A.F.E. Criteria

Communications Plan 

Develop a Public-Facing Communications Strategy and Implementation Plan 

• Create a communication strategy for policies and programs stakeholders interact with, which DRF oversees. 

Ethics

Implementation plan for Ethics and DEIJ 

• Leadership needs to visibly demonstrate ethical behavior because the organization's success relies on how the staff and stakeholders perceive it. Ethical leadership includes promoting diversity, equity, inclusion, and justice.

Strategic Planning 

Create an implementation plan of University and DSA Strategic plans 

• DRF to implement a strategic plan with clear objectives to achieve UMD & DSA goals. 

Staff Performance Improvement 

Develop an Employee Performance and Productivity Improvement Plan (For Supervisors and Technicians) 

• Process Design 
• Continuous Improvement Strategies Targeted Training 
• Tools and Technologies (To enhance individual productivity)

IWMS Implementation with Staff 

SHiFT Program 

• Involve frontline staff early in the IWMS. Make sure both the staff and customers have the information they need. Supervisors, managers, and frontline workers should switch from slow/old communication methods to taking the lead in IWMS communication. Prepare staff for their role in providing quality information.

Benchmarking - FPI 

Participate in APPA FPI 

• Use Facilities Performance Indicator benchmarking system to automate data collection for DRF

Continuous Improvement Implementation 

Create a personal development program to enhance continuous improvement 

• Involve staff in group problem solving that is generated by field service problems. 
• Ask your UMD’s Division of Information/Process Innovation or College of Engineering for learn-by-doing training (not lecture). 
• Leaders and supervisors should familiarize themselves with Lean tools such as “8 Wastes' ' and “Value Stream Mapping” to learn about what can be possible and open up to innovation. This way they can equip front line staff with what they need. 

Training Program 

Develop a comprehensive department training program 

• DRF needs a training system to build a collaborative workforce of skilled, curious, and capable people. Organize shop talks and training sessions for every role, covering technical skills, safety, internal business processes, and essential people skills like Diversity, Equity, and Inclusion. (DEI). 

Skills Based Training Program 

Develop skills based training program 

• Develop a training system informed by requisite skills and competencies for each position. 

Continuous Improvement 

Implement a DACUM (Developing A Curriculum) Training Approach (For Field Service Units) 

To achieve Operational Excellence: 

• Change management 
• Hands-on verbal practice 
• Refinement of performance management skills. 

Create a DACUM repository for field units to serve as a checklist for measuring how well an employee is trained and where they need refresher or full training. 

• Interview exemplary employees and supervisors to capture competencies and skills required for specific job roles.

Organizational Structure: Work Management 

Create a work management unit 

Create a comprehensive Work Management Unit inclusive of two teams: 

• Administrative support (focus on administrative efforts)
•  Executive Work Unit (focus on effective and efficient methods of delivering services.) 

Organizational Structure: Customer Relations 

Create a Customer Centric Culture 

• Review the process and culture of the current work order management and develop a new Customer Centric Work Group to provide timely feedback to customers. 

Facilities Condition Assessment Program 

Create a FCA (Facility Condition Assessment) Program 

• Develop a FCA program that provides an accurate current replacement value (CRV) for all buildings and infrastructure. Identify: 
  • Maintenance and renewal needs 
  • Estimates costs 
• Deliver the results in a database format that allows for ranking and evaluating individual systems and components. A report on the condition of facilities and infrastructure should be published and shared with the university community 

Budget and Accounting Practices Re-engineering 

Budget Process Re-Engineering 

• Create a clear and consistent budget process and accounting practices. Review current processes for tracking time to ensure accurate data for making business decisions. 

IWMS Implementation Process Mapping 

SHiFT program 

• Create cross functional work teams to develop process maps, descriptions and RASIC charts (Responsible, Approving, Supporting, Informed and Consulting). Work teams should have representatives from each department and inclusive of both, front line and management. This will favor staff acceptance during the implementation of ‘process improvement’ changes. Processes should be mapped to its capabilities. The new IWMS offers an opportunity to revamp the organization into a highly proactive and efficient service provider. 
• Operational Excellence can be achieved through several efforts: 
  • Comprehensive Process Re-engineering 
  • Training 
  • Change Management Roll-out

M&O (Maintenance & Operations) Preventative Maintenance 

Develop a PM (Preventive Maintenance) Program 

• Commit to a preventive and predictive maintenance program, shifting the focus from a reactive maintenance workload to a scheduled proactive approach to maintenance and stewardship. 

Budget New Buildings 

Develop service level based operational budget model 

• Develop an operations funding model for new facilities that addresses ongoing funding requirements for future maintenance, utilities, custodial, and landscape. The funding model and ongoing operating budget requirements should be part of every capital project plan. 

Capital Renewal Funding 

Develop long term capital program 

• Continue discussions with university leadership to set a course for future goals of comprehensive facilities stewardship. Reinforce the Facilities Condition Assessment program to project future facilities condition index (FCI) levels based on various maintenance-funding levels. 

Training and Development 

Increase participation and outreach to industry associations and campus entities 

• Seek out opportunities that can bring innovation and empowerment to campus through knowledge expansion.