2025 DRF Annual Report

ANNUAL REPORT

2024- 2025

Executive Summary The past year marked a period of transformation, resilience, and steady progress for the Department of Residential Facilities (DRF). Amidst a leadership transition, external factors beyond our control, and the realities of financial sustainability, our staff remained steadfast in their mission to support students and elevate the on-campus living experience.

We focused our efforts on what we could control: implementing key campus-wide initiatives, strengthening our internal operations, developing our workforce, and collaborating across units to improve service delivery. We successfully completed major milestones like SHIFT and Workday implementations, tackled student-centered capital projects under tight timelines, and deepened our commitment to our staff and their safety. Guided by the Student Affairs Strategic Commitments, we positioned our team to endure challenges and build a strong foundation for what lies ahead.

As we look forward to 2025 – 2026, our sights are set on modernizing operations, improving development pathways for staff, and advocating for the resources we need to ensure every student thrives.

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Progress on 2024–2025 Department Goals

1. Every Student Thrives Aligns with: We Put Students First | We Strengthen Our Foundations Student support remained steady throughout the year. Through synchronized efforts across all units within the department, we delivered 24/7 support—from cleaning to maintenance and project work. We increased communication with students about outages and ongoing projects, keeping them informed at every stage to build trust. By anticipating questions and concerns, we were able to provide timely answers and help minimize disruption and discomfort.

In addition to creating and maintaining clean, welcoming environments year-round, we:

Upgraded restroom consumables to improve students’ experience.

We switched from: • Low-grade brown paper towels to near-premium white paper towels • Single-ply toilet paper on residential-sized rolls to higher-quality 2-ply tissue with dual 9” commercial rolls, • Manual push to touchless soap dispensers, Replaced over 6,000 dispensers in residence halls.

Outcome: eliminated out-of-stock conditions and has reduced the amount of time and effort required for our housekeeping staff to service the restrooms.

Service Quality Inspector Created a Service Quality Inspector role to inspect residence halls from the student perspective. They identify cleanliness and maintenance issues and provide feedback that informs staff training and helps prevent recurring problems.

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.”

Chestertown Hall Improvement Project Achieved full design-to-construction turnaround in under 12 months. Key accomplishments include: • Developed a comprehensive scope of work • Procured architectural and engineering services • Completed full design documentation for electrical systems, piping/plumbing upgrades, bathrooms, and lounges • Secured both electrical and general contractors Installed new electrical infrastructure to support window A/C units In Progress: Construction is underway and remains on schedule for August 2025 completion.

Wicomico Hall Support Led the electrical design phase to support future window A/C installations. Coordinated the planning and procurement of both the new A/C units and compatible windows, positioning the building for air conditioning installation in Summer 2025. Although the project was reassigned to Facilities Management all initial planning & design phases were completed under significant time constraints. rvices guests.

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Chestertown Hall Improvement Project Before

After

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2. Elevate & SHIFT Implementation Aligns with: We Align Practices With Values | We Thrive As One Division

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.

While Elevate and SHIFT were major milestones for the university, they represented especially significant achievements for our department. Why? Because implementation required navigating the complexities of a multicultural, multigenerational workforce with diverse professional backgrounds and skill sets.

The smooth rollout of both systems was made possible by the dedicated efforts of staff across the department.

Elevate (Workday) Led primarily by Financial Services and Employee Services, with support from DRF IT, our teams developed instructional materials, hosted drop-in Zoom sessions on timekeeping and procurement card verifications (PCVs), and staffed frontline training labs. These efforts supported a successful implementation in DRF and across the Division of Student Affairs.

SHIFT (AssetWorks) Led by our Chief Administrative Officer, Work Management and Facilities Maintenance leaders as well as IT team, we developed custom apps to support implementation and delivered over 100 training sessions, providing support to DRF staff and extending it across the Division of Student Affairs and Facilities Management. Several DRF team members became valued partners among campuswide facilities professionals.

3. Safety Aligns with: We Align Practices With Values | We Invest In Our People

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.

Residential Facilities continues to see a downward trend in recordable injuries, with all incidents investigated and documented. This year, we deployed our second Safety Culture Survey to assess trends and staff engagement. Results were consistent with the previous survey, reflecting steady levels of awareness and participation. In addition, safety responsibilities have been integrated into all PRDs and job descriptions. Safety is also a core component of the Cleaning Management Institute (CMI) Certification, which 98% of Housekeeping staff have successfully completed.

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4. Training Aligns with: We Invest In Our People | We Create Caring and Inclusive Communities

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.

Interplay Learning Launched a department-wide subscription to Interplay Learning, a digital training platform offering over 400 video-based and virtual courses focused on facilities maintenance and repair. Staff now have ondemand access to training in areas such as multimeter use, appliance diagnostics, HVAC troubleshooting, and more.

