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

Centers•Washington, DC

About The Position

The Senior Director - Facilities Management is a senior executive position appointed for a defined one-year period to stabilize, assess, and transform the Facilities Management department of a public university located in Maryland. 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. This position serves as the central authority for Facilities performance, decision-making, and organizational capacity. The Senior Director is authorized to implement interim organizational and supervisory changes, establish operational controls and decision-making protocols, recommend reclassification, repurposing, or creation of positions and make executive recommendations regarding permanent organizational structure. 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

Requirements

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.
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.

Nice To Haves

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).
Demonstrated ability to lead effectively within collective bargaining frameworks preferred.

Responsibilities

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.
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.
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.
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.
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.
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.
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.