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Campus Planning & Facilities

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Campus Planning and Facilities

APPA Award for Excellence

February 2007



The department of Campus Planning and Facilities at the University of West Georgia provides facility, logistics, maintenance, construction planning, risk management, and environmental health and safety support to the fifth largest campus within the University System of Georgia.  Located in Carrollton, Georgia, the institution’s commitment to the pursuit of “educational excellence in a personal learning environment” is supported through the diligent efforts of Campus Planning and Facilities using cost-effectiveness, continuous improvement, two-way communication, safety and environmentally responsible methodology.

Campus Planning and Facilities (CP&F) is comprised of three areas:

Campus Planning and Development (CP&D) whose mission is to provide architectural, engineering, and project management services to our Campus Community in a professional, efficient and effective manner. Our staff is trained to provide quality work with customer satisfaction as our goal.

Facilities and Grounds (F&G) whose mission is to create and maintain facilities and grounds that are aesthetically pleasing, safe, efficient, comfortable, and enhance the quality of life for all students, faculty, staff, and the entire University community.

Risk Management/Environmental Health and Safety (RM/EHS) whose mission is to protect the students, visitors, faculty and staff through training, education and information dissemination.

The motto for CP&F is “Professionally we Serve, Personally we Care.”

Table of Contents

Section 1.0 Leadership

1.1        Leadership roles and responsibilities………………………………………………………………………  1

1.2        Leadership system                     ………………………………………………………………………..     1

1.3        Mission, Vision, and Values statements…………………………………………………………………...  2

1.4        Leaders spend time on a regular basis with their customers and front-line staff………………………….   2

1.5        Performance measures at each level of the organization………………………………………………….. 3

1.6        Shared values support self-direction, innovation and decentralized decision-making……………………      4

1.7        Informed of current trends and practices in the industry………………………………………………….   5

1.8        A succession plan is in place to ensure continuity of leadership………………………………………….    5

Section 2.0 Strategic & Operational Planning

2.1        A strategic plan exists that includes the goals and objectives of the department………………………….   6

2.2        The development of the strategic plan…………………………………………………………………….. 6

2.3        Customer needs and expectations…………………………………………………………………………. 7

2.4        Goals and key performance measures are understood by all and periodically reviewed………………….    7

2.5        Performance measures at each level of the organization are used to meet goals………………………….  7

2.6        Budget development                  ………………………………………………………………………….  8

2.7        Standards have been defined for overall operational performance………………………………………..   8

2.8        A campus master plan in place, current, and utilized for decision making………………………………..    8

2.9        The operational units participate in the development of the construction program……………………….     8

2.10      Ensure continuity of functions in the event of staff turnover or other disruption…………………………     9

2.11      Emergency response plans are in place and communicated………………………………………………   9

Section 3.0 – Customer Satisfaction

3.1        Surveys, tools, and other methods are used to identify customer requirements…………………………..    10

3.2        Defined roles, responsibilities, and services provided by the facilities department………………………      10

3.3        Defined levels of service to exceed customer expectation………………………………………………..   10

3.4        How to obtain, monitor progress and evaluate the services offered………………………………………   11

3.5        How customer feedback is used…………………………………………………………………………... 11

3.6        Campus users have a clear understanding and positive view of the services……………………………..   11

Section 4.0 – Information and Analysis

4.1        A systematic process is in place for identifying and prioritizing performance indicators………………..      11

4.2        Benchmarking results, comparisons and performance indicators are tracked……………………………    12

4.3        Ensures that data and information are communicated and accessible……………………………………    13

4.4        An effective facilities inspection or audit program is in place……………………………………………     15

4.5        An expenditure report is available to managers on a regular basis……………………………………….    15

4.6        An effective system of measuring and recording utility data is in place…………………………………     16

4.7        The organization has a process to ensure user-friendly hardware and software systems………………...   16

Section 5.0 – Development and Management of Human Resources

5.1        Staff positions are properly classified and allocated in adequate numbers…………………………….....    16

5.2        Training programs provide for new employee orientation………………………………………………..    17

5.3        An effective communication system exists within the department……………………………………….    18

5.4        Safety policies and procedures have been established, written, and communicated……………………...    18

5.5        Accident records are maintained………………………………………………………………………...    18

5.6        The organization promotes employee and professional development…………………………………..       19

5.7        Career development is supported through involvement in job-related and professional organizations…         19

5.8        Work performance and attendance tracking measures are in place……………………………………..     19

