KU University Relations

University Relations

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D. Facilities Operations

Description of the function to be improved:: Facilities Operations (FO) has multiple components including housekeeping, motor pool, skilled crafts, landscape, construction, trucking and moving, campus mail, and clerical support. The unit is charged with maintaining the 100 buildings and 1000 acres which comprise the Lawrence campus.

What are the perceived problems?: Administrative structure - perception that there are too many supervisors and that crews are overstaffed for small jobs.
Fee assessments - perception that more services are requiring payment and costs are higher than noncampus sources.
Communications and scheduling - perception that units can't make appointments for service, that scheduling for projects doesn't correspond to budget cycle, lack of communications between FO and DCM.
Service levels - perception that standards for some services may be too high or that mechanical solutions could be substituted for personnel.

What is the evidence of the process(es) problems? Consumer input, relevant data?: Interviews with senior administrators, September-October 1995
Letters from campus community, Fall 1995
Focus group transcripts, October 1995
Interview with Director of FO

What additional information and/or data are needed?: Consider a customer survey.
Consider holding focus groups.
Discuss the concerns with Facilities Operations administrators.
Evaluate the options of outsourcing or privatization for maintenance, housekeeping, construction, etc.

Who are the stakeholders in this process? Who should be involved in its improvement?: Facilities Operations staff - supervisors and line staff
Campus departments receiving service

Who are related providers?: Design and Construction Management
Human Resources
Purchasing Office

Is the improvement of this process likely to be a short-term or long-term task?: Short-term deadlines might apply to establishing a system to prioritize the scheduling of maintenance and renovation projects, to improving responsiveness of individual units to customer requests, and to conducting consumer surveys or focus groups. Long-term deadlines may be more appropriate for studying the use of private services, developing a system to inventory and monitor maintenance needs of campus facilities. Resolving communication problems is likely both a short-term and long-term task.

What is the desired outcome of the improvement of this process?: Establish a priority list for remodeling and major projects so FO can work efficiently and with clear direction.
Improve communication through liaison with interfacing entities such as DCM. This will be even more important as the new administrative structure places FO and DCM in different reporting lines.
Better communication between service providers and users regarding scheduling.
Publish campus-wide information about FO's calendar and regular schedule of campus services and charges. Assurance that this schedule, procedures, and charges are reviewed by both those administering and receiving FO's services.
Lower costs achieved through activities such as streamlining administrative layers or privatization in order to free up maximum resources.
Establishment of a clear understanding of funding sources.

Are administrative savings likely to result? How?: Privatization may save money by eliminating some jobs in Facilities Operations thus saving salary and benefits. It also will require more internal administration so that must be considered when evaluating options.
Improved communication between Facilities Operations and campus departments regarding schedules could result in savings if renovations, maintenance, and construction projects were better coordinated.
Improved communications between Facilities Operations and Design and Construction Management could result in assuring that new construction is able to be serviced with existing personnel or equipment.
More use of alternatives to traditional mail services, both for mailings external and internal to campus. Options for metering and presorting of mail could result in major administrative savings.