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3.11 Physical Resources

Comprehensive Standard:

3.11.3 The institution operates and maintains physical facilities, both on and off campus, that appropriately serve the needs of the institution's educational programs, support services, and other missionrelated activities. (Physical facilities)

Statement of Compliance:   In Compliance.


The University of West Georgia (UWG) operates and maintains facilities, both on and off campus (face-to-face and online academic programs), to serve the needs of its educational programs, support services, and other mission-related activities. This is demonstrated by the significant investment of resources (capital, financial, and skilled personnel) in the operations, maintenance, and advancement of the university’s physical environment.

With an enrollment of 11,800 students, UWG is the largest higher education institution in western Georgia. The UWG campus consists of over 2.7 million gross square feet (GSF) of space [1] in over 120 buildings. While the 645-acre campus is located primarily in the city of Carrollton, the university has a significant, and growing, facility in the city of Newnan.

Master Plan

The Board of Regents of the University System of Georgia has established a policy requiring the University System of Georgia institutions to complete a comprehensive Master Plan on a ten-year cycle, with periodic updates on five-year cycles. To this end, the Board of Regents has developed guidelines and procedures [2] for the development of Campus Master Plans, including detailed templates [3] and reference guides [4]. The Master Plan concentrates on the physical development of the campus and its facilities. It encompasses elements of campus organization, land, and building use; vehicular and pedestrian circulation; infrastructure; open space; relationship to the community; and criteria for campus site and building design to ensure compliance with physical master plan principles.

The university’s most recent Campus Master Plan was a comprehensive effort completed in 2003 by Sasaki Associates [5]. The Campus Master Plan is updated on a periodic basis to reflect implementation of the capital projects program to meet future needs and to adjust to the university’s evolving needs. The most recent Master Plan Update was initiated in 2010 [6] and includes revisions to the 2003 Master Plan in response to recent enrollment growth, land acquisition, and capital construction. The ongoing master planning effort depicts a campus that is growing and evolving, and reveals the need for continued focus on the special needs associated with this growth: land use, infrastructure, parking, technology, and relevance of academic and residential facilities.

Campus Planning and Facilities

The office of Campus Planning and Facilities (CP&F) [7] is committed to planning, operating, protecting, and sustaining a campus that is befitting a destination university. This is achieved by:

  1. Promoting a culture of planning by aligning the campus environment with the strategic mission of the university.
  2. Establishing clear metrics and performance indicators for facilities operations to continuously improve our effectiveness.
  3. Conducting all operations in a safe and environmentally responsible manner.
  4. Enhancing the quality of life in our community by creating a healthy and vibrant campus.
  5. Ensuring the university’s continued compliance with operational and regulatory requirements.
  6. Extending the service life of our facilities and reducing the cost of ownership.
  7. Developing CP&F employees to meet the changing needs of the university community.

CP&F is responsible for the construction, operation, and maintenance of all UWG facilities and includes the Departments of Facilities and Grounds (F&G), Architecture, Engineering, and Construction Project Services (AECPS), and Risk Management/EHS (RM/EHS). The organizational structure emphasizes capital improvement, infrastructure, maintenance, repair and operation of campus buildings, and the provision of facility services to the entire campus community. The award-winning [8] Facilities and Grounds department works effectively and efficiently to provide an environment that supports the teaching, research, and service responsibilities of the university as defined in the UWG mission statement [9].


Planning and Construction


Policies and Procedures

CP&F complies with the standard procedures as defined in the Board of Regents’ Building Project Procedures Manual [10]. The manual defines the process by which facilities projects in the University System of Georgia are initiated, funded, planned, designed, bid and constructed.

CP&F is currently implementing e-Builder to manage campus projects, which is an innovative project management system designed to manage costs, schedule, and reporting for campus projects [11]. The solution is scheduled to be fully implemented by the fall of 2013. Training is in process for AEC staff and others who may use the tool to manage campus projects. System administrators are working with the e-Builder developers to configure the system to best fit the needs of UWG. E-Builder will provide tools to assist in project analysis and management, as well as contract management. The system will manage the cost, schedule, and scope of each project as it moves from planning to design, construction and occupancy.

Architecture, Engineering, and Construction Project Services Department

The mission of AECPS [12] is to provide architectural, engineering, and project management services to our campus community in a professional, efficient and effective manner. The staff is trained to provide quality management of campus construction projects with customer satisfaction as our goal.