5.9        Formal and informal assessment methods to determine employee well-being………………………....        20

5.10      Employee recognition programs are in place for individuals and groups………………………………         20

5.11      Processes are in place to determine the effectiveness of recruitment and retention……………………      20

Section 6.0 – Process Management

6.1        Processes to ensure that departmental facilities and equipment are adequate…………………………..     22

6.2        Identify, report, correct, and document substandard conditions and maintenance requirements………         23

6.3        Work authorization and scheduling procedures have been established…………………………………       23

6.4        An effective preventive maintenance (PM) program is in place………………………………………..      24

6.5        An estimating system is used that provide accurate estimates of labor and material……………………      24

6.6        Design guidelines………………………………………………………………………………………..     24

6.7        The delegation of budgetary responsibilities for management………………………………………….       25

Section 7.0 – Performance Results

7.1        The appearance of buildings and grounds……………………………………………………………….     25

7.2        The condition and cleanliness of facilities………………………………………………………………      25

7.3        Building systems and infrastructure are maintained and operated at a level of reliability………………       26

7.4        Funding resources are effectively used………………………………………………………………….     26

7.5        Staff is highly motivated and productive………………………………………………………………..      27

7.6        Customer satisfaction measures…………………………………………………………………………    28

7.7        Managers and supervisors stay in touch with the needs of higher education……………………………      28

Section 8.0 – Other Considerations

8.1        Georgia Green Industry……………………………….…………………………………………………… 29

8.2        Community Outreach……………………………………………………………………………………… 29

8.3        Americorps………………………………………………………………………………………………... 29

8.4           Georgia Oglethorpe………………………………………………………………………………………..  29

8.5        Best Practices………………………………………………………………………………………………30

8.6        Carroll County Beautification Award……………………………………………………………………...  30


ADA                – Americans with Disabilities Act

AMA               – American Management Association

APPA              – Association of choice serving educational facilities professionals

AVP                – Assistant Vice President of Campus Planning and Facilities

B&F                 – Division of Business and Finance

BITS                – Business Information Technology Services

BOR                – Board of Regents

BPR                 – Business Process Redesign

BTU                 – British Thermal Units

CBMI               – College Business Management Institute

CMMS                         – Computer Maintenance Management System

CP&D              – Campus Planning and Development

CP&F             – Campus Planning and Facilities

CRI                  – Capital Renewal Index

CRV                – Current Replacement Value

DOAS              – Department of Administrative Services

DOT                – Department of Transportation

DRAC             – Department Review and Advisory Committee

EPA                 – Environmental Protection Agency

F&G                 – Facilities and Grounds

FCA                 – Facility Condition Analysis

FTE                  – Full Time Equivalent

GAPPA            – Georgia chapter of APPA

GBC                 – Georgia Building Codes

GIE                  – Gross Institutional Expenditures

GSF                  – Gross Square Footage

HAZMAT        – Hazardous Material

HR                   – Human Resources

HVACR           – Heating, Ventilating, Air Conditioning and Refrigeration

IPEDS              – Integrated Postsecondary Education Data System

ITS                   – Information Technology Services

kWh                 – kilowatt-hour

L&G                – Landscaping and Grounds Maintenance

M&O               – Maintenance and Operations

MRR                – Major Repair and Rehabilitation projects

MSDS              – Material Safety Data Sheets

NACUBO        – National Association of College and University Business Officers

NFPA              – National Fire Protection Association

OSHA              – Occupational Health and Safety Administration

OT                   – Overtime

PAC                 – President’s Advisory Council

PM                   – Preventative Maintenance

PSO                 – Plan, Schedule, Organize

PT                    – Part Time

RM/EHS          – Risk Management Environmental Health and Safety

SACS               – Southern Association of Colleges and Schools

SACUBO         – Southern Association of College and University Business Officers

SAM                – Strategic Assessment Model

SCUP               – Society for College and University Planning

SMART           – Specific, Measurable, Attainable, Realistic, Tangible goal setting

USG                 – University System of Georgia

UWG               – University of West Georgia

WIC                 – Work Information Center

WO                  – Work Order

Supporting Documents


A&E Contracts Report to BOR

Capital Projects Requests

Customer Assessment

Departmental Monthly, Quarterly, and Annual Reports

Institutional Capital Requests

Major Repair and Rehabilitation Project Requests

Monthly Construction Contracts Report to BOR

Project Contract Logs

Project File Folders

Project Manager’s Report of Miscellaneous Work Requests

Project Status Reports

Quarterly Report of Capital and MRR Projects to BOR

Records Management Files


CP&F Annual Goals and Objectives

CP&F Budget Performance

Georgia Oglethorpe Award Application (’05)

Georgia Progress Award Application (’06)

