Below are some common Questions and Answers regarding the Division of Housing & Food Services’ new Strategic Plan and the planning process. If you don’t see the answer to your question here, submit a new question by filling out our Anonymous Form. Your question and answer will be added to this column.
Please try to keep your questions "big picture." The strategic planning process will review all operations in the Division and detailed discussion of unit-specific operations will be more appropriate as the process moves forward.
Q: If time clocks have been removed, why are they still used at Kellogg Center?
A: Time clocks are still used by 1585 employees at Kellogg, the Laundry, and at Food Stores. Time clocks were not removed. We still have 4,800 student employees as well as on-call and temporary employees who continue to punch in. Due to the nature of the hotel business and the complexity of schedules with varied shifts, time clocks are used to ensure that employees are paid properly.
At the Laundry and at Food Stores, the employees actually preferred to use the time clock after having been off the clock for an extended time period.
Q: What's the latest update on the Divisional Work Groups?
A: The workgroups are moving ahead in various ways and reporting back. The most recent official update can be found at www.hfs.msu.edu/future/resources/plan-update-april.html as reported in the March issue of Serving State.
Q: Why aren't newly hired employees, and for that matter, current employees, subject to random drug/alcohol testing, as is standard at large corporations and institutions? Shouldn't we have a higher standard, given our employees are working with young adults age 18 - 23?
A: Michigan State University requires drug tests for positions which require a commercial drivers license only. The drug testing policy is an MDOT regulation not an MSU policy.
Q: Mr. Gore, do you answer all the questions on this forum or do you have the appropriate manager answer them?
A: I review all the questions posted on this forum. There are some questions that are unit specific which are answered by the appropriate manager.
Q: Employees in my building are talking about a day that Facilities had at some executive center. They said they had fun at workshops - something about team building with hula hoops and drawing on each others backs and something called Spartners. I know they were gone all day and had lunch. Some of them came back with prizes and awards. One of them gave me a gold coin and thanked me for being a Spartner with them. Why wasn't all of us involved? What was this about? Why were we left out?
A: Great question! This event was coordinated and hosted by CMID for their employees. It was really the culmination of the transition to a central facilities model. The event was designed to bring this team together, actually for the very first time all together, to celebrate success as well as learn about specific topics including green cleaning. More importantly, it was this group's effort to really look at what our Divisional values mean to them in their organization. As stated when we rolled out our values - they are common values to all in our Division, but we all have to figure out what Delivering Outstanding Spartan Experiences looks like. Where we are. In our units. Every day. So this event was presented by CMID, for their staff. It was a great and well-planned event. A good model for other departments to follow. If you're wondering what Delivering Outstanding Spartan Experiences means to your unit...ask your leadership...and start the dialogue.
Q: We are evaluated every year by our manager. Would it be possible to evaluate our manager anonymously? Some big companies already do this.
A: 360 evaluations are very effective and ideally could have a place in our organization. Implementing 360 evaluations, however, will need consultation and discussion with MSU Human Resources as well as our Union partners.
Q: When is the Division going to stop holding a person's past against them and using that past to block them from promotional opportunities?
A: Everything we've talked about in regard to our values states that we will be a Division where mutual accountability is the norm. So the short answer to your question is that this Division will not hold an individual's past against them where accountability has taken place — where individuals are held accountable and hold themselves accountable for Delivering Outstanding Spartan Experiences. We are looking for employees that live the values and constantly improve their skill sets to meet our customers needs. Those skills are both technical and interpersonal. Consistent demonstration of your skills in doing your job, serving our customers and being a good team member will prepare you for promotional opportunity. That being said, if a person feels that they are being unfairly treated or discriminated against for past issues that have been satisfactorily resolved, that individual should contact H&FS Human Resources for further investigation.
Q: I have been given the task of figuring out how Spartan Linen Services can recycle, reuse or reduce waste. I don't see any information from Housing and Food Services Web site that addresses this issue. Is our division recycling? What types of recycling are we doing and do we have a Division wide plan?
I would be great full for any help in this area and would be willing to pass on any information I gather to whom ever is heading their department's recycling issues.