Skills Development 98% of Housekeeping staff certified in CMI Basic Cleaning. Advanced training was opened to interested team members. 90% of maintenance staff completed OSHA 10; 85% of supervisors completed OSHA 30.

Excellence in Supervison (EIS) Piloted Excellence in Supervision (EIS) program in collaboration with Center for Leadership & Organizational Change (CLOC).

Additionally, we provided contingent safety training ahead of the summer work season.

5. Building Strong Partnership Aligns with: We Thrive As One Division | We Create Caring and Inclusive Communities

Alignment with our Division of Student Affairs and campus partners is the foundation of Residential Facilities success. future.

Successful Summer Move-In Coordination.

We held weekly planning meetings with DRL, Conference & Visitor Services, and other campus partners to align on timelines, documentation, and project readiness.

Committees DRF staff played active roles on several committees: SHIFT, Workday, MSAC, Year End Celebration and strategic planning workgroups.

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Additional Accomplishments • Filled 40 positions; 18 were student roles • Promoted multiple internal candidates • Transition to new warehouse space was challenging yet we maintained functionality despite preexisting infrastructure issues • Delivered DRF-led projects with a Change Order rate of less than 3% compared to the industry standard for construction change order percentage, which typically falls between 5% to 10% of the original contract value.

• Partnered with OCRSM to pilot national origin discrimination and harassment prevention training • Launched departmental quarterly newsletter

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Challenges & External Pressures Residential Facilities staff and operations are essential to the Maryland Student Experience and to the overall success of the Division of Student Affairs. What makes that success possible is a combination of steady, supportive leadership; trained and informed staff; and access to adequate budgets and resources. Over the past year, all three of these foundational elements have been impacted by forces beyond our control, contributing to low morale across some areas of the department.

The pressures faced have been twofold, internal and external, driven by abrupt changes, shifting institutional priorities, and a social climate beyond the University’s influence.

During these times of uncertainty, individuals across DRF have stepped into various roles — as energizers, advocates, and on-the-ground problem solvers. Many have rolled up their sleeves and continued doing the critical day-today work. And while there has been meaningful progress in certain areas, the department as a whole has faced challenges stemming from a lack of unified strategic direction, missed opportunities to engage in meaningful dialogue, and inconsistent communication. These gaps have often led to confusion, duplicated efforts, reduced resource alignment, and a diminished sense of belonging and psychological safety for some staff.

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In specific: Prolonged leadership transitions have impacted momentum on long-term initiatives.

The delay of the DRF Office Project and ongoing uncertainty around securing a permanent workspace for DRF staff have further contributed to organizational instability.

Financial Sustainability Guidelines have affected hiring and resource allocation The widespread cancellation and deferment of capital projects pose a serious challenge to the long-term functionality, appearance, and sustainability of our facilities. Delays to both aesthetic improvements and critical infrastructure upgrades have impacted the quality of spaces students experience daily and risk accelerating the decline of DRF-managed facilities. These setbacks not only compromise the student living experience but also contribute to growing frustration and low morale among staff who are deeply committed to upholding high standards. Without sustained investment, both the condition of our facilities and the people responsible for their care will continue to carry the weight of these decisions.

Department Goals for 2025–2026 1. Advance Workforce Development and Engagement Aligns with: We Invest In Our People

We will expand professional development opportunities for all staff levels, including targeted supervisory training and clear career pathing, while promoting a culture of recognition, inclusion, and well-being to support staff retention and engagement.

2. Strengthen Safety and Emergency Preparedness

Aligns with: We Align Practices With Values| We Thrive as One Division We will enhance safety protocols and emergency preparedness procedures through cross-departmental collaboration, staff training, and improved documentation practices to foster a secure environment for students and staff alike.

3. Modernize Facility Operations for Enhanced Service Delivery Aligns with: We Strengthen Our Foundations | We Put Students First

We will modernize facility operations through expanded use of technology, sustainable practices, and data-informed decision-making to improve efficiency and student satisfaction while reducing environmental impact.

4. Foster Inclusive and Supportive Workplace Culture Aligns with: We Create Caring and Inclusive Communities

We will continue to cultivate a respectful, inclusive and supportive work culture by providing on-going training and access to resources for mental and physical health and well-being, embedding equitable practices into hiring and daily operations, and strengthening team connections and collaborations

5. Enhance Student Living Environments Through Strategic Capital Improvements Aligns with: We Put Students First | We Strengthen Our Foundations

We will collaborate with campus partners to develop a multi-year facility renewal plan that prioritizes comfort, accessibility, and innovation in residence halls, chapter houses, and recreational facilities to support student learning and holistic well-being.

6. Strengthen Environmental Stewardship & Sustainability Aligns with: We Strengthen Our Foundations | We Align Practices With Values

We will enhance the sustainability of our facilities, systems, and services by launching a multi-faceted environmental stewardship initiative that reduces our environmental impact and aligns with campus-wide goals for carbon reduction and resource efficiency.

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