Clayton State University is currently undergoing an unprecedented period of growth. To accommodate the increasing enrollment, the University has embarked upon a campus expansion campaign that will significantly increase the number of facilities on campus over the next five years. Of particular note is the construction of the first residence hall which will transform the campus from a commuter campus to a residential campus and fundamentally change the manner in which the campus operates.
In late 2007, Draper & Associates was engaged by Clayton State University to conduct an organizational analysis of the existing facilities/Plant Operations structure and resources, to include outsourcing considerations, and make recommendations of those changes in organization required to support the projected future growth of the University over the next five years.
The Draper Approach
The Study entailed a review and evaluation of the functional organizational structure, operating systems, operational processes, and management practices that support facilities management at Clayton State University . As such, it included the following:
- The level of service and the corresponding level of expenditure appropriate in planning, building, managing and maintaining the campus facilities.
- Opportunities to improve overall services in a cost-effective way within Plant Operations functions while growing the campus.
- The Business Structure (i.e., mix of resources, organizational structure and operating practices) most compatible with enhanced workload and mission- as required by projected five year growth, to include future service and expenditure levels to support that reorganization.
These and other tasks were addressed through an engagement that Draper & Associates crafted specifically for this diagnostic Analysis. It included the use of a proven analytical methodology designed to provide for the careful consideration of all aspects of the activities, functions, processes, and/or organizational structure involved in supporting the institution.
Draper & Associates began with a review of key documents outlining processes, interviews of management and staff within the Plant Operations Department, as well as key administrators and an assessment of corresponding equipment and training. By addressing the key business processes, the D&A Team was able to separate challenges which stemmed from flaws in the business processes from sub-optimal departmental organization. We utilized benchmarking data and peer institution information to facilitate quantitative evaluation of organizational structure and performance against peer institutions.
This methodology was applied through an approach and work program designed to generate a significant set of pragmatic recommendations that could be used to improve effectiveness and intended to provide insight into the potential efficiencies associated with them.
The results of the engagement were a set of conclusions defining the current state of the Plant Operations Department and a list of recommended alternative courses of actions. These conclusions and alternatives were developed with the input and support of Clayton State University staff and selected constituents of the Plant Operations Department, working in conjunction with our Consulting Team.
Lastly, Draper & Associates' corporate philosophy required the Team to view recommendations from the perspective of the end user and to ensure that the suggestions were practical. Draper recommended solutions that could realistically be implemented within the unique environment for which the user intended.
As a result of the analysis, Draper & Associates made seventy-four specific recommendations. To facilitate an organized approach to understanding the conclusions and related recommendations emerging from this analysis, they were organized into the following twelve campus focus areas:
Plant Facilities Expansion
Capital Project Management