Services provided include:

Oversight by Board of Regents of the University System of Georgia

As an institution of the University System of Georgia, UWG must manage and develop its physical facilities in accordance with rules of the Board of Regents [13]. The guidelines are intended to ensure the efficient use of construction funds and the orderly development of physical facilities to accommodate projected student enrollments. The university is required to seek approval from the Board of Regents prior to initiating capital improvement projects in excess of its $1 million delegated authority [14], including construction, repair, or rehabilitation of buildings and facilities. CP&F is required to submit quarterly and annual reports to the Board of Regents Real Estate and Facilities Office documenting the institution’s master plan efforts and construction progress [15].

Capital Projects

Each year in March, in response to the Board of Regents request [16], the Office of Campus Planning and Facilities prepares and submits a Five-Year Major and Minor Capital Request [17], and Annual Major Repair and Renovation (MRR) Funding Request [18]. All the major and minor capital requests are prepared using Board of Regents guidelines [19] and are based on the 2010 Facilities Master Plan Update. Board of Regents MRR funding for the 2008-2013 fiscal years has averaged $1.1 to $1.4 million each year [18]. The most recent 5-year Capital Plan requested by the Board of Regents was the period 2009-2014 [17], and totaled about $87.3 million and public/private partnership projects to $58.7 million. A Small Capital Project request [20] was submitted in 2013 for the $3.5 million renovation of the former Murphy Fieldhouse for use as administrative space for extended learning programs. This funding was approved in May 2013, and planning is expected to commence in August 2013. For FY14, UWG requested MRR funding of $4.285 million and anticipates funding of $1.2 million [21]. UWG is anticipating a request from the Board of Regents for a comprehensive Capital Improvement Plan (CIP) in early summer 2013. Since 2003, the UWG has completed 1.3 million GSF of capital construction projects [22] totaling nearly $270 million. The capital construction portfolio is consistent with the Master Plan, and is focused on a balanced approach to growth. Major academic additions include expansion of Callaway Hall (natural sciences), a new Coliseum (health and wellness), a new Visual Arts Building (art), and a new facility dedicated to the School of Nursing.

Routine, Preventive, and Deferred Maintenance

CP&F, reporting to the Vice President for Business and Finance, has been delegated responsibility for the overall maintenance and operation of all campus facilities.

Facilities and Grounds

Facilities and Grounds (F&G) [23] provides day-to-day services related to cleaning, planned and corrective maintenance, and grounds and landscaping upkeep for 2.6 million square feet of campus space in over 100 buildings and 645 acres on the Carrollton campus. F&G is also responsible for the maintenance and cleaning of three buildings (17,000 GSF) and 13 acres at the Newnan Center. The effort is achieved by employing competent and experienced staff in the following disciplines: HVAC; Plumbing; Carpentry; Electrical; Signage and wayfinding; Custodial; Moves; Grounds and Landscaping; and Motor Pool.

In addition, F&G has implemented a centralized energy management system, a state of the art computer maintenance management system (CMMS) [24] and a customer-oriented Work Information Center [25]. Together, these services promote effective and efficient operation and maintenance of university facilities.

Preventive and Routine Maintenance

Preventive Maintenance (PM) programs are further established in each area of Facilities & Grounds (F&G). A service request [26] is submitted for all maintenance related issues and recorded in the Work Information Center. All PMs are required to be logged into the Work Information Center using the CMMS program [27] and the status can be accessed by F&G supervision.   PM status is broken down into three different categories: PM Backlog, PM Completed vs. Open, and PM Corrective [28]. The statuses of PMs are reviewed by area supervision and the scheduler on a daily basis to ensure program efficiency and effectiveness. Preventive maintenance is performed to ensure continued operation of facilities and systems, to reduce failure, and to optimize the life cycles of buildings and mission-critical systems.   Routine maintenance involves corrective or scheduled maintenance such as painting, door and window repair, and light fixture replacement. Copies of preventive and routine maintenance work orders and associated reports are maintained in the Work Information Center.

Deferred Maintenance

As part of its annual capital planning process, CP&F consults with departments, colleges, and divisions of the university to determine candidate projects for adaptive reuse and renewal projects [29].   Projects are prioritized according to assessed need, mission support, facility condition, and other factors and are institutionally funded as year-end funds are available [30].

