VPBF Home at The University of West Georgia

Log On

CPF: Annual Report FY04

  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 educational 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 2004-2005

    * In accordance with Goal 8 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.

    A. Renew existing Facilities Condition Analysis for our Academic buildings.
    a. Discuss current backlogged maintenance needs by building component by comparing it against future facilities renewal needs.
    b. Outline a strategy to take the existing information into a long-term facilities renewal plan.
    c. Develop a “paper” that outlines “why” these previously identified conditions exist and the plan to correct the existing conditions.

    B. Develop the Life Cycle Planning renewal curve to insure that the on-going cyclical cost off capital renewal is identified.
    a. Outline/develop a report that identifies funds needed to keep the current facilities adequately renewed.
    b. Produce a “backlog report” that includes an analysis of systems that may fail in the next 5 years.

    C. Produce the Life Cycle Planning report as compared against the estimated allocation for major repair replacement funding for each of the next five years.

    * Continue the development and implementation of a Comprehensive Energy Policy as part of an Energy Conservation Program.

    A. Determine current “status” of energy conservation programs; review financial and historical trends; review current capital plans regarding utility infrastructure; review current operation and maintenance programs and determine areas of improvement.

    B. Develop goals and strategies to conserve energy and reduce/contain rising energy costs.

    C. Implement energy “measures” in an effort for UWG to become a leader in energy conservation in the University System of Georgia.

    D. Continue to upgrade controls to reduce and regulate consumption of energy.

    E. Continue to work with third-party entities to identify rate structures that are best suited for our University.

    * Organizational Development and Effectiveness - Outline and implement a program in Campus Planning and Facilities to strengthen communication and trust by designing and implementing programs in strategic trust, personal trust and organizational trust.

    A. Define and provide examples of strategic trust, personal trust, and organizational trust.
    a. Review research literature to outline the links between trust and organizational performance.
    b. Conduct interviews, group sessions, and develop communication instruments to review managerial effectiveness regarding trust.
    c. Based on an “evaluation of the organization: develop materials that can be presented to explore opportunities to share information as well as insight into behavior of the organization---deal with the culture!
    d. Present information based on research and data about the organizational climate.

    B. Develop and implement a series of programs to enhance or rebuild trust.
    a. Implement a program to improve and enhance communication.
    b. Implement an organizational assessment “creating a culture in which strategies, values, and day-today behaviors are consistent and compatible.

    C. 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.

    D. Complete the Georgia Oglethorpe self-assessment criteria for October 2004 submission.  Departmental areas to be evaluated include Social Responsibility; Strategic Planning; Customer and Market Focus; Measurement, Analysis and Knowledge Management; Human Resource Focus; Process Management; and Business Results.

    E. Implement and complete 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.

    F. Perform departmental review in accordance with DRAC requirements for submission by September 2004.

    * Incorporate our Capital Plan Development and Space Planning management into the Master Plan objectives.

    A. Gain support to initiate a comprehensive program to accommodate the expected significant growth in the number of students.

    B. Improve coordination of privatization efforts for buildings on campus.

    * Design and implement a comprehensive strategic facilities plan structured around a system of performance measures to improve service delivery and cost effectiveness.

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

    Examples of Bread and Butter Goal accomplishments include:

    + Bread & Butter Goal #5 – Continued to improve the quality of the University Experience for both commuter and residential students by renovations to the UCC Food Court and the Z-6 Dining Hall, completion of a 386 space commuter parking lot, construction on improving front and middle campus landscape, replacement of the west campus electrical distribution system, completion of uniformed campus signage, residence hall renovations to Boykin Hall, Gunn Hall, Row Hall and Tyus Hall, campus-wide asphalt paving, campus-wide ADA improvements  and constructing six-miles of nature trails.

    + Bread & Butter Goal #7 - Forge stronger External Relations by conducting forums and workshops with neighboring communities, civic club presentations and representation, contributing with community on improvements to roadways, traffic, water runoff, lighting, and historical preservation.

    + Bread & Butter Goal #8 - Regional collaboration for economic and community development through partnerships with Carroll Tomorrow, Carroll County Chamber of Commerce, Chattahoochee Flint Reservoir, Georgia conservation and the West Georgia Foundation, Inc.

    + Bread & Butter Goal #10 - Improve campus infrastructure through the development of Life Cycle Planning, designing a comprehensive strategic facilities plan, replacement of the west campus electrical distribution system, and improve HVAC design in 13 residence halls. Student housing was expanded by creating a partnership with the West Georgia Foundation, Inc., for the construction of 612-bed residence hall complex.