Organizational Trust Surveys

Organizational Trust Survey Results

UWG Master Plan Update


Arbor View Labor Costs –

Arbor View Material Costs

Backlog vs. Entered by Shop

Campus Center Report

Departmental Monthly, Quarterly, and Annual Reports

EHS Discrepancy

Emergency/Urgent Phase Work

Facilities Condition Analyses

Facilities and Grounds Employee Handbook

Job Descriptions

Housekeeping Standards

HVAC Requests

Landscaping Plans

Material Costs building

Monthly Report by Shop

Monthly Energy Report

Monthly Utilities Report

Non-Maintenance Work

Non-Productive Time

NCAA Field Requirements

F&G  cont.

Open Phase Work

PM Backlog

PM Completed vs. Open

PM Total Cost Materials & Labor

PM Corrective

Phase Entered vs. Completed

Phase Materials Overage Analysis

Phase Past Due Analysis

Planned vs. Reactive

Project Schedule Status Report

Residence Life Work by Building

Shop Time Summaries

Suites Labor Costs

Suites Material Costs

Time by Shop

UWG WIC Survey

WIC past Due Report

Work by Date/Shop/Problem Code

Work Requests for Planner

Work Order Backlog

Work Summary Building

UWG Utility Consumption


Asbestos Testing Results

Building Inspection Reports

Chemical Hygiene Manual

Claims Event Logs

Departmental Monthly, Quarterly, and Annual Reports

Hazardous Materials Emergency Preparedness Guide and Contingency Plan

Lockout Tag-out Manual

Master Injury Report Database

MSDS Inventory

Natural Gas Emergency Procedures Manual

RM/EHS Safety Inspection Summary

RM/EHS Safety Training Summary

Respiratory Protection Manual

Right –to- Know Training database

Safety Committee Minutes

Safety and Loss Control Manual

UWG Chemical Inventory

UWG Safety & Loss Control Manual

Waste Manifest Sheets


The facilities organization's senior leaders should set direction and establish customer focus, clear and visible values, and high expectations in line with Campus mission, vision, and core values. Leaders inspire the people in the organization and create an environment that stimulates personal growth. They encourage involvement, development and learning, innovation and creativity.

Leadership in Campus Planning and Facilities (CP&F) at the University of West Georgia (UWG), is guided by the mission of the institution, grounded in the values, mission, and vision of  the department, and inspired by the simple principle of “doing what is right.”  In keeping with UWG’s motto “Educational Excellence in a Personal Environment” as our compass, CP&F has a working environment that strives for professionalism in its services; employee input, involvement, and development; process improvement; customer assessment; and benchmarking with others to determine where improvement can be made.

1.1       Leadership roles and responsibilities are clearly defined

Job descriptions for each leadership position are on file with the Department of Human Resources (HR) and are posted on their website for candidates to review.  Job descriptions are also reviewed by the employee and the supervisor during annual performance evaluations in the spring to ensure that they reflect current job responsibilities and duties.

1.2       The leadership system is understood by and communicated among all levels.  The leadership system includes mechanisms for the leaders to conduct self-examination, receive feedback, and make improvements.

An organizational chart outlining the chain of command for the institution and the CP&F organization is available on-line for all employees and the UWG community to review.

The Directors of Campus Planning and Development (CP&D), Facilities and Grounds (F&G), and Risk Management/Environmental Health and Safety (RM/EHS) report to the Assistant Vice-President (AVP) of CP&F, who reports to the Vice-President of Business and Finance (B&F), who reports to the President of UWG.

The AVP has implemented the following communication methods to connect with each level of the organization:

  • New employees are required to meet with the AVP during their first month of employment.  At this meeting, employees learn the expectations of the organization which are a reflection of the AVP. 
  • Annual performance evaluations are initiated by the AVP with the directors of CP&D, F&G, and RM/EHS.  In addition to evaluating their performances, the AVP also requires their input on his.
  • Two-way communication between the AVP and his direct reports occurs through bi-weekly “1-on-1” meetings, strategic planning sessions, monthly reports, bi-weekly staff meetings, campus meetings, email, phone calls, and an impromptu lunch or coffee. 
  • The AVP also conducts an annual meeting with the entire organization to review the results of employee assessments on the organization otherwise referred to as Organizational Trust Surveys.

The direct reports of the AVP hold daily staff meetings and monthly department meetings to ensure that information from the AVP is communicated and action plans to accommodate goals and objectives are being administered.  The meetings also ensure that feedback from subordinates is channeled to the supervision for proper follow-up.  Annual performance evaluations are also conducted between the direct reports and front-line supervision, as well as front-line supervision and employees.