CP&F regularly conducts Facility Condition Assessments (FCA) to assess and benchmark the condition of major campus facilities and building systems. At the request of UWG, ISES Corporation performed FCA field inspections in 2012 that were necessary to define the capital renewal, deferred maintenance, and plant adaption needs on university selected campus buildings [31]. Completed during May 2012, the FCA inspection reports (see sample report [32]) recommend just under $97,556,520 worth of upgrades and improvements for the almost 955,361 GSF of buildings over ten years. The FCA program, combined with the CMMS historical repair data, periodic building inspection data, and ongoing needs assessments, establish the basis for data-centric decision making in regard to renovation and renewal of campus facilities.

Deferred maintenance, or capital renewal, falls outside the normal funding stream of building and grounds maintenance. Such maintenance includes replacing or upgrading heating and air conditioning, electrical systems, elevators, and roofs. CP&F submits an MRR request to the Board of Regents annually [33]. The annual allocation of MRR funds [34] has been used to replace major building systems and components, repair and upgrade infrastructure, and perform small building renovation projects.

Custodial Services

The majority of the university’s custodial staff is assigned to maintain UWG’s academic buildings and auxiliary service buildings. The staff concentrates on buildings dedicated to administrative services, food service operations, and emergency calls. Ten custodians specialize in floor care. F&G maintains a presence on weekends and holidays to provide service, and to assign additional staff to work special events such as commencements, recruitment preview days, sporting events, concerts, camps and workshops.

Task and frequency levels are assigned according to work load variants, which include the function of the space (classroom, restroom, food service, office, athletic, recreational, etc). Each task is assigned a frequency (daily, bi-weekly, monthly and annually) and specific instructions for task completion [35].

Supervisors conduct daily spot inspections and regular monthly inspections of each assignment, which are important to maintain the quality of services performed [36]. Inspections include the custodian closets to ensure that all chemicals are properly stored and labeled, equipment is clean and well maintained, and supplies are of sufficient quantity. Custodians are responsible for providing their supervisor with a supply order request to meet their individual task and frequency needs.

UWG has invested in top-of-the-line equipment to improve cleaning efficiency in terms of time, labor, and consumables. The equipment includes: back pack vacuums; pre-measured dispensing systems; large push behind vacuums; extractors; burnishers; riding equipment used to strip, wax, and polish floors; and genie lifts to dust and clean high areas.

Energy Management System

UWG actively manages its energy portfolio through a centrally controlled energy management system. By continuously monitoring energy consumption and updating occupancy schedules, F&G has been successful in reducing energy consumption across campus. By actively engaging all utilities suppliers and managing the rate structure, UWG ensures the best available tariffs are in place. An aggressive light replacement effort is always under way, maintaining a bulb standard of the lowest energy density available.

Some of the recent projects related to energy management are:

Quality Assurance / Quality Control

F&G maintains quality control for its work by sending out a customer service survey at the completion of each work order request. The survey is automatically sent out to the requestor once the work order is complete [37]. As a means for quality assurance, the survey responses are reviewed weekly. For results less than 8 out of 10, the requestor is contacted to determine how services can be improved [38]. Comparisons are made to the previous year on a monthly basis to determine further improvement.

Other means of quality control are the annual Departmental Surveys [39]. These are sent out to the entire campus each fall. All staff and faculty are able to rate the services of the CP&F departments: AECPS, F&G, and RM/EHS. The survey results are used as an additional tool to measure the levels of customer service provided.

CP&F employees complete an annual Organizational Trust Survey [40] that assesses feelings and concerns within all areas of CP&F. Questions on the survey relate to work satisfaction, thoughts on safety, concerns regarding work environment, etc.

All of these measures also assist CP&F in completing the annual APPA Facilities Performance Indicator (FPI) survey [41]. The results from this survey benchmark our services with other colleges and universities with similar services and square footages.

Peer Review

At the conclusion of the BOR Facilities Officers Conference in October 2007, a forum was conducted on the development of a Facilities Peer Review within the University System of Georgia. The purpose of the peer review process is to evaluate facilities operations and maintenance (O&M) practices at each USG institution and assist in setting realistic goals for improvement. A working group of USG facilities professionals evaluated existing time-tested programs, such as the APPA Management Evaluation Program. The group developed criteria that addresses the need to define and standardize O&M core data elements across the USG, to develop and communicate a common set of performance metrics for facilities O&M, and to set practical institutional targets for continuous improvement. The peer review for the University of West Georgia was conducted in February, 2008 [42].

Supporting Documentation: