We Put Students First We Invest In Our People We Create Caring and Inclusive Communities
We Thrive As One Division We Align Practices with Values We Strengthen Our Foundations Challenges 2025 Priorities What we want SALT to know Organizational Chart
We Put Students First
Ensured Student Safety 24/7 Year-Round and Responded to Emergencies
Student safety is our top priority. From construction to renovations, housekeeping and maintenance, we ensure our students’ living environments are safe and conducive to learning.
In FY 2023-2024, our department responded to 46,455 service requests. Community Maintenance addressed 30,983 of these requests, while Reflex handled 2,404 afterhours and weekend requests. Additionally, we completed 957 lock core changes and conducted 91 indoor air quality checks, all completed satisfactorily with no adverse conditions reported.
Throughout these efforts, we maintained clear and timely communication with our residents, sending 327 Alerts & Outage emails with solutions or alternatives when necessary to ensure our students were informed and equipped with the necessary resources.
Summer Work
Every summer, our residence halls transform into hotels, welcoming thousands of guests who participate in campus-wide programs and events. Residential Facilities ensures exceptional customer service from the start of summer through the return of students and fall move-in. We conduct thorough cleaning of all buildings, including furniture, walls, ceilings, and floors.
We kicked off our Summer Planning and Coordination season, successfully completing 48 projects, and addressing 37 major facilities issues.
Summer projects were filled with unforeseen challenges; the Cumberland new flooring and Calvert Ground Floor Loop replacement project, which required outstanding Project Management execution are two examples of challenges we overcame.
guests.
We prepared accommodations for 14,275 people for 74,571 bed nights including both summer students and Conferences and Visitors Services guests Visitors Services
We Invest In Our People
Investing in our people is at the heart of Residential Facilities. Over the past year, we have undergone incredible transformation through reorganization, promotions, and training. These efforts have contributed to our excellence and laid a strong foundation for the professional development and certification of our frontline staff.
Our people are our greatest asset, and we are committed to developing their skills and documenting their knowledge and abilities.
Cleaning Management Institute (CMI) Training & Accreditation, Full Time Trainer & Skills Training Room
In the past 12 months we have realigned internal resources and hired a full time housekeeping skills trainer, we have completed projects for a dedicated training room and have adopted an industry recognized curriculum for training and certifying our staff and have begun delivering that training program. To date 10% of the staff has now passed the CMI Housekeeper Basic certification, 5% of the staff have passed the CMI Housekeeper Advanced certification and 83% of managers and supervisors have passed the CMI Housekeeping Trainer certification.
Additionally, our Housekeeping Team received the 2024 CIMS Accreditation renewal for their adherence to industry-standard cleanliness and safety procedures.
Staff Development and Professionalism
We focused on enhancing DRF Training efforts by aligning the budget with our training plan, launching it, instituting monthly update meetings with managers and supervisors, and coordinating training events and conference attendance.
We collaborated with Center for Leadership & Organizational Change (CLOC) to offer Excellence in Supervision Training for 40 DRF supervisors from February - April.
24 staff members participated in the APPA Supervisor’s Toolkit
11 of our Housekeeping Supervisors Team joined forces with their counterparts in Facilities Maintenance and attended the CMI Train the Trainer Program. Both teams aimed to refine their skills and jointly provide excellent customer service to our Campus Community.
Our maintenance team proudly claims 2 new Certified Educational Facilities Professionals (CEFP) employees and 2 are currently in the CEFP training pipeline.
We aligned our safety training with Facilities Management, leading to 10 maintenance technicians pursuing OSHA 30-Hour Certifications for completion in FY 2025, and 4 technicians already earning their certifications.
We conducted Heat Illness Prevention training and Safety Orientations for new employees. Throughout the year, we delivered Job Hazard Analysis (JHA) training through presentations and on-the-job training, resulting in 14 new JHAs. Additionally, we provided contingent safety training ahead of the summer work season.
11 Internal Promotions
We promote within. Residential Facilities is committed to providing staff with growth opportunities. Through initiatives like resume writing workshops, interview support, and the creation of our first departmental job announcement newsletter, “We Are Hiring”, we successfully supported and promoted 11 staff members across various managerial and supervisory levels.
Inclusive Progress: Modernization & Technology
We invested $109,600 in technology for our staff, delivering 120 new iPhones, 150 iPads, and 8 charging cabinets to our frontline team.
We conducted numerous in-person technology training sessions in plain language and provided Spanish-translated resources. With these new devices, all staff now have access to resources and support from both the division and the university, as well as tools for professional growth.
Following the deployment of the devices, we migrated our shared drive to Google Drive, expanding access for our frontline staff. These devices will also ensure a smooth transition to the upcoming Workday and AssetWorks implementation.
The Why The How
We Create Caring and Inclusive Communities
Residential Facilities is committed to creating caring and inclusive communities, both with our students and within our department. We prioritize work-life balance and emphasize the importance of family. Our efforts to build a supportive culture have enhanced our department’s reputation, as reflected in improved news coverage. Our strengthened relationship with staff has led to more positive stories, reinforcing the university’s reputation and commitment to inclusivity.