Barb Heyser
Q: The Environmental Stewardship Work Group is one of the seven new Divisional Work Groups responsible for helping H&FS transition into our "Preferred Future," as well as assure that we are in line with University sustainability goals. This group works with University-wide Environmental Stewardship groups to ensure a consistent campus message, as well as sharing of best practices. In collaboration with the Office of Recycling and Waste Management, University Housing, and Construction, Maintenance, and Interior Design (CMID), all residence halls and University Village residents now have recycling centers that collect five key materials: white paper, mixed paper, newspaper, cardboard and boxboard, #1 and #2 plastics. Black mesh recycling bags with the “Be Spartan Green” logo were distributed to each residence hall room. Residents are asked to bring their recyclables to their respective, convenient drop-off locations. Collections are going well. We plan to expand into residence hall classroom areas during spring semester 2008. A list of Environmental Stewardship recommendations was recently presented to and is now supported by Vice President Poston and Provost Wilcox. Specific goals have been set, and Units/Departments will be held accountable to meet them. Each unit or complex will have an environmental stewardship team, and a variety of H&FS staff will be assigned to work on the recommendations. A brief summary of these recommendations is on this Web site and was published in the March 2008 Serving State. For details on the recommendations or the research that led to them, the entire document is also available. (Please don't print it out - it's a very long document.) MSU recently approved the construction of a Recycling Building at MSU. Once constructed, this facility should enhance our recycling programs in H&FS. For specific questions regarding recycling/sustainability efforts or possibilities in your building, contact your building manager.
Q: Is there a possibility HFS could push for a change on campus to LED lights and Wi-Fi? Advanced technology, especially green technology, is a feature of the most desirable campuses. (I realize you already know this.) LED lighting can represent huge savings in MSU's energy dollars. The City of Ann Arbor is in the process of converting to LED right now for that very reason. And Wi-Fi on campus would make MSU more desirable to students. Thanks for your openness and for your willingness to listen to everyone!
A: We are investigating LED lighting and have a small test going on right
now that would be applicable for lounge lighting. The technology is
rapidly changing and we are looking at LED lighting as well as compact
fluorescents. The up front cost of LED is a big factor along with limited
foot candles needed in some locations. We will partner with Physical Plant for a pilot project in the near future.
Additionally, CMID staff will be learning more about
lighting at the end of the month via the GE "lighting school."
Wireless technology is currently in most all H&FS buildings in limited
scope. As we continue to renovate, we are adding more wireless. The
University recently upgraded its system that will allow us to add more
wireless routers. As you probably know, wireless starts with a wire, so adding it
to certain locations is easier than others.
Q: I have been employed at the Kellogg Center since 1997. At that time the Kellogg Center employed over 100 full time 1585 employees with benefits. The current level of full time 1585 employees with benefits is less than 50. Is this type of trend of eliminating full time 1585 positions with benefits, and replacing with recycled temp and on-call, going to continue, with the HFS Division's new set of values?
A: The Division would like to hire qualified staff to deliver the best experience for our customers. Committed and trained staff are important to our execution. Until the contract dispute is resolved, we will continue to hire temporary and on-call staff.
Q: Thank you for coming to us. You are doing a good job. Don't get discouraged. I can believe the future is here.
A: Thank you. Keep up that spirit!
Q: The Kellogg Center ramp has two entrances one on Harrison Road and the other Kalamazoo. How come they only use the Harrison road entrance. It would make sense to have both entrances open during peaks times (i.e. basketball, football and large events at Kellogg). Some people have said that it has to do with payroll. But, I thought we were suppose to take care of the customer.
Q: Parking at Kellogg Center....how come when a group leaves the hotel it takes 25-35 minutes to leave the structure. We have asked for both booths to be open at night yet, they choose to ignore us. It is the last impression the customer sees....
A: It is true that the Kalamazoo entrance/exit is not in use. There are several reasons including the fact that, the booth does not have the necessary technology, there are security implications due to its location and yes, there are staffing implications. As for the Harrison Rd. gates, the approach there varies based on group and event size and whether or not the group has prepaid or if attendees must self pay. Self pay inherently takes longer. The biggest factor in exiting the ramp is Harrison road traffic which is at its worst for large concert and sporting events on campus. Until police traffic direction is present, entrance to Harrison Rd. traffic will be slow regardless of exit gates. Yes, we are to take care of our customers. And we are researching alternative approaches to this issue.