Monthly reports, annual customer assessments, building inspection reports, budget performance, project completion, and Organizational Trust Surveys provide the AVP and his direct reports with periodic indicators of the department’s performance.

Section 1.3     The organization has clearly aligned its mission, vision, and values statements with those of the Campus.  Regularly communicates with employees, customers, suppliers, and other stakeholders.

As part of their SACS assessment of 2000, CP&F created mission statements for each of their areas (CP&D, F&G and RM/EHS) that were directly aligned with the institution’s mission and strategic plan.  The inclusion of these statements is submitted in their annual goals and objectives, and they are also posted on the individual web pages of CP&D, F&G, and RM/EHS.

Since 2004, CP&F leadership has been more cognizant of these statements due to their involvement with Georgia Oglethorpe Award, Inc.  This is a Malcolm Baldrige criteria-based organization that strives to assist Georgia organizations in improving overall performance.  Using similar criteria for the APPA application, CP&F has submitted applications for the last two years and has allowed one employee to train as an examiner.  With emphasis on organizational alignment, CP&F has taken the steps that were necessary to elevate the awareness of these statements with their efforts in Leadership, Strategic Planning, Customer and Market Focus, Measurement, Analysis, and Knowledge Management, Human Resource Focus, Process Management, and Business Results.

During the past six years, CP&F has made tremendous strides in educating its workforce, suppliers, customers, and stakeholders with these statements through reviews at employee departmental meetings, website publications, institutional meetings, customer and employee surveys, employee work locations, bid meetings, contract negotiations, civic club presentations, state and city government correspondences, employee newsletters, neighborhood meetings, and by imbedding our motto “Professionally We Serve, Personally We Care” in the signature section of all staff email.  A large sign displaying this motto is mounted above the employee entrances to F&G and CP&D.

Initiated in 2005, all new employees are required to meet with the AVP within the first month of their employment to discuss the organization’s mission, vision, values, and expectations. Each employee is provided with a handbook and has a probationary period of six months to ensure that they can demonstrate the skill set and work ethics that are expected.

Section 1.4     Facilities management leaders spend time on a regular basis with their customers and front-line staff.

CP&F leadership have individual bi-weekly meetings with the AVP commonly referred to as “1-on-1’s.”  Issues such as budget performance, goals and objectives, departmental concerns, campus events and activities, and initiatives from the State of Georgia and University System of Georgia (USG) are reviewed and action plans are determined. In addition, bi-weekly staff meetings are conducted with the AVP and CP&F leadership to review their progress on Business Process Redesign (BPR) – a program that was implemented in 2004 for each area to review five processes on an annual basis to determine process flow and if new technology could be implemented to make the processes more efficient.

Annual performance evaluations are also conducted with the AVP and senior leaders in March to review current goals and objectives, area strengths, professional development training, and opportunities for improvement.  In addition to being evaluated by the AVP, the senior leaders also provide a written assessment on the AVP skills.

Based on the results of annual employee surveys (Organizational Trust Surveys) that were administered in over the past three years, front-line supervision have undergone leadership expectation sessions that have been conducted by the AVP.  The first session, entitled “Creating Change” was conducted in October and the second session, “Attitude” was presented in November.  An additional seminar for the entire department was conducted by an outside consultant in December with focus on “Communication” and “Success.”

Listening to customers has always been given a high priority with CP&F and was taken to a higher level in 2006 with emphasis on customer service that was stressed by Georgia Governor Sonny Perdue and a new initiative that was issued by the USG. 

Having success in previous manual surveys that were administered from 2000 through 2003, F&G converted to an electronic survey in 2006 that compliments their previous effort and enables them to continue trend analysis on such issues as courtesy, knowledge, responsiveness, helpfulness, and accessibility. Thanks to a new software management design system (Facility Focus), F&G was also able to issue a five question follow-up survey on completed work orders.  During the first six months of the current fiscal year (July through December) F&G has received feedback on 192 work orders.

Surveys for RM/EHS and CP&D were also administered electronically in the fall of 2006 and the results will be used in their strategic planning and goal creation sessions in May.

Other customer contact includes:

  • A semi-annual meeting with the UWG community and the AVP for capital planning purposes
  • CP&D, F&G, and RM/EHS conducted focus sessions with their customers during the fall of 2006
  • F&G customer “open house” in December 2006
  • Community presentations to civic clubs and local neighborhood associations
  • Attendance at local government and planning meetings
  • Tree planting project for the UWG Centennial celebration and annual Arbor Day
  • Civic club memberships
  • Representation by CP&F staff on various UWG, community, and State committees
  • Suggestion boxes, accessible email addresses and telephone numbers on campus directory
  • CP&F websites and monthly updates on campus projects
  • Annual tour of the campus grounds with the AVP, student leadership, and UWG administrators
  • Annual class that is conducted by the AVP with graduate students

Section 1.5     Performance measures at each level of the organization are clearly defined.

