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Guilford Technical Community College - Custodial Services Program Review

Jamestown, North Carolina

  INDUSTRY: Higher Education
  SERVICE AREA(S): Performance Analysis

The Challenge

Guilford Technical Community College (GTCC) is the fourth largest of 58 community colleges in North Carolina with 240 full-time faculty members, 12,381 students in curriculum programs and 23,330 students in continuing education programs that offers certificates, one-year and two-year career-related programs, a two-year college transfer pro­gram, personal enrichment courses, a variety of adult education opportunities and training for business and industry. The school runs from 7am – 10 pm with 60% of curriculum students attending attend day classes and 30% attending night classes.

The Custodial Services is part of Administrative Services, reports to Physical Plant Facilities Services, and is responsible for all custodial operations for 30 buildings consisting of 992,848 gross square feet on three campuses and two individual buildings at separate locations.  An additional 183,000 gross square footage is under construction bringing the new total to 1,176,000 within the next 12 months. Furthermore, a new 300 acre campus site is being developed northwest of the Jamestown Campus with a projection of 20 new buildings over the next twenty years.


The Draper Approach

To develop strategies that are effective and efficient and to improve services as the college continues to expand, GTCC engaged Draper & Associates to conduct a comprehensive Review of the Custodial Services Program. 
An extensive on-site survey was conducted to understand the working parameters, inspect the facilities, review custodial operating procedures and techniques, and to discuss the cleaning operations with management and staff.  During this data collection, the following was accomplished:

  • Interviewed appropriate management and supervisory personnel
  • Interviewed a sampling of operational level personnel
  • Reviewed all equipment and tools for adequacy and effectiveness
  • Reviewed all materials and supplies for adequacy and effectiveness
  • Reviewed organization charts, staffing summaries, and existing job descriptions
  • Reviewed operating costs and budgets
  • Inspected all facilities to identify usage patterns, space allocations, floor coverings, age of buildings, and other unique characteristics of the facilities that affect the cleaning
  • Reviewed current attendance records, personnel policies, and other information which impacts the cleaning program
  • Collected data on current training efforts and identified where improvements were needed
  • Reviewed local conditions

All data collected during the on-site survey was carefully analyzed by the same consultants who collected the data.  The data analysis provided the opportunity to document all findings, and draw conclusions from those findings. 

During this analysis the following activities occurred:

  • Individual building profiles were developed and entered into a database.
  • Basic tasks and frequencies for routine and non-routine cleaning were developed. These procedures reflected the desired quality levels at GTCC.
  • Labor requirements for routine cleaning were calculated by applying engineered performance standards (time allowances) which were applied against the physical database to compute basic staffing requirements.  Historical data was also used to supplement the predetermined time allowances.
  • Functional staffing was then derived taking into consideration such factors as:  the indivisibility of labor; absenteeism; project work; response time requirements; shift coverage; labor saving techniques, equipment, and materials; and contingencies.
  • Requirements for tools, equipment, materials, and supplies were developed.
  • All data was reviewed to identify areas for improvement.
  • An organization chart was prepared to reflect the required staffing and proper ratios of supervisor/worker.


Results Realized

As a result of the analysis, Draper & Associates made twenty-four specific, actionable recommendations ranging from some structural changes and staffing additions to some minor equipment needs.  In the instance where a key staff addition was recommended, a proposed position description was also provided.  To facilitate an organized approach to understanding the conclusions and related recommendations emerging from this analysis, they were organized into the following seven focus areas:

  • Organization
  • Leadership/Supervision
  • Staffing
  • Procedures
  • Logistics
  • Communications
  • Training


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