Q: I saw a posting for Director of Auxiliary Services. Under the job description it did not mention Kellogg Center at all. Can you please explain why.
A: Kellogg Center does not report through Auxiliary Services thus would not appear in this posting. Auxiliary Services and the Kellogg Center are two separate departments in the Division of Housing & Food Services.
Q: I heard that there is going to be more job postings within H&FS. I haven't seen any...
Q: It was brought to my attention that there will be job postings for HFS positions. I haven't seen any yet. When can I anticipate this?
A: Without knowing what you've heard, that's very difficult to answer. Can you be more specific?
Q: As I understand it, there has been a long-standing objection on the part of the city of East Lansing's retail organizations along Grand River regarding any signage outside MSU Union to advertise the Union's food court. I think it might be a very wonderful thing if we could somehow establish a warmer relationship with the city of East Lansing, especially since we share common space and because MSU students make up the bulk of their clientele. It seems unfair that they will not agree to allow us to have outdoor signage, especially since they benefit from our promotions, and accept Sparty Cash, etc. They also use our meeting space for city council meetings and Kiwanis Club meetings. We should be looking at ways to work together. I believe an adversarial relationship is harmful to both. While it is true East Lansing would probably not exist without MSU, it is also true that MSU benefits from the character of the city of East Lansing. Somehow we need to come together and share ideas and resources! What are your thoughts on this?
A: Your question is less a question and more a very fair observation. Rest assured that real efforts are being made to ensure that relationships with the city of East Lansing are positive and mutually beneficial.
Q: I'm excited about moving forward and that we have a leader who is just as excited about it. My concern is we have a lot of management, level APSA 14 and above, who are not technically up to speed. They don't know how to search sent email, can't cut/copy/paste, don't know where or how to keep files organized, and don't know how to use or create a spreadsheet. These statements come from personal experience. Is this still acceptable?
A: Your question raises a complex issue and one that is not unique to our Division. The university as a whole is grappling with the issue of computer proficiency and how to best improve skill sets in many areas. The CAT (Computer Access Training) initiative has done a lot to see that people are receiving training in computer essentials. As we embrace technology as a strategy within our Division, we will need to identify and address the skill gaps that exist, then provide appropriate training. If you have the opportunity to "be a teacher," be one. Offer your help. If it is declined, then you've at least held yourself accountable for trying to better the situation until a broader solution is reached.
Q: If we are going to have accountability, will it apply to supervisors who give us policies and procedures to follow, threaten us with disciplinary actions if they are not followed, and then when they do not follow the policies and procedures laugh it off and say "oh, well I guess I was just testing you?" We then feel like the policies and procedures are there just as a test to the staff, and move us off the bus.
A: Accountability will rest with all of us. It takes time and consistency to develop a culture of mutual and self accountability, but be assured, we are currently developing the building blocks for that culture of accountability. In our values, we state that our "People" are of vital importance. We are developing the training tools and other instruments, by which to make sure that adhering to our values, along with performance and technical ability, is part of the evaluation process. And this does mean everybody - regardless of level, position or bargaining unit. It is the next step of senior leadership to display and be able to model and clearly communicate what it is to be a Level 5 Leader. More to come on that.
Q: How will you convince managers to be inclusive?
This has not always been the way things are done.
A lot of people are left out of the decision-making process or are simply invisible because they are lower level workers. How will you know if managers are just paying lip-service to the concept of inclusiveness?
A: We've stated that one of our values is Teamwork and Inclusiveness. This can be seen already in the formation of multiple work groups during the strategic planning process. More than 20% of our staff participated in the development of our Values Statement. More than 60 people recently took part in a work session with our consultants. And quite possibly the best answer to your question is that we've flattened the organization in regard to communications. We've opened up channels, like this Web site, and others to come to make sure people are receiving necessary information as well as having access to effective ways to give their input.