Performance measures/indicators for CP&F areas are established through an integrated process within CP&F annual strategic planning sessions by synthesizing the requirements that are mandated by federal agencies, the State of Georgia, USG, and UWG strategic plan, along with customer feedback, employee input, and developmental requirements; into metrics that can be monitored systematically.

CP&D establishes its performance indicators as project types (Capital, MRR, and Renovation), project completion time, service, efficiency, budget, quality, comfort, employee surveys and evaluations, customer focus group feedback and surveys, and aesthetics.  This information is:

  • collected and documented by the project managers
  • collated, recorded and channeled through an area administrator
  • monitored by the area director to ensure that targeted goals and objectives are achieved

F&G measures its performance through the building space maintained, campus acreage maintained, work order cycle time, work order backlog, campus activities, utility consumption, budget performance, labor usage, employee surveys and performance evaluations, and customer focus group feedback and surveys.  This information is:

  • generated and reported through front-line personnel
  • collected, documented, and assured through front-line supervision
  • collated, recorded, and reported via area administrators
  • monitored by the area director to ensure that targeted goals and objectives are achieved

RM/EHS performance metrics are established through government mandates, strategic planning, employee injuries and illness, insurance statistics and costs, employee training, benchmarking, hazardous wastes generation and removal, customer input and surveys, and employee input and surveys.  This information is:

  • generated, collected, and documented through area coordinators
  • monitored by the area director to ensure that targeted goals and objectives are achieved
Section 1.6     Senior leaders establish and reinforce an environment where shared values support self-direction, innovation, and decentralized decision making.

The role of senior leaders is to foster this environment while providing the appropriate direction, training, and support to all CP&F personnel. Led by AVP, Mike Renfrow, the CP&F senior leadership team consists of the Director of F&G, the Director of CP&D, and the Director of RM/EHS.  This team is grounded in its philosophy; remains focused on the end result, and deploy the short- and long-term action plans that are necessary to achieve its objectives.  Figure 1.6-1 identifies the methods that are employed to instill organizational value, develop direction, and establish performance expectation.

Figure 1.6-1

How Do

Senior Leaders






State of Georgia and BOR directives, UWG mission, CP&F mission, annual self-assessment (DRAC), Human Resources directives, Employee selection, Employee performance, customer/stakeholder feedback, by example.

Discussions, Mission Statement, Position Description, Employee Handbook and Policy Manual, UWG website, Employee interviews and meetings, our actions.

CP&F motto on e-mail, CP&F mission, vision & values on website, business cards, the way we conduct our business, monthly employee meetings


Master Plan Process, – Sr. Leaders with employee input develop Master Plan (5-yr. plan to BOR); 5 yr. plan Admin. & Department Plan; Annual Capital Plan; Annual Goals and Objectives; presidential directives,  President’s Advisory Committee (PAC) requests

Written instructions, verbal instructions, two-way discussions with staff and faculty, electronic requests, employee input

E-mail, mail, specific meetings, staff meetings, radios, cell phones, work orders,



State of Georgia criteria, comparisons to the position definition, integrated in with Human Resources directives.

Annual Goals, Annual Review, Verbal discussions

Annual review, individual bi-weekly 1-on-1 meetings.

Self-direction, innovation, and decentralized decision making are supported by senior leaders through the methods outlined in Figure 1.6-2:

Figure 1.6-2

How Leaders Create an Environment For


- Cross Functional Improvement Teams - Solicitation of annual goals - Business Process Redesign - Employee input on materials, supplies, & equipment -projects to oversee - occasionally allowing failure to happen.


- Hiring the right personnel - Embracing new technology initiatives - Training & seminars - Less supervision requires decision making at all levels – Exploration of grant and funding opportunities.

Organizational Agility

- Cross Functional Improvement Teams - Organizational & Business Process Redesign - Partnering & Outsourcing for Energy Management - Project Development

Organizational Learning

- Cross Functional Improvement Teams  - Campus committees - Business Process Redesign

Employee Learning

- Cross Functional Improvement Teams - Business Process Redesign - Seminars & Continuing education/Tuition remission - Training - Job promotions

Legal/Ethical Behavior

- Human Resource Policy Manual - Background Investigation - Disciplinary Actions for policy violations - UWG Employee Handbook - F&G Manual

Section 1.7 Informed of current trends and practices in the industry.