Optimized Weekend Housekeeping Staffing: Aligned Residence Hall Services with Football Schedule, Saving $50,000 in Overtime
We adjusted the weekend staffing plan to align with the football schedule. Previously, residence halls were serviced on Sundays, and football games on Saturdays. We surveyed the staff, and 96% preferred working on Saturdays. This change allowed us to cover both the residence halls and football games with the same staff, resulting in high employee satisfaction and saving approximately $50,000 per year in overtime.
Improved Communication with Students; Ensured Student Care with Minimal Disruptions Throughout the Academic Year and Summer
We maintained transparency with students throughout the year, keeping them informed about routine and emergency work in their rooms and residence halls.
We used printed signs for cleaning schedules, sent targeted emails, and issued notifications for service disruptions. To streamline communication, we introduced a traffic light email system and created Google notification groups for easy
tracking of facilities issues by Residential Facilities and Resident Life staff.
We also launched a new website that consolidates information clearly, with input from our RHA REFAB. Additionally, our staff uses strong interpersonal skills to build caring relationships with students. We take particular pride in our long-serving staff members, who have been with the department for over 30 years and are highly valued by students.
We put a public face to our staff
The overhaul of our outdated website and the launch of our LinkedIn page provided us the opportunity to rebrand and highlight our staff and inclusive work culture. We offered headshots to approx. 300 staff members and managed the service expenses internally, saving over $30,000 in photography and editing costs.
Our leadership advocated for increased recognition of our staff’s contributions to the Division of Student Affairs and the University of Maryland. This led to greater staff participation in conferences and activities, as well as increased awareness of campus services.
Conference Attendance:
234 staff attended one or more of three oncampus conferences: Learning Day, MSAC, and the MD/DC APPA Spring Meeting.
45 DRF staff attended 11 off-campus conferences. Additionally, we improved our relationship with the AFSCME, resulting in minimal grievances for the department.
Cultural Integration: Learning Day & Employee Celebrations
Our greatest asset and challenge is our diverse staff. We’ve updated our policies and practices to be more inclusive, and our events have
become vibrant and joyful celebrations that truly represent our department. In addition to our yearly Staff Appreciation Event, we hosted a ‘Learning Day,’ where 195 staff members attended 17 sessions focused on skill and professional development.
Two $1000 DRF Scholarships
We awarded our first two DRF Scholarships of $1,000 each. One scholarship was given to a Service Center student staff member, and the other went to the dependent of one of our Community Maintenance staff members.
The Why
We Thrive As One Division
Division of Student Affairs Facilities Strategic Plan and Expansion of Traka Key Box
Under the direction of the Division of Student Affairs (DSA), we developed and implemented a strategic plan to enhance DSA facilities.
Our IT team expanded the TRAKA key box system to include Resident Life and Conferences and Visitor Services, and successfully integrated TRAKA with Lenel. We also upgraded the Lenel Security System to Version 8, featuring advanced automation and API capabilities.
Joint Initiatives with Resident Life
We have enhanced collaboration with Resident Life staff for incident response and concern reporting. We also removed problematic personal dry erase boards and unauthorized batterypowered micro-mobility devices from residence halls, with efforts continuing into FY 2025.
Together, we developed a “Heat Response & Action Plan” to improve living conditions in nonair-conditioned residence halls during the hottest months of late spring and early fall. This plan includes a checklist of actions for staff to follow during heatwaves.
Additionally, we co-hosted three “Coffee and Conversations” sessions focused on diversity, equity, and inclusion.
To provide unified communication to residents, we continue to share technology platforms. By utilizing the StarRez system and collaborating with a shared web coordinator, we aim to enhance collaboration and communication across the division, ensuring consistent messaging and information flow between our departments, residents, and their families.
In addition to our internal collaboration, we extend our efforts to:
Cross-Training Programs with Facilities Management: We offered training programs that enable employees from both organizations to learn from each other and gain a broader understanding of each other’s operations:
• CMI Train the Trainer
• OSHA 30-Hour Certifications
Interdepartmental Committees: We participated in several committees with representatives from various departments to address specific issues and opportunities, including:
• UHR Committees
• IT Committees
• MSAC Committee
• SHIFT Committees
• Climate Survey Committee
• Search Committees
We Align Practices with Values
We have integrated inclusivity into all our policy and procedural practices by using plain language and providing multiple language translations.
Removed Barriers: We have eliminated obstacles to electronic access.
Partnership with ENGen: We partnered with ENGen to offer English learning opportunities to staff for whom English is not their first language.
• On February 7, 2024, 61 DRF staff attended the Relaunch Event, which focused on expanding Housekeeping, Maintenance, and Facilities Management vocabulary.
• As of July 23, 2024, nearly 80 DRF employees are registered in the ENGen app, all of whom are English language learners seeking to improve their skills. Over the past six months, more than 37 DRF users practiced English for a total of 4 hours or more in the app, working on vocabulary, grammar, pronunciation, and comprehension.