Q: This probably does not fit the standard divisional philosophy, but one of the issues we have faced over the last ten years has been the elimination of the use of time clocks by full time staff. This has created numerous problems for payroll personnel in getting information correctly entered and staff being questioned on whether they reported to work on time. Overall it has actually created an adversarial relationship between managers and staff rather than eliminating it, which was one of main reasons punching in and out was eliminated. Is this topic being discussed at any level and could we see this change occurring?
A: This issue has been discussed. The decision to remove clocks was a philosophical position of the previous AVP. He felt that removing the clocks was an effort to treat different employee groups fairly and evenly, and that it create an atmosphere of trust and equality. We have seen that either approach will have its own set of challenges. This issue is not a "scheduled" point of discussion at this time but but it is worthy of investigation. Your input is welcome. Please feel free to send us your detailed thoughts on this matter.
Q: Is there any chance that H&FS might change email programs from Groupwise to Outlook? If we truly aim to be a great division, we need the best email program. Groupwise is clunky, overly complex, and not user-friendly. Please consider it!!
A: Your point is appreciated but we won't spend a lot of time in this forum debating the merits of various email handlers. The future of technology impacts in the Division will be the result of identified strategic needs and the direction set by our new Director of Information Systems who will begin in the spring. Realistically though, which email handler we use is unlikely to be near the top of his/her priority list.
Q: Has their been any thought in changing the medium in which we communicate with students? For instance putting a Eat at State site on Facebook?
A: We are continually looking into new social media outlets including Facebook. This is a topic of conversations many university dining operations and several have tried it with mixed results. It is being investigated.
Q: In all that I have read and all that I have heard in regard to the new attitudes and how we are going to be inclusive — How do we as employees, deal with 3 levels of supervisors and managers (up to a department head) who, when asked about values, all replied with similar answers. They claim it does not matter what you think the values should be, Vennie's values are what the division is going to adopt.
A: That is disappointing to hear, but we are early on in this process so it will take some people time to embrace our values. To say that "Vennie's values are what the Division is going to adopt" couldn't be further from the truth of how the H&FS Values Statement was developed. All staff were invited to initial town hall meetings. At those meetings and through other communications, all staff were encouraged to get involved. A values draft was distributed and all were invited to give feedback. Feedback was received through the Web site and the values were discussed in three separate workshops attended by staff who chose to get involved. The Values Statement that was adopted and rolled out at our December 18th event, was the result of hard work, and the input and participation by nearly 20% of our Division's approximately 850 full-time staff. A good question to ask these folks, or if you have any thoughts, is "What do you think was missing from the process?" We would love to have that feedback. As we stated on December 18th, arriving at a values statement is the easy part. Making it real and truly making them part of our culture is the hard part. It's up to all of us. So if you believe in the kind of culture we've laid out in our values statement, then I encourage you to do all you can - where you are and with what you have - to model these values in everything you do... regardless of what anybody else chooses to believe at this point. If you can do that, you are a Level 5 Leader. Your spirit will be contagious and that's when we will begin to see real change.
Q:Can you identify some Level 5 leaders in business or university settings?
A: Mark Emmert, President, University of Washington and Harry LeGrande, Vice Chancellor of Student Affairs at UC- Berkeley are great examples of senior level leaders. Saed Khan, Custodial Lead at University of Washington, was the best Level 5 whom I've known. He immigrated to the United States 25 years ago from Pakistan and was a lawyer in his country. To his dismay, his law degree did not transfer when he came to the US. He took a custodial position to feed his family. He has the best customer service philosophy and he knows his 600 students in the building. He collaborated with Residential Life staff, Physical Plant and Dining staff to serve his students. His staff consistently, year-in and year-out, is rated the top staff of all UW HFS staff by students on the annual student satisfaction survey. He always gives credit to his staff and takes the blame when things go array. His favorite saying is "Sir, I'm doing the best I can today for my residents."
Q: What is the plan to motivate employees to want to roll up their sleeves and actually be prepared…? The “I don’t care” attitude brings even the best workers down when they’re left to pick up the slack.