Figure 1.7-1 highlights our performance measures, recent findings, and how we translate them into continuous improvement and opportunities for innovation.

Figure 1.7-1

Key Recent Performance Findings


Recent Performance Review Findings

Translate to Continuous Improvement

Opportunities for Innovation


BOR Const. Reports, Project Status Reports, FY Reconciliation Reports, Construction Schedule, Capital Const. Status Report, Activities Folder, Procedures Manual

Provide daily, weekly, bi-weekly and monthly information on all projects scheduled. 

-Current status of projects is on schedule & on-line.

-When results show variances, follow-up meetings are scheduled.

-Revision of processes & procedures.

-Change contractors when necessary.

-Revised procedures.

-Document E-storage of campus drawings using KIP2000 software.


-Benchmark Data (APPA, SAM)

-Preventative Maintenance

-Facility Condition Analysis

-Utilities Consumption

-Energy Conservation


-Work Orders

-Customer Satisfaction


-Vehicle Assessment

-Peer Review

-Lowest Maintenance and Operations (M&O) cost per gsf & FTE student

- Most gsf maintained by

maintenance & custodial employee

-Most acreage maintained by grounds employee 

-Decrease of $700K from 2 years ago with an increase of 40,000 gsf.  Also a 6% increase in students.

- Efficient M&O costs

- Efficient/effective use of maintenance, custodial & grounds personnel

-Electrical infrastructure

-Improved budget software & training

-Reduced OT & PT costs.

-Electronic survey submission

-$300K energy savings reinvested into F&G budget for annex & additional equipment

- Better allocation of labor resources, materials, equipment.

PSO initiative.

-Modify inspection schedules to update PM’s.  Lower maintenance cost.

-Purchase of auctioned & terrain vehicles

-Budget conscience enhances our flexibility to UWG needs.

-Faster feedback for improvement

-Seek outside funding for improvements (T-Grant)


Building Inspections

Worker’s Comp. Cases

Lost Time Accidents

HAZMAT Reports

Hazardous Waste

Vehicle Accidents

Customer Satisfaction

-In compliance on storage, disposal and documentation of hazardous materials.

-Inspection schedule developed.

-Increased programs on injury awareness.

-Electronic surveys administered.

-Compare current inspections to past for reduction of discrepancies.

-Tracking work restrictions

-Healthier and more productive work force, lower costs in long run.

-Method of reporting inspections reduces paper and time.

-Tracking of hazardous tasks.

-Electronic newsletters.

Section 1.8 A succession plan is in place to ensure continuity of leadership.

Having over ninety years of collective experience in higher education, CP&F senior leaders have created a sustainable environment to ensure leadership continuity learning through:  annual performance evaluations for all personnel; posting of all supervisory job descriptions and qualifications; management development through APPA’s leadership training, SACUBO’s College Business Management Institute (CBMI), trade magazines, certifications, seminars, cross training, and tuition remission; and the promotion of the CP&F Vision, Mission, and Purpose to all employees and customers as the cornerstone of its decision making. 

Strategic and operational planning consists of the planning process, the identification of goals and actions necessary to achieve success, and the deployment of those actions to align the work of the organization. The facilities organization should anticipate many factors in its strategic planning efforts: changing customer expectations, business and partnering opportunities, technological developments, evolving regulatory requirements, and societal expectations, to name but a few.

Section 2.1     A strategic plan exists that includes the goals and objectives of the department.

Students on campusThe development of the CP&F Strategic Plan occurs each May for implementation at the beginning of its fiscal year in July.  The CP&F Strategic Plan uses the UWG Strategic Plan as its baseline with input from senior leaders, customers (i.e. students, faculty, and staff), employees, suppliers, community, USG, and State leadership to formulate its annual goals and objectives.  Although the CP&F Strategic Plan is designed to support the long-range goals of the UWG Strategic Plan, it is also developed to accommodate the short-range targets and the immediate needs of our primary customers i.e. students, faculty, and staff.

The UWG Strategic Plan was completed in 2000 with updates (Master Plan) planned for every 5 years.  Due to the acquisition of an additional 246 acres of city-owned land in 2003, the Master Plan was revised and identified three principal needs in order for UWG to accommodate the long-range projected enrollment of 15,700 students:

1)      Increased land to accommodate future buildings, parking, and varsity sports facilities

2)      Improved vehicular and pedestrian circulation

3)      Additional building space

Section 2.2     The strategic plan was developed with participation from internal and external stakeholders, approved by the administration, and effectively communicated.

