1999 is when my career started in the facilities industry, being in the Military gave me the attention to detail which has help me on day to day task. The leadership and direction is driven in one’s self in the military and a since of pride for mission accomplishment.
As facility manager for the biggest dual commands in the ARMY my daily duties consist of planning, manage, and direct all activities, including: maintenance, repair, security, safety, property accountability, space utilization and management, office layouts, remodeling, and alterations. Responsible for securing and maintaining appropriate levels of support services related to: heating, air conditioning, water and electrical service needs, janitorial and custodial services in joint occupancy Buildings. Manage permanent structures and facilities with an overall square footage most of which is administrative office space and 8,000 sq ft power plant facility. Attend meetings, represent the command at conferences, briefings and Installation Planning Boards. Supervise a staff of government and contract employees. Carry out Occupational Safety and Health Program responsibilities. Complete assignments that are diverse, involving the whole spectrum, from simple day to day activities to complex tasks, which require innovation to accomplish within the required timeframe.
To see the facility team grow and become proud of their accomplishments on the day to day routine. As one knows the facility continues to change due to different director’s needs and this forces the team to stay focused and maintain the facility for mission accomplishment. I believe that make the facility theirs (facility dept) then it gives them ownership and a since of pride to do the right thing always. Lead from the front and the team will follow, I lead with the idea that (all of us are the BOSS) that way decisions can be made at all levels to accomplish the mission. Talk with your team daily and show an interest in their needs and family to build a strong team.
To tell the leadership the truth so hard decisions can be made on workers, funds maintenance etc.
I wish someone had told me that the hours are not normal and that a lot of family time will be lost.
The facility had waterless urinals in place when we moved in, great for LEED but the maintenance never stops. The traps stay dry and the urine sits there that causes smell and the repair of parts. This requires the plumber to constantly work on adding water or chemicals daily to prevent the smells. We replaced the waterless urinals with self-flushing to continue to push water thru the pipes and we could adjust the water usage so as to stay in line with LEED. This has saved us dollars and maintenance time.
The time spent on waterless urinals like maintenance, time, dollars for chemicals etc.
The reduced time that the plumber used to spend now can be used other places to assist other team members on task.
This project was accomplished in house so as to save DPW from using resources.
The team found the problem and with the assistance of my engineer tech they designed the way forward. They planned the type and how the mission would be complete. The team here is trained in multiple roles.
Time to complete the project due to the fact the facility could not be shut down due to mission work daily.
The project delivered the results we hoped for due to less maintenance, time and smell.
