and organizational restructuring facilities ... -...

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

How about you?

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.


Overlaps and Interrelationships in Types of Maintenance

APPA Aggregate FTE Method

Based on: 1. Square footage2. Type of space3. APPA Level of Service




Required staffing for space typeDefined by APPA


Additional Adjustments are then factored in for:

● Deferred Maintenance Levels● Campus Age● Campus Size● Varied Facility Types● Campuses with Varying Missions


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/

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

and organizational restructuring facilities ... -...

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