Interim Senior Director of Facilities Management - Contingent II Position (INTERNAL APPLICANTS ...

Job Posting: JR101932 – Interim Senior Director of Facilities Management (Contingent II Position – Internal Applicants Only). Department: Administration & Finance, JM. Position Type: Non-Regular Fixed Term. Open Date: 06-16-2026. Contract Salary: $150,000 – $160,000. Job Description: The Interim Senior Director of Facilities Management is a senior executive position appointed for a period to stabilize, assess, and transform the Facilities Management department. The position is designed to restore operational discipline, strengthen leadership accountability, and design and implement a Facilities organizational model that is aligned with institutional needs, industry standards, and long‑term sustainability. This position combines operational leadership expertise with strategic organizational redesign, ensuring that day‑to‑day facility services remain reliable while foundational changes to governance, staffing, systems, and culture are executed. It serves as the central authority for Facilities performance, decision‑making, and organizational capacity during the interim period. This role is established as an interim appointment to support the Facilities organizational transition period. Individuals appointed may be eligible to apply for the permanent position should the role convert to a regular appointment following the interim period. Candidates with experience working within unionized environments and demonstrated ability to lead effectively within collective bargaining frameworks are strongly encouraged to apply. Responsibilities The Interim 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. 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, frontline 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 onboarding and knowledge transfer for permanent Facilities leadership. Minimum Qualifications Bachelor or Master’s degree in a related field. Four or more years of broad‑based management experience in Facilities Planning and Plant Operations and Maintenance. Conditions of Employment This position will require evening work and overnight travel. A valid driver’s license is required. Benefits Benefits include medical, dental, prescription, long‑term disability, accidental death and dismemberment insurance and life insurance; paid time for paid sick leave and annual leave; 10 paid holidays per year, tuition remission and supplemental retirement. Equal Opportunity Bowie State University shall not discriminate against any individual on the basis of race, color, religion, age, ancestry or national origin, sex, sexual orientation, disability, marital status or veteran status. All policies, programs, and activities of Bowie State University are and shall be in conformity with all pertinent Federal and state laws of nondiscrimination including, but not limited to: Title VII of the Civil Rights Act of 1964, as amended, Title IX of the Education Amendments of 1972, the Equal Pay Act of 1963, the Age Discrimination Act, Sections 503 and 504 of the Rehabilitation Act of 1973, the Americans with Disabilities Act of 1990, Federal Executive Order No. 11375, and Article 49B of the Annotated Code of Maryland. This commitment applies in all areas and embraces faculty, staff, and students. Bowie State University shall have as its firm objective equal opportunity in recruitment and hiring, rate of pay, all other promotions, training, retention and dismissals, for all employees and applicants for employment. The University will stress equal access for employees and applicants for employment to all programs and services provided by the University both on and off campus. The University will also provide equal opportunity and an atmosphere of non‑discrimination with respect to women and members of minority groups in all its operations. In addition, the University shall promote equal opportunity and equal treatment through a positive and continuing affirmative action program. The University makes, and will continue to make, reasonable accommodations to promote the employment of qualified individuals with disabilities and disabled veterans, unless such accommodations would impose an undue hardship on the University’s business. In addition, employees and applicants will not be subjected to harassment, intimidation, threats, coercion, or discrimination because they have engaged in, or may have engaged in, activities such as filing a complaint, assisting or participating in an investigation, compliance review or hearing, or opposing any act or practice made unlawful, or exercising any other right protected by Section 503 of the Rehabilitation Act of 1973, as amended or the Vietnam Era Veterans Readjustment Assistance Act of 1974, as amended. #J-18808-Ljbffr Bowie State University