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CPF: Annual Report FY05

  1. Departmental Mission

    To professionally operate, maintain and support the development of quality facilities, grounds, and services, and at the same time to support our campus community, students, faculty and staff. Through our efforts we support the university's commitment to the pursuit of academic excellence in a personal learning environment with cost-effectiveness, safety and in an environmentally responsible manner.

  2. Departmental Statement of Goals, Process to Assess These Goals, and Assessment Results:

    The goals for Campus Planning and Facilities are designed to further enhance the overall mission of the university as well as support the bread and butter goals specific to: the university experience, external relations, regional collaboration for economic and community development and Campus infrastructure.

    Goals and Assessment Objectives: FY 2005-2006

    In accordance with Goal 7 of the University System of Georgia Board of Regents, provide and maintain superior facilities by developing and implementing Life Cycle Planning that allows UWG to create multi-year plans for Facilities renewal. (Target: 1/15/2006)

    1. Develop a report that identifies current conditions as well as outlines a strategy for the future. (Target: 8/31/2005)
    2. Outline the Life Cycle Planning renewal curve that identifies on-going cyclical costs of capital renewal. (Target: 10/31/2005)
    3. Produce a backlog report that includes an analysis of systems that may fail within the next five years. (Target: 11/15/2005)
    4. Produce a Life Cycle Planning report compared against the major repair replacement funding and the APPA criteria for life cycle costing model. (Target: 12/15/2005)

    In accordance with UWG Bread and Butter Goal 7, we must improve our ties off-campus through the development of a Community Input plan that encourages two-way communications. (Target 6/30/2006)

    1. Assess the current culture of "town and gown relationships" through regularly scheduled quarterly meetings with city officials and staff.
    2. Provide at least six updates to community service groups/clubs outlining construction and issues that impact the community.
    3. Present semi-annual updates to the City of Carrollton Planning Commission on UWG's physical facilities plan.
    4. Regularly attend Carroll Tomorrow meetings, City of Carrollton Planning Commission meetings and other planning meetings concerning the Maple Street Corridor, Historic Preservation, the Maple Street Commission, etc.
    5. Produce periodic updates based on input and feedback from the community that may impact and/or influence our current facilities master planning and strategic initiatives.

    Organizational Development and Effectiveness - Outline and implement a program to strengthen communications as well as implement an organizational assessment that creates a culture in which strategies, values, and day-to-day behaviors are consistent and compatible. (Target date 6/30/06)

    1. Perform SWOT Analysis to define the department's strengths, weaknesses, opportunities, and threats. (Target: 9/30/2005)
    2. Continue to design, develop and review current "instruments" that can be implemented on an annual basis to assess behavior as well as organizational effectiveness regarding trust. (Target: 11/30/2005)
    3. Complete the Georgia Oglethorpe Focus Award self-assessment criteria for December 2005 submission. Departmental processes to be defined include Social Responsibility; Strategic Planning; Customer and Market Focus; Measurement, Analysis and Knowledge Management; Human Resource Focus; Process Management; and Business Results.
    4. Continue using Business Process Redesign within Campus Planning and Facilities and establish partnerships with the remainder of the Business and Finance Division in eliminating non-value added steps, and improving overall departmental efficiency. (Target: Quarterly)
    5. Continue with benchmarking and peer reviews in order to seek the most efficient best practices. (Target: 6/30/2005)

    Continue the development and implementation of a Comprehensive Energy Policy as part of an Energy Conservation Program. (Target: 6/30/2006)

    1. Present goals and strategies to conserve energy and reduce/contain rising energy costs to University Administration. (Target: 9/30/2005)
    2. Continue to work with energy providers to identify rate structures that are best suited for our University. (Target: 10/31/2005)
    3. Implement energy "measures" in an effort for UWG to become a leader in energy conservation in the University System of Georgia. (Target: 2/28/2005)

    Incorporate Capital Plan Development and Space Planning Management into our master plan objectives by February 28, 2006.

    1. Conduct monthly meetings and briefings with "academia" regarding current and future space needs.
    2. Assist UWG administration and UWG Foundation regarding the land use/analysis of Evergreen Apartments. (Target: 8/3/2005)
    3. Implement change/upgrades to Aperture regarding space analysis, planning and reporting. (Target: 9/15/2005)
    4. Present a facilities update on the privatized projects to the Master Plan Committee in October 2005.
    5. Provide the leadership to UWG regarding the final production of construction documents for HWLLC as well as prompt information concerning the impact of the funding delays. (Target: 9/30/2005)
    6. Provide assistance regarding planning and construction activities associated with a potential football stadium. (Target: 6/30/2006)

  3. Give an Example of How your Department used the Assessment of Goals and Outcomes to Change/Improve a Process:

    Biweekly meetings with direct reports were conducted from January through November 2004 to prepare the Georgia Oglethorpe Award Application. The meetings evaluated all areas of Campus Planning and Facilities against a criteria that included Social Responsibility; Strategic Planning; Customer and Market Focus; Measurement, Analysis and Knowledge Management; Human Resource Focus; Process Management; and Business Results. Following the submission of the application in December 2004, a site visit was conducted in April 2005 by a team of examiners that rated the organization in the early stages of developing/implementing approaches to category requirements. It was also their recommendation that we pursue the Focus Award.

