INSIGHT INTO A WINNER:

University of Cincinnati Administrative Services Division

Jim Tucker, Associate VP, became a leader of The University of Cincinnati's Administrative Services ten years ago. Before Jim's stewardship customers were viewed and treated as sole source users with little choice. Today those customers design, develop, and evaluate the services they receive. They are delighted with the quality and value of those services.

The level of service is so valued [effective and efficient] that increasingly non university customers request it. This further spreads their overhead costs and enables them to pass additional cost savings to their customers.
Administrative Services has been recognized with two governor's awards from the state of Ohio, three national awards [two from the EPA and one from AFE], and two international awards [AEE and IFMA].

I had the privilege of meeting Jim Tucker and leading a presentation/workshop for 80 of his senior management staff in November. Four things stand out from my time with Jim and his staff.

1. Jim is passionate about his work and his organization - so is Administrative Services staff leadership.
2. Jim speaks in common practical words, not management jargon
3. Jim empowers his people to take action. The importance of this last point was underscored twice during the workshop by managers saying that their directors allowed them to do the same.
4. People on Administrative Services staff feel valued, proud, and loyal to their organization.

In an on-line interview with Jim Tucker, I asked and learned the following:

What makes AS service unique?

Our commitment to people [customers and employees] and quality service

How long has it taken you to create an organization that delivers your current level of service?

Ten years

Where did you start?

We researched and inventoried people, facilities, service levels, customers, budgets, and problems.
Once we collected this information, we began a thorough review to validate needs and then developed a strategic plan of operation to fulfill those needs.

What were the major strides your took to get where you are today?

A key to our success has been the development of a good management team. The team has researched the area of Total Quality Management and Continuous Quality Improvement [CQI] by attending presentations, on-site facility tours, benchmarking, seminars, workshops, and by applying effective training and resources.
Also, we staff according to the principles of excellence in service and support using core values of:

Satisfaction
Improvement
Integrity
Teamwork
Communication

We've established and follow through on our key operating goals which are user satisfaction, worker pride and professionalism, national pre-eminence, and financial stability and support.

[See below for detail of Administrative Services' Mission, Vision, Core Values, Operating Principles, and Operational Goals.]

How are you planning to improve on AS' current outstanding level of service?

We are always trying to improve through CQI and benchmarking the best in class.
My personal definition of CQI has evolved from studying the works of Deming, Juran, Drucker, and others along with the practical application of what works and what doesn't.
Our benchmarks are developed through trade and industry contacts.

[Interviewer's note: I think of this as positively cherry picking the best from the best. The best organizations I have seen all seem to do this rather than becoming disciples of a particular management guru.]

What advise do you have for service executives?

Recognize your staff and keep their jobs interesting
Make sure that their job responsibilities make a difference

One of our readers asked: How do you set attainable measures for call center performances?

We have supervisors do call backs to customers to see if they are satisfied
We review the number of calls, how many hang-ups, etc
Management makes personal calls to check that the staff follow proper procedures.

Summary of Administrative Services Division's:

MISSION: The Mission of the Administrative Services Division is, through excellence in service and support, to provide the University community with living, learning, and work environments that facilitate the University's research, education, and community services.

VISION: The Vision of the Administrative Services Division is that it will, on a continuously improving basis, be a pre-eminent, non-academic service unit in the nation, delivering agreed-upon levels of service in a highly efficient, effective, and innovative manner that builds user satisfaction and worker pride.

CORE VALUES: Satisfaction, Improvement, Integrity, Teamwork, and Communication

OPERATING PRINCIPLES: The following Operating Principles will guide our behavior as we implement the plans that flow from the Mission and Vision of the Administrative Services Division. Behavior that falls within these guidelines will be viewed as appropriate and desirable.

As members of the Administrative Services Division, our primary function is to help the university fulfill its mission of research, learning, and community service. Therefore we will:

1. Do what's right.
2. Do the best we can.
3. Be sensitive and considerate of others.
4. Provide competent, people sensitive, and goal orientated leadership.
5. Provide support for efficient, effective, and safe performance to obtain necessary results.
6. Hold ourselves accountable for the safe, legal, competent, efficient, and effective performance of our roles, and give each other training, development, and recognition.
7. Include all affected parties in the planning and decision-making processes on matters that concern them/their work, whenever possible.
8. Develop and maintain open communication with relevant internal and external parties.

GOALS:

1. User Satisfaction: Increase the level of customer satisfaction in our facilities, grounds, products, services, programs, and new ideas.
2. Worker Pride and Professionalism: Improve the workplace experience for Administrative Services employees.
3. National Pre-eminence: Enhance our position as one of the premier Administrative Services units in the nation through high-level involvement in addressing industry issues.
4. Financial Stability and Support: The Administrative Services Division will operate in a manner that attains agreed upon levels of services, and exceeds them wherever possible, within the proscribed financial guidelines for its operations.

[Note: Each goal has 6-12 related Objectives.]

Special thanks to Marie Sutthoff, Coordinator, Special Projects and Programs, for her assistance and editing of this interview.

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