CP&F annual goals and objectives are constructed in the format of SMART Goals (i.e. Specific, Measurable, Attainable, Results-Oriented, and Targeted) and are monitored by senior leaders with the status documented monthly to the AVP.  The AVP also reviews goal and objective status with senior leaders at bi-weekly “1-on-1” meetings, staff meetings, emails, telephone conversations, monthly reports, weekly updates, and annual performance evaluations. The final status of the goals and objectives are submitted each June, in an annual report to the VP of B&F.

The development of the CP&F Strategic Plan is driven by

  • The parameters that are established in the UWG Strategic Plan
  • The UWG Facilities Master Plan
  • Capital Planning process
  • Space Planning Requirements
  • Budget Allocation
  • Input from suppliers (e.g. utility rate quotations, materials availability, service contracts, new technology/equipment availability, etc.)
  • Customer input ( See Figure 2.3-1)
  • Employee input (e.g. monthly meetings, Organizational Trust Surveys, employee performance evaluations, training, 1-on-1 meetings, and the daily conversations that take place between senior leaders and employees throughout the year)
  • Mandates from BOR
  • Government compliances (e.g. ADA, EPA, DOT, Public Health Regulations, Worker’s Compensation Claims, Asbestos Management, Fire Safety, National Fire Protection Association (NFPA), Life Safety, and Pipeline Safety), Office/Laboratory Safety, Department of Administrative Services (DOAS), Insurance Training, and Building Inspections are also given consideration.

This information is synthesized into an annual report that is submitted to the VP of B&F who compiles it with reports from the remaining areas and forwards them to the President of the institution.  Both the UWG Master Plan and the CP&F Annual Report are posted on the CP&F website for review.

Section 2.3     Customer needs and expectations serve as major drivers for setting strategic direction.

Customer needs and expectations serve as a driver for CP&F Strategic Planning.  Figure 2.3-1 identifies these customers and their impact on strategic direction:

Figure 2.3-1



Impact on CP&F Strategic Direction


Enrollment, survey responses, focus groups, work order requests, emails, correspondence from parents, visitation days, campus tours, housing contracts, parking permits issued, student activities

Parking Requirements, Comfort, Recreational Space, Housing Requirements, Event Planning, ADA compliance

Faculty & Staff

Major Capital Requests, Minor Capital Requests, Major Repair and Renovation Requests, Facilities Advisory Council meetings, enrollment projections, work order requests, survey responses, emails, telephone calls, travel requests, focus groups, committee requests, summer camps

Parking Requirements, Academic Space Requirements,  Office Space Requirements, Fleet Vehicle Preparation, Project Management, Work Orders, Environmental Assessments, Risk Assessments, ADA compliance

Section 2.4     Goals and key performance measures are understood by all and periodically reviewed.

CP&F goals and objectives are developed by senior leaders using performance measures/indicators that are filtered to the organization leadership through staff meetings, monthly meetings, monthly reports, and the CP&F website.  The goals and objectives are developed into targeted action plans by senior leaders and their staffs, and are communicated to the appropriate employees for feedback and implementation.

Section 2.5     Performance measures at each level of the organization are used to meet goals.

Performance measures and indicators can be grouped into four different categories within CP&F:  Financial, Customer, Internal Business Process, and Employee Development. While performance measures are used for fact-based decision making in setting and aligning organizational directions, obtaining measurement in the service areas are sometimes difficult to quantify therefore the status is reported through performance indicators.

  • F&G performance measures/indicators include budget performance, utility consumption (i.e. BTU, kWh), labor used vs. areas to maintain, work order backlog, work order efficiency, work order satisfaction, customer service, employee trust, and employee training/development.
  • CP&D performance measures/indicators are related to projects that are planned, implemented and completed on campus, projects submitted vs. projects funded, projects implemented vs. projects completed, project status, punch list inspections, budget performance, customer assessments, and employee training/development.
  • RM/EHS performance measures/indicators include budget performance, safety inspections, safety training, certification, response time to concerns, insurance costs, accuracy of investigation, waste generation, customer assessments, and employee training and development.

Section 2.6     A budget is developed with input from staff that reflects historic expenditures, an analysis of needs, effective allocation of available resources to support the organization's goals and objectives, and seeks new and innovative measures to leverage resources.

The CP&F budget process is developed by senior leaders using such drivers as allocated state funding, wage increases, utility history and rate projections, staff input, organizational development, project requests, enrollment forecast, buildings added/removed, technology/equipment requirements, and environmental regulatory mandates.