         Additional accomplishments within Campus Planning and Facilities include:

o Reviewed the current department web site, which resulted in launching an additional site, dedicated to campus projects in an effort to keep the campus community, as well as, the local community better informed.  The site is maintained by individual Project Managers with updated information, pictures, and documents concerning the various ongoing and completed campus projects. 

o Developed a Master Plan Update Committee and subcommittees.  Each of these subcommittee reports were written by appropriate faculty, administration and staff who are attempting to "speak to" any eventuality that may require additional or modified facilities.  Presentations regarding the future Master Plan and the projected growth and expansion of the University were conducted with the University faculty/staff, the Board of Regents Facilities Office and the local community. Provided logistical support and assistance.

o Assisted in the successful implementation of five major construction projects to improve Food Services.

o Maintained a ‘base of knowledge’ including, but not limited to building and life safety codes, NACUBO, APPA, ADA standards, Board of Regents Building Project Procedures, NFPA Manuals and ANSI/ASHRAE Standards.

o Conducted a “campus wide” survey concerning Facilities and its functions/services using the results, changed staffing to accommodate noted weaknesses within the department.  A 10% increase has been experienced in client satisfaction over the past two years.

o Developed and implemented a Project Management methodology for Building Projects, using the concept of Project Advocate to negotiate and mediate issues between Faculty and staff building users, Administration and Architect team.  Conducted educational sessions for Faculty and staff involved in the design of future buildings to prepare and educate them on design and construction terminology, budget considerations, project schedules, etc.

o Initiated a department-wide self-assessment in accordance with the Georgia Oglethorpe Criteria for Performance Excellence.  This is the same criteria used in determining the Malcolm Baldridge Award and will help to measure the department’s performance in the areas of Social Responsibility; Strategic Planning; Customer and Market Focus; Measurement, Analysis and Knowledge Management; Human Resource Focus; Process Management; and Business Results.

o Implemented Business Process Redesign and identified fifteen core business processes and over 80 sub-processes.  Cross-functional teams within the University have been selected and will focus on Project Management, Chemical Safety, Return to Work, and Budget Process.

o The Safety and Loss Control Manual was completely revised.  It was signed and adopted by the President on October 24, 2003.  The Chemical Management Guide was also published with the Safety and Loss Control Manual and distributed to those departments that generate chemical waste.

o Conducted 13 building inspections and identified 1300 discrepancies.  RM/EHS collaborated with over twenty different departments to correct these items.

o Completed annual performance reviews for all employees.

o Reviewed our energy plan resulting in upgraded controls, with controls being installed in Melson Hall and Richards College of Business; replaced equipment (boilers, chillers, etc.) with new high efficiency units in buildings on campus (ex: Education Center); conducted meetings with Georgia Power and Georgia Natural Gas to identify rate structures that are best suited for the University and saved significant budget dollars as a direct result of energy audits and energy conservation.

o Planned and implemented an innovative project method to deliver two privatized building projects for the University.  Using the team approach, and involving from the early stages, professional Program Managers, Contractors and Architects in conjunction with the University as Owner, this delivery method utilizes many tested and proven principles and means used successfully in the private sector adapting them to the University setting.  This strategy will allow these projects to be delivered in a cost effective manner, meeting the institutions requirements for quality, cost and schedule.

      IV.  General Statement of Department Condition:

Campus Planning and Facilities has implemented several “major” organizational changes to help 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.

      V.   Departmental Achievements:
          o Completion of 13,899 work requests and preventative maintenance projects.
          o Completed Campus Wide ADA projects in excess of $364,000.
          o Managed a total of 60 projects on campus.
          o Updated the Facilities Room Utilization report.
          o Produced the Major/Minor Capital and MRR requests for the institution.
          o Reduced total recycling costs by 78%.  Reduced ballast-recycling costs by 89%.  Overall, our efforts saved Facilities approximately $6,500.00 during FY 04.
          o Tracked and/or updated 191 uniquely-designed Fire Evacuation Plans on campus.  Designed and/or installed an additional 28 plans in five other buildings.
          o Hosted the Georgia Higher Education Network Environmental Health and Safety (GHENEHS) meeting on campus.
          o Designed and presented 22 safety training classes to 695 Facilities, Archaeology, ITS and Townsend personnel throughout the year.  Tracked the attendance of each training session and forwarded reports to Continuing Education.
          o Investigated, documented, and processed 66 insurance claims for auto-property damage, general liability claims, safety hazards, and environmental concerns.
          o Hosted Georgia Extension Service Annual meeting.

     VI.  Staff Productivity:
          o One employee completed APPA’s Facilities Management Training Institute.
          o Two employees attended the SCUP Southern Regional Conference.
          o Two employees attended the GAPPA Annual Conference
          o One employee attended ISES Symposium
          o Two employees are members of the Georgia Higher Ed Network for Environmental Health and Safety.
          o Two employees attended refresher courses for Asbestos, and one completed their RCRA and DOT certifications.
          o One employee was re-certified as a Master Level Hazardous Materials Manager and as an Environmental Trainer.
          o One employee received 30 hours of OSHA training certification.
          o One employee attended the Turf Grass Institute and Trade Show.
          o One employee received web site maintenance training.

     VIII.  Other Awards, Distinctions, and Achievements:
          o Selected as a Beta Site for the Board of Regents Preventative Maintenance study.
          o One employee is administrator on the General University Matters Committee.
          o Submitted “Best Practice” criteria for Campus Beautification and Energy Partnerships.
          o Established a thirteen-member University Safety Committee.
          o One employee served as advisor to a Carrollton High School CAD class.
          o One employee is a member of the State-wide University System Preventive Maintenance Program Implementation team.
          o One staff member serves on the Board of Regents Facilities Advisory Committee.
          o One employee is the secretary of the UWG Homeland Security Committee.
          o One employee serves on the Tallapoosa Watershed Authority.
          o One employee serves as Immediate Past-President of the Carrollton Kiwanis Club and three employees are members.