We Strengthen Our Foundations Evaluation and Improvement of Systems and Services
Residential Facilities remains a dynamic department with ongoing changes in staff, leadership, and technology. We continuously evaluate and improve our systems and services to keep pace with these transitions.
In early December 2023, we collaborated with DIV IT and implemented Kronos as the campus’ Enterprise Time Clock system. We ensure proper training of payroll personnel on setting up new employees, updating schedules, and correcting missing or erroneous punches.
Operational Efficiency
Department Relocation: We successfully relocated from Leonardtown Office Building to the Service Building, maintaining critical operations.
Project Management Enhancements: We improved procedures in the Planning, Design, and Construction unit by:
• Creating new communication documents and briefings.
• Implementing project start-up and close-out checklists.
• Conducting fiscal authority reviews.
• Introducing quality checks during design and construction.
• Adopting a new Division 1 CSI MasterFormat System.
Optimized Our Managerial Structure: We reorganized our Housekeeping Program by dividing North Campus into two zones. Previously, one manager oversaw four communities, including 14 buildings, 4 supervisors, and 82 staff, which was too extensive for effective management.
We divided the responsibilities and promoted the Assistant Manager. Now, two managers each oversee seven buildings, with 2 supervisors and 39 to 43 staff members. This new structure allows for more focused management, better service delivery, and stronger relationships with staff and students.
Staffing & Reorganization
Staffing a large organization presents challenges. Our hiring statistics reflect significant activity, largely due to our commitment to internal promotions. Most of the department’s promotion opportunities in the past year have been filled from within, boosting morale and creating a positive cycle of hiring.
Key Staffing Developments:
• Developed improved staffing metrics.
• Filled the vacant Assistant Manager and Procurement positions.
• Created and filled a Project Manager role, leading to over $1M in completed O&M projects.
• Hired two student interns to support DSA’s sustainability and energy managment efforts and begin data collection.
Increased Safety and Reduced Injury Rates
Safety remains a core value for us and is integrated into all policies, procedures, and daily operations. We’ve included safety considerations in all PRDs for 2023-24 and job descriptions. Thanks to our unit’s collective efforts, Residential Facilities has seen a significant decline in recordable injuries. All incidents are thoroughly investigated, and reporting is actively encouraged at all management levels.
We currently have two Safety Committees: one for Housekeeping and one for Maintenance.
CHALLENGES
NextGen
While the progress of the NextGen project has required Residential Facilities to make some financial adjustments, it’s a welcome and necessary change.
The advancements in the NextGen project are also tackling the well-known campuswide issue of aging infrastructure, which significantly impacts our residential facilities.
Climate Change & Severe Weather
We have several temporary measures in place to handle the challenges of climate change, extreme weather, heat, and severe storms. While we continue to manage these issues, permanent solutions are being planned and implemented as funding becomes available.
Purple Line
The Purple Line construction presents geographic and infrastructural challenges, but the ongoing progress highlights the future of our campus and the promise of enhanced mobility.
2025 PRIORITIES
Every Student Thrives
Embrace the divisional goal that “Every Student Thrives.” Students are the reason we do our jobs every day, and we must never lose sight of that. Our efforts must remain focused on ensuring that “Every Student Thrives.”
Elevate and SHIFT Implementation
Complete the implementation of the Elevate and SHIFT initiatives. This will enhance our efficiency as a department, aligning us with the campus in crucial areas like Human Resources, Financial Management, and Work Management.
Safety
Make safety the number one priority within our department. We must do everything possible to guarantee that everyone goes home in the same condition they arrived in, every day
Training
Training is essential to our department’s success. Our training efforts will continue, with ongoing improvements to ensure our workforce is prepared to serve our students now and in the future.
Building Strong Partnerships
Alignment with our Division of Student Affairs and campus partners is the foundation of Residential Facilities success.
What we want
SALT to
know
We are a department in transition and are actively working to support our staff through these changes. Our focus includes improving staffing efforts by planning for succession and anticipating turnover.
We remain committed to advancing our joint strategic priorities with Facilities Management.
After careful consideration and consultation across all managerial levels, we have decided not to pursue the Award for Facilities Excellence (AFE) initiative. However, several AFE efforts will continue, as many are already in progress and will contribute to the success of our department and the Division.
Despite the challenges we face, we are resilient and dedicated to being a valued partner to the Division and University in pursuing their Mission, Vision, and Values.
Finally, please know that the safety of our students and staff is our highest priority. The Department of Residential Facilities is fully committed to ensuring that “every student thrives”
Gemechis Feysia Zone Manager Night Program
Tremmele Tisdale Zone Manager North Campus 1
Nicole Miskimon Chief Administrative Officer
Sharon Dawes Administrative Services Manager
Vassie Hollamon Associate Director Building Services
Keith Smith Asst. to Associate Director Building Services
Brian Hain Manager Urban Biology
Isabel Marroquin Housekeeping Trainer
Juan Escobar Zone Manager South Campus
Cheryl John Zone Manager North Campus 2
Izabela Williams Communications & Marketing Manager