A: We are really talking about mutual accountability. It begins with some very clear expectations of your work group and a shared common goal. Then everyone needs to be held accountable by both positively rewarding success, while helping some individuals improve skills and holding those who do not perform their share of work accountable.
Q: Is there going to be some form of plan put in motion to give employees the incentive to come to work? Personally for me just having a job is enough incentive for me to come to work. However, I have noticed in my eight years plus there have been a few employees who have a tendency to regularly miss work more than others. I realize this is probably an issue for all businesses. I work for H&FS as a Building Sanitation employee. I just feel that the level of cleaning that is expected already is at a great level but with the lag of personal at the job that level is deeply hindered.
A: Thank you for your question. This issue can be very complex for a number of reasons. Attendance issues are not always because an employee does not want to come to work. It may be due to medical issues. Unfortunately, for very good reasons, those conversations are confidential between the employee and supervisor.
Your larger concern is one of coverage and the extra responsibilities that occur when someone does not come to work. We reorganized the facilities staffing pattern to provide greater flexibility for covering absences. However, we are always looking for good ideas and if you have any ideas, please share those with us.
Q: Has there been any thought given to developing a customer service officer?
A: We haven’t talked about a customer service officer. It is an interesting idea. We will be developing a customer service philosophy beginning in January. Kurt Kwiatkowski will lead the effort. I am anticipating the team will make some recommendations.
Q: How do level 5 leaders fit in our organization?
A: Great question! I believe that we should all aspire to become level 5 leaders. Leadership happens at all levels of the organization. We should be able to inspire, lead, hold each other accountable, touch the customer and make a difference. The most important characteristic of a level 5 leader is one who is humble and not ego driven. There is however one critical first step of being a level 5 leader. That is making a conscious choice to be one.
Q: Will the strategic plan help identify the brutal facts about HFS?
A: Yes it will, and the key word in your question is "help." The strategic planning process will provide us with some brutal facts about HFS that we will incorporate into our plans. In addition to the strategic planning activities, our ongoing internal data gathering will also identify brutal facts through surveys, financial reports and customer feedback.
Q: In Good to Great talks about the hedgehog concept. Can each sub-unit and each person have a hedgehog concept? Or will this be divisional?
A: The central point of the Hedgehog Concept is being crystal clear about what the organization is all about. In his book "Monday Morning Leadership", David Cottrell calls it the "Main Thing" and he talks of the importance of "Keeping the main thing the main thing." Simply put, being very intentional about what we're all about and keeping that in front of us at all times. So to answer your question, yes, each unit can and should be aware of its "Hedgehog," that central point of focus that drives your day-to-day activities. That concept then fits into the the overall Divisional picture. Every great organization has metrics to measure ongoing progress. I envision that we will have both divisional metrics and unit metrics. These metrics will provide a foundation for each member of our staff to contribute to our organization.
Q: Why are there no 1585 FTE jobs being posted?
A: Negotiations are on-going between AFSCME Local 1585 and the Employer, MSU, to resolve the collective bargaining contract language issue. Please contact your Union Representative for additional information.
Q: Hello, I am a member of the MSU bowling team and have a comment relating to the condition of the bowling alley at the union. Due to the horrific conditions of the bowling alley (balls getting beaten up, lanes warped, approaches tacky and sticky, ball returns that don't work), we are all forced to bowl at bowling alleys off campus. This is a hassle for many on the bowling team, especially those freshman who do not have cars. If there were renovations made to the bowling alley not only would it help to attract more people to the bowling team and would increase the image of the University. Any parents that see the union realize it is a dump and it reflects badly on the University. The bowling team gets free practice there, but it is so bad that we do not even take advantage of it. Other students think it is a joke, and really do not take advantage of the availability of such a close bowling alley, instead choosing to bowl off campus. Considering the amount of money needed to renovate, the length of time since the last renovation, and the condition of the facility, I believe that a renovation is very much in order. Joe Stanski, MSU Student and Bowling Team Member
A: Thank you, Joe. There have been several questions about the bowling alley. The short answer to this question is to say that the MSU Union (including the Spartan Lanes), like every other operating unit in the Division, will be looked at. In fact, over the past few years, an in-depth study was completed to review the entire MSU Union. That data, along with relevant current information, will guide our decisions as we try to balance fiscal responsibility while determining a way forward.