Innovation and creativity is fostered through consultants, customer and employee surveys, peer group evaluations, and BPR (i.e. cross-functional teams that review departmental processes on an annual basis to determine where process enhancement can occur).  The information that is provided from these inputs allow for senior leaders to allocate for funding that is necessary to achieve annual goals and objectives.

In the aftermath of Hurricane Katrina and escalating energy costs, CP&F leadership coordinated a cross-functional team of UWG personnel to assess what action plans could be implemented to reduce energy consumption and avoid budget deficits.  The team developed a campus-wide energy saving program which can be reviewed at http://www.westga.edu/~energy/finalproposal.html .

Section 2.7     Standards have been defined for overall operational performance, built environment, and landscape.

CP&F standards are defined through detailed job descriptions, design standards, academic accreditation criteria, facility condition analyses, housekeeping standards, lighting standards, regulatory compliances, preventative maintenance plans, work orders, NCAA requirements, landscaping plans, and grant application requirements. 

Tracking the performance of these standards is accomplished with area inspections, consultants, peer group evaluations, employee evaluations, and periodic tours of campus with the administration and representatives from the Student Government Association (SGA).

Section 2.8     A campus master plan in place, current, and utilized for decision making.

In 2003, UWG engaged the services of planning consultant, Sasaki and Associates, to complete an update to the Master Plan that was developed in 2000.  The Master Plan was based upon an examination of existing and projected student enrollments along with associated faculty and staff levels.  The adequacy of existing space was assessed in relation to national space standards that were established by the Council of Educational Facilities Planners International (CEFPI).  The Master Plan can be reviewed on the CP&D website.

CP&F refers to this Master Plan along with performance indicators from their financial drivers, internal processes, customer assessments, and employee assessments to develop their annual goals and objectives.

Section 2.9     The operational units participate in the development of the construction program and are active participants in the acceptance of completed projects.

Participation from CP&F operational units in the development of the construction program is achieved through the following actions:

  • CP&F creates and implements the program for each construction project.
  • CP&F guides the program from the initial programming process to project acceptance and closeout.
  • For external contractors, CP&D representatives serve as project coordinators to ensure that every aspect of the project meet the criteria that are identified, comply with the regulations outlined by the USG, and ensure that it remains within the budget established by the BOR.
  • F&G representatives provide input on electrical requirements, flooring, fixtures, repair concerns, etc., to ensure that the facility can be operated and maintained effectively once received.
  • RM/EHS ensure that project specific safety plans are submitted and risk assessments have been conducted concerning the project.  RM/EHS representatives attend all pre-construction meetings and perform spot checks during the project to ensure safety protocols are followed. 
  • A project is not complete until a final punch-list inspection is performed by the CP&D project coordinator and discrepancies have been resolved.

Section 2.10   Strategies and processes are in place to ensure continuity of functions in the event of staff turnover or other disruption.

With over 90 years of collective experience in higher education, CP&F senior leaders have created a sustainable environment for performance improvement, innovation, and employee learning through:

  • the promotion of the department’s Vision, Mission, and Purpose to all employees and customers as the cornerstone of its decision making.  This combined with the Strategic Planning Process help CP&F to realize its strategic objectives.
  • the systemization of continuous improvement in their processes (e.g. BPR, Georgia Oglethorpe through their annual goals and objectives).
  • the accountability for performance and their quest to determine how they compare with like institutions.

Other contributors to sustainability include senior leaders’ emphasis on empowerment, organizational learning, feedback, cross training, and annual performance evaluations.

In the event of employee turnover, there is sufficient depth within the organization for operations to continue while the position is filled through the UWG job opening process.

Section 2.11 Emergency response plans are in place, current, and communicated to facilities employees and the campus community as required.

The Director’s of F&G and RM/EHS are members of the emergency command post and their staffs’ play a major role in responding to all emergencies on campus.  They serve on the Homeland Security Committee as well as other university and USG committees which provide input and review all emergency response plans.  The Director of CP&D is responsible for maintaining and updating all utility maps and assists in the event of an emergency as needed.

RM/EHS is responsible for the UWG Safety & Loss Control Manual, the Natural Gas Emergency Procedures Manual, the Hazardous Materials Emergency Preparedness Guide and Contingency Plan.  All RM/EHS personnel are certified in hazardous materials spill response.  These plans are posted on the following website: http://www.bf.westga.edu/cpf/Departments/EHS/

UWG’s Public Safety Department has published emergency response plans for Campus Mail, Emergency Inoculation, Death Notification, Command Post Equipment Checklist, Emergency Personnel Roster, