TAMMY LYNN DOWNEY, FMA, RPA
DIRECTOR OF FACILITY OPERATIONS * DISTRICT MANAGER * PROJECT MANAGER
Government, State, Commercial, and Retail
Demonstrated ability to streamline operations through organizational and developmental processes
Accomplished in all aspects of facilities management with a notable strength for building positive relationships
Established success at providing charismatic leadership to large, diverse mechanical and administrative teams
Resourceful facilitator with strong communication skills for all organizational internal and external resources
EDUCATION & TRAINING:
Bachelor of Arts - Organizational Management, Alpha Sigma Lambda & Golden Key International Honors, Ashford University, 2012
Bachelor of Arts - Applied Behavioral Science, Alpha Sigma Lambda & Golden Key International Honors, Ashford University, 2013
FMA & RPA - Facilities Management & Real Property Administrator Professional Designations, Building Owners and Managers Institute
Real Estate License - Inactive, Maryland Real Estate Commission and National Association of Realtors
OSHA 501 Trainer Course for General Industry, Rocky Mountain Education Center
Business Management (24 credit hours completed), Essex Community College
SYMCOR, Facility Portfolio Manager 2010 to 2012
Primary responsibilities included directing facility and security management services to provide the first line of support to clients and the RE Division which included complete facility management and capital improvements for commercial sites in MD, NJ, and VA. Assisted with developing and monitoring budgets, variances, and expenditures. Actively participated in the Health and Safety program to ensure compliance and provide guidance. Facilitated and exceeded dashboard metrics by developing and revitalizing processes.
Recognized a 10% savings on $1.4 million in operating expenses through proactive and targeted efforts
Reduced monthly electrical usage by approximately 14,500 kWh through energy management initiatives
Implemented recycling program reducing waste 50%, reducing expense 27%, and increasing environmental awareness
Regenerated 6 poor performing critical contracts by defining expectations, enforcing terms, and evaluating performance
TAMLYN GROUP, Facilities Management & Organizational Development Consultant 2008 to 2012
Primary responsibilities included collaborating with operational teams to successfully develop and execute tasks related to change, structure, procurement, staff development, process development, team building, minority business requirements, training, and CMMS.
Implemented an organized and efficient commercial CMMS plan to decrease contracted labor by 20%
As a legal liaison, successfully evaded $17,000 in MOSHA penalties by establishing organizational accountability
Decreased equipment down time for commercial portfolio by 35% with the comprehensive implementation of a CMMS
SEARS HOLDING, District Facility Manager, Sears & Kmart 2008 to 2009
Primary responsibilities included managing complete building maintenance, service providers and capital funding projects for 42 units/2-3 million sf of leased and owned full line stores, automotive centers, and tenants. Promoted positive communication and coordination with landlords. Lead and coached a skilled, diverse group of mobile Maintenance Technicians to exceed expectations in performance, energy, recycling and waste goals. Managed work tasks through CMMS. Performed evaluations to facilitate opportunities.
Decreased customer complaint verbatims related to facilities by 95%
Improved maintenance team productivity by 48% while decreasing travel time by 33%
Reduced overall district energy usage by 15% while increasing overall district recycling by 22%
Reduced after hour and weekend response by 80% through proactive and effective execution of facility needs
EMCOR, Director of Facility Operations, National Archives Records and Administration I & II 1994 to 2008
Primary responsibilities included planning, coordinating, estimating, and evaluating resources to accomplish CFM contract obligations for in-house and subcontracted teams. This was a 50+ million dollar project with 1.8 million sf containing a central plant, fitness center, day care, library, cafeteria, laboratories, auditorium, and offices. The 70+ project staff included engineers, mechanics, electricians, plumbers, carpenters, warehousemen, control technicians, and administrative. Managed call center with service calls, preventive maintenance, and task orders. Facilitated IDIQ projects for scope of wo
I am passionate about developing people and the human aspects of leadership. This includes seeing the world in an entirely different perspective such as the intangibles.
Particularly with the current election, the cost of education and access to education continues to be an area of concern. As colleges advance their capabilities through technology, new curriculum, and expertise, costs are bound to continue to rise. Maybe the answer is not decreasing the cost, yet, decreasing the requirement of the average 120 credits needed to obtain a baccalaureate. Much of that requirement is allocated to electives. As our society becomes more diverse, fields of study are becoming more specific. In addition, high schools are offering courses once only offered in college, thereby, giving students a chance to explore studies before reaching college. This all points to reducing the number of electives which reduces the cost and time to achieve a degree, as well as, will encourage more people to pursue further education such as a graduate degree or 2nd degree. Continued education is what we need to strive for so this idea fits our current and future society.