside Higher Ed Survey ofCollege & University Business Officers
• Eliminating low-enrollment academic programs – 51.5 %• Making effective use of facilities – 44.2%• Using technology tools (e.g., business analytic technologies) to
analyze programs and identify problems and potential improvements – 41.3%
• Using technology to reduce instructional costs – 39.1%• Centralizing/consolidating administrative functions – 36.3%• Increasing teaching loads for full-time faculty – 31.4%
Points to Consider
Kenneth C. Green with Scott Jaschik and Doug Lederman, “2012 Inside Higher Ed Survey of College & University Business Officers,”Inside Higher Ed, July 2012
Inside Higher Ed Survey ofCollege & University Business Officers
• Centralizing/consolidating IT resources and services – 31.4%• Sharing more health insurance costs with employees – 25.8%• Moving more core campus operations and support services to
the Web/cloud – 24.5%• Sharing administrative services in partnership with other
colleges – 23.7%
Flexibility of the workplace
Top Ten Higher Education Facilities Issues – APPA Thought Leader Series 2011Facilities Manager Article, NOV/DEC 2011
Higher education policies and procedures need to become more flexible to adjust to a changing workforce.
• Make the case for flexibility to key stakeholders and build alliances
• Understand the barriers standing in the way of more flexible policies and practices
• Take stock of what you can control and strive to increase flexibility within the existing system
To Ponder….
• What’s missing now?
• What’s out of balance?
• Why do we have our current structure?
• As we grow, we’ll need more….
• What would be an ideal state?
• What changes can we make towards that goal?
Conclusion
This concludes The AmericanInstitute of Architects Continuing
Education Systems Course
Thank you Q&A