In the fall of 2001, the Custodial Services unit of Cal State Fullerton started on an amazing journey: a quality improvement process aimed at enhancing the self worth of each individual custodian, as well as improving the overall performance of the unit. Although we haven't reached our final destination, some remarkable improvements have marked the road thus far.

This project was initiated due to numerous factors indicating significant frustration and dissatisfaction among our custodial staff, as well as Customer Satisfaction survey data demonstrating that the campus community was not entirely happy with the services provided by our custodial unit. These factors, along with major changes in our leadership structure, made it clear that action was necessary.

The first step in addressing these issues was to reorganize the reporting structure to have the Custodial Manager report directly to the Physical Plant Director to demonstrate our commitment to improving the Custodial Services unit. The Custodial Services Steering Team was formed with broad representation to start addressing the issues at hand. The Committee consisted of the Assistant Vice-President, the Physical Plant Director, the Custodial Manager, a Custodial Supervisor, a Custodial Lead, a Custodian, and the Physical Plant Human Resources and Organizational Development Manager.

The charge given to the Steering Team used the principles of the Balanced Scorecard: improve the morale, effectiveness and productivity of our Custodial Services unit: invest in our people; improve our processes; improve customer services; satisfy our donors; and deliver on our mission.

The Steering Team's strategy was to work with all parties involved, with a focus on frontline employee participation, setting clear objectives and guidelines, establishing a clear picture of today' issues and designing a roadmap to reach our goal. Furthermore, the Steering Team was to identify long-range obstacles; develop an organizational plan; and establish long-term goals and objectives to help maintain momentum and to continually improve our performance.

During the first Steering Committee meeting, it was agreed that the overarching problem was a lack of trust that formed a barrier between management and staff, and addressing this trust needed to be one of our highest priorities if we were to achieve success. The Committee agreed it was important to foster two-way communication with Custodians, ensuring we listened to their concerns and integrated their comments in the action plans whenever possible.

To accomplish this, the Steering Committee decided to distribute a Custodial Project Update Letter on a regular basis to keep the custodians apprised of progress. We also agreed to conduct quarterly Custodial Meetings to discuss a broad array of issues and solicit input. These meetings proved to be quite successful. In addition, the custodians were encouraged to come up with a slogan to help stimulate interest and participation: Mighty Cleaning Titans "Making a Difference." We also initiated focus groups with the custodians as a means of getting direct input regarding the issues at hand from their perspective.

To ensure that we were hearing the true voice of our custodial staff, the focus groups were set up to be self-governed, utilizing custodians who volunteered to be trained to facilitate the sessions. The groups quickly came up with a long laundry list of complaints and concerns. Assignments, equipment, cleaning methods, training and tools were very much at the top of the list, along with complaints about inequity, favoritism and a strong indication of distrust.

In order to restore confidence in management's intentions, the Steering Committee decided to go after some of the "low hanging fruit" identified through the focus group process. Fixing broken equipment was an easy one, as was buying new vacuum cleaners. We also decided to change the practice of the custodians clocking in and out at the beginning and the end of their shift. The Custodians had been required to report to a central location on campus and "clock" their timecard within a narrow time slot. Then they walked to their assigned area, losing significant productive time. The new setup requires them to check in with the Lead in their building

Input from the focus groups also led to the creation of Implementation Teams to begin the process of improving our custodial services. We invited all staff to volunteer for one of four Teams: Carts & Barrels; Chemicals; Decision Matrix; and Dispensers & Paper Goods. Like the focus groups, the aim was to have the custodians facilitate the meetings and the process themselves. Unfortunately getting volunteers for the Implementation Teams who were willing and able to participate in a process that was new and different for most of them was difficult. For so many years, the Custodians had been told to just do their job and not worry about anything else, and now we are asking them to make decisions for themselves. Despite a variety of obstacles, each team completed their assignments and came up with recommendations.

Early in the process it became clear that additional operational changes and a greater investment in our Custodial Leads would be necessary to achieve the kind of improvements we were anticipating. This resulted in a formal leadership development program for the Custodial Leads, combining supervisory skills training with practical discussions about the operation of the unit.

The Leads were involved in developing performance expectations for the Custodians, establishing new equipment guidelines, streamlining supply and repair processes, reviewing scheduling options and implementing broad operational changes approved by the project Steering Team. This first phase of the program lasted over seven months and was officially completed in August 2002. During this time, we updated the Custodial Lead Job Description and a new Evaluation Form was adopted to better reflect the activities of the Custodians. In January 2003, we kicked off a six-month second phase of the program to evaluate and change, as needed, schedules, assignments, methods and zones. A revamped custodial services program was implemented in July 2003.

Based on the efforts of the Leads as a team, as well as the specific duties and responsibilities assumed during this period, we were able to offer in-range progressions for these positions. Specific operational responsibilities these Leads assumed include: managing equipment and supplies, assigning tasks, training, health & safety, tracking attendance, and serving as a resource between management and the custodians. The Leads were key to the changes implemented in the department, demonstrating leadership and commitment by working to upgrade their abilities and implementing the needed changes.

From the customer perspective we have had positive reactions thus far. In some areas, customers have noticed an improvement in services and a better rapport with particular Leads. The Custodians themselves have responded positively to some of the recognition programs we developed such as the 100% Attendance and Team Player Awards.

Fortunately, the project has been practically cost neutral so far. We have been able to provide all the training using campus resources. And, the shift to other products and supplies has not had a significant financial impact.

Where to go from here?

After a half a year of driving this initiative, there is much to be happy about. Still, we haven't arrived at our destination yet.

Cultural changes are subtle and hard to measure. It is clear that we still have to win over many custodians. We need to establish a consistent means of communication so that expectations are clear and measurement of those expectations is seen as fair. We also plan on developing a custodial training program and, as necessary, making changes in assignments, schedules, methods and processes to effectively deal with all the issues we are facing. Perhaps most importantly, we will need to fully utilize the Balanced Scorecard framework as a tool to strategize, set goals and measure progress.