Q: I would like to know why the MSU Union can't make changes to its own Web site. The Marketing / Communications department is very expensive which means we can't afford to use them, and consequently our Web site hasn't been changed in eons. The whole idea of a Web site is for it too look fresh. Our customers see the same drab pages. Why should we have to pay to have someone in the division to do what we can do for ourselves for a fraction of the cost?
A: Why can't we make web changes?: There are many reasons but the primary answer is one of security. Each time access to web servers is granted, our risk for attack/infection increases. As for charges, web development should be budgeted for like any other marketing activity. The strategic planning process will look at all operations and funding will certainly be reviewed.
Q: Why do we need to go through systems to purchase computer equipment and software? We have to wait forever to get what we need.
A: To allow units to go off and buy whatever hardware and software they want is simply unrealistic. Network delivered applications, workstation imaging, security, network connectivity....the list goes on. It's not that simple. As for time? Let's just be honest. This group has been understaffed and underfunded. That will change. But let's remember to respect the very hard work and dedication of this group. Late nights, weekend network emergencies and system crashes are common scenarios for this group. They deserve our respect, patience, understanding and support.
Q: What if any plans do you have for the bowling center?
A: The strategic plan will be broad in scope and will look at all operations.
Q: How does the Department of Resident Life fit into HFS? What role will that department have with the development of the Strategic Plan?
The State News reported a new Residential College, where will it be located and do you see other residential colleges developing?
A: The location of Engineering Residential College has not been determined. We will work closely with College of Engineering to determine a location. As we develop the Strategic Plan, we will engage the Undergraduate Education and the Provost Office regarding current and future plans to develop academic linkage in the Residence Halls.
Q: Will the Strategic Plan review the operations of each Department?
A: The consultants will conduct a comprehensive review of the operating units of the division. There have been several studies of various Departments over the past 5 years. The consultants will validate those studies and seek additional information as needed.
Q: Is this really anonymous?
A: It most certainly is. Although, we hope to build a culture where people feel comfortable voicing opinions, giving their names and owning their words without need for anonymity.
Q: How were the members of the Divisional Work Groups decided?
A: After reviewing the charge of each Work Group established by Vennie Gore, department heads identified staff they felt well suited for the group and nominations were put forth. Discussions took place to bring confidence in group composition. Groups combine individuals with expertise in the area of focus, with staff who will benefit from exposure and experience in a divisionally-focused team environment. Work Group membership is expected to average 18 months.
Q: We already had a Strategic Plan. Why do we need a new one?
A: The 2002 Strategic Plan was facilities-based. It guided us in maintaining older buildings and planning for new ones. Our new plan will be more focused on how the Division should and should not invest our time, money and human resources in order to meet the needs of our future customers. Learn more:
Q: How will the new Plan be developed?
A: See the Timeline for complete details on this, but here are the basics:
- A consultant group will be hired to work through this process with us.
- Phase I: Visioning – We work with consultants and Advisory Committee (senior level campus administrators from variety of areas) to align ourselves with University goals and values.
- Phase II: Data Collection and Analysis – Focus groups, market research, and surveys will be done.
- Phase III: Integration – We have a “roadmap” for the future and begin to implement our plan.
In addition to the three phases above, six Divisional Work Groups have been formed that will help guide our top priorities both during the planning process and afterward.
Q: In my job, will I be doing things differently?
A: We are evolving our Divisional focus toward a better overall customer experience. To that end, the Division is adopting a set of Values that will be applied in every area and every situation. Some units already follow similar guidelines, and some groups may find some new ideas here.
Q: Will I have an opportunity to ask questions or offer suggestions?
A: Yes. All levels of staff in all areas will be offered opportunities to participate in this process.
- Attend one of the Town Hall Meetings to get an overview of what’s happening.
- Fill out the Anonymous Form to ask questions that are not answered in this section. Your question and answer will appear in this column.
- Volunteer to be part of a focus group, or participate in market research or surveys.
- Read the Values and give us your feedback in the Values Survey.
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