Senior Director - Facilities Management (Temporary/Temp to Perm)

Overview

Over the course of the one-year appointment, the Senior Director will:

• Stabilize daily Facilities operations and reestablish leadership credibility and accountability
• Conduct a comprehensive talent and organizational assessment across all Facilities functions
• Redesign and implement a streamlined organizational structure with clear articulation of responsibilities, supervision frameworks, and decision rights
• Manage internal and external communication efforts as organizational changes are implemented, including coordination and messaging to non-Facilities stakeholders
• Strengthen financial stewardship, workload management, and performance oversight
• Prepare the organization for transition to permanent leadership with documented structures, processes, and expectations

Responsibilities

Operational Leadership & Stabilization

• Assume full executive responsibility for all Facilities operations, including:
  • General Maintenance
  • MEP systems and utilities
  • Grounds and fleet functions
  • Custodial oversight and vendor management
  • Work control and service request management
• Establish immediate clarity around operational priorities, service expectations, and leadership accountability.
• Implement short-term controls related to:
  • Overtime authorization and usage
  • Contractor engagement and oversight
  • After-hours response and on-call coverage
  • Emergency response coordination
  • Workplace safety and risk management
• Serve as the primary escalation authority for operational, staffing, and performance issues.
• Develop structured communication pathways to articulate impact of operational stabilization efforts to all campus stakeholder groups.

Talent & Organizational Assessment

• Lead a structured assessment of Facilities leadership, supervision, and workforce capacity, including:
  • Role clarity and functional alignment
  • Supervisory effectiveness and spans of control
  • Workload distribution and productivity
  • Skill sets, certifications, and training gaps
  • Leadership readiness and coaching needs
• Evaluate how work is planned, assigned, executed, and verified across all units.
• Identify:
  • Single points of failure
  • Gaps in oversight or supervision
  • Misalignment between roles and operational demands
• Document findings in a clear, defensible format that supports organizational decision-making.

Organizational Design & Restructuring

• Translate assessment findings directly into organizational design actions, including:
  • Redefining leadership and supervisory layers
  • Clarifying reporting relationships and escalation paths
  • Establishing clear ownership for preventive vs. reactive work
  • Aligning Work Control, front-line staff, and supervisors under consistent operating models
• Design and implement an interim organizational structure that improves accountability and operational control.
• Develop a recommended permanent organizational structure, including:
  • Updated organizational charts
  • Revised position descriptions and position titles
  • Clear expectations for leadership performance
• Partner with Human Resources to ensure changes are compliant, equitable, and well-communicated.

Governance, Decision Rights & Performance Oversight

• Establish a formal decision-rights framework covering:
  • Overtime approval
  • Procurement thresholds
  • Vendor engagement
  • Emergency response
  • Capital project initiation protocols
• Reinforce the use of critical systems (MicroMain, Workday) as tools for accountability and performance management.
• Implement clear expectations for:
  • Work order documentation and verification
  • Supervisor review of workload and productivity
  • Data-informed decision-making
• Introduce service level expectations and performance indicators aligned with industry standards.

Financial Stewardship & Resource Management

• Assess Facilities financial practices related to:
  • Overtime spending
  • Contractor usage
  • Inventory and materials management
  • Preventive vs. reactive maintenance investment
• Implement controls and monitoring processes to improve cost visibility and resource utilization.
• Support the development of data-driven budgeting, forecasting, and capital planning practices.

Stakeholder Engagement & Communication

• Serve as the primary Facilities representative to senior leadership and Cabinet-level stakeholders.
• Communicate progress, findings, and recommendations clearly and regularly.
• Rebuild trust with campus partners by improving transparency, responsiveness, and follow-through.
• Ensure Facilities leadership communicates the “why” behind changes to staff and campus stakeholders.

Transition to Permanent Leadership

• Prepare the organization for transition from interim to permanent leadership by:
  • Finalizing organizational structures and position expectations
  • Documenting governance frameworks and operating standards
  • Identifying which interim positions should convert to permanent appointments
• Support on-boarding and knowledge transfer for permanent Facilities leadership.

Qualifications

Education and Experience 

• Bachelor’s degree in Engineering, Architecture, Construction Management, Project Management or closely related field required. Master’s degree preferred. 
• Minimum 8 years of facility management, capital projects, and operations experience. At least 4 years in leadership role overseeing diverse teams.
• Broad operations knowledge across facilities, utilities, custodial, and infrastructure.
• Knowledge of pertinent federal, state, and local laws, codes and regulations.
• Previous higher education experience preferred.
• Preferred licenses or certifications include one or more of the following: General Building (GB98) contractor license; certified professional engineering (PE); Sustainability Facility Professional; Facility Management Professional (FMP); Certified Energy Manager (CEM); Project Management Professional (PMP).

Skills and Abilities  

• Demonstrated ability to lead effectively within collective bargaining frameworks preferred.
• Ability to supervise skilled trades and administrative staff.
• Proven track record of developing and maintaining strong, lasting relationships with relevant stakeholders. 
• Proven ability to develop and achieve financial plans. 
• Ability to motivate and lead employees and hold them accountable.  

Work Environment and Physical Demands

Work Environment

• Office based with exposure to elements and work sites
• Non-smoking environment
• Moderate to loud noise
• Maintain flexible hours for events that may occur on weekends and evenings

Physical Demands 

• Must be able to traverse throughout the arena and campus. Regularly ascending/descending building levels and occasionally ladders or stools. 
• Must be able to discuss, converse with, and exchange accurate information with event patrons, staff, stakeholders, etc.  

Success Indicators by End of Term

• Stable, predictable Facilities operations with clear leadership accountability
• Documented talent and organizational assessment with actionable outcomes
• Implemented interim organizational structure aligned with operational needs
• Defined permanent Facilities organizational model ready for approval
• Improved financial oversight, workload visibility, and service performance
• Adoption of organizational changes by key stakeholders
• Organization prepared for long-term leadership and sustained improvement

Travel

• Local, regional, national travel as required

Other DutiesPlease note this job description is not designed to cover or contain a comprehensive listing of activities, duties or responsibilities that are required of the employee for this job. Duties, responsibilities, and activities may change at any time with or without notice.