    An organizational trust survey was administered on May 18, 2005, to 125 employees in Campus Planning and Facilities, Facilities and Grounds, Risk Management/EHS, and Campus Planning and Development. The survey was developed from an array of survey resources and finalized with meetings/revisions from the direct reports. The results of the survey revealed that CP&F personnel have a very positive perception of the organization in the areas of safety, productivity, retention, loyalty, job creativity and support. CP&F's growing edge is in the areas of supervision, communication, and appreciation. Follow-up plans include departmental meetings, individual meetings and striving to improve in the areas where perceptions were weak.

    Staffing consultants were engaged during the past year to review the areas of Maintenance, Grounds, and Custodial Services. The purpose of the review was to provide an analysis of current work expectations and requirements in comparison to APPA standards and current staffing levels. The results of the analysis revealed that although there was adequate staffing in Custodial and Maintenance services, Grounds personnel provided a moderate level of maintenance. The analyses also recommended that maintenance services focus on planned/preventative maintenance in order to reduce reactive work requests. As a result, CP&F has worked with ITS and employed the services of Maximus to review our current work order management system and provide the upgrades that are necessary to make us a more proactive work service unit. A complete roll-out of this service will be administered on July 1, 2006.

    Eighteen core processes and over one hundred sub-processes were identified by CP&F staff that met on a monthly basis beginning in March 2004. BPR's were completed on Budget Process; Program Management; Return to Work and Chemical Waste Management. Each area of Campus Planning and Facilities has been assigned to complete five BPR's in 2005-2006.

    The Master Plan drawings, technical memorandums and Executive Summary were printed and a completed Master Plan package was submitted to the Board of Regents for their records.

    The Risk Management/EHS building inspection program provides us an opportunity to interact with the campus community and also provides a written status report of the condition of their work environment. Fifteen buildings were inspected.

    Landscape and Grounds conducted a peer review with representative peers visiting the campus. The review verified that our staff is well educated, fiscally astute, efficient with their work processes, and positioned to meet the needs of the University in the future.

    The Safety & Loss Control Manual was reviewed in its entirety by the Safety Committee and revised in December 2004. Revisions were hand delivered to all departments in April of 2005.

    In order to continue to reduce and regulate energy consumption two buildings received new boilers along with another building having an entire HVAC upgrade.

  4. General Statement of Department Condition:

    Campus Planning and Facilities has implemented several "major" organizational changes to strengthen our leadership efforts. Performance measures have been implemented to improve productivity as well as control costs. Our feedback from our constituent groups on campus has been very positive. Feedback from the Carrollton community has been nothing short of fantastic. Our efforts to improve communication with our external and internal customers have been very successful. However, we face an era of declining resources coupled with enhanced expectations regarding our services will present a number of challenges. We endeavor to strive to improve, but continue to be challenged by "doing more with less." We are not complaining, but feel compelled to make the case for additional resources.

  5. Departmental Achievements:
    * Completed 18,000 work requests and preventative maintenance projects.
    * Managed a total of 94 construction projects on campus.
    * Managed 18 professional services contracts.
    * Completed 27 ADA projects across campus which included adding compliant automatic door openers to several buildings.
    * Updated the Biology elevator to make it ADA compliant.
    * Installed ADA compliant ramps and sidewalk at the Z-6 parking lot.
    * Assisted Americorp grant workers with construction of water testing dock for Geosciences department.
    * Updated UWG maps, i.e., Topographic, UWG Property, parking lots, utilities, landscape, and storm drain maps.
    * Produced the Major/Minor Capital and MRR requests for the institution.

  6. Staff Productivity:
    * One employee conducted a presentation entitled "Improving Campus Life" to four community clubs/organizations.
    * This office held three meetings of the combined Facilities Advisory Committee and Institutional Studies and Planning Committee on campus.
    * One employee attended the Business Management Institute
    * Two employees attended the SCUP Southern Regional Conference.
    * Three employees attended the GAPPA Annual Conference.
    * Three employees attended the BOR Office of Facilities Regional Meetings.
    * Five employees attended the Facilities Officers Conference.
    * One employee attended a SACUBO Conference.
    * Three employees attended at COAA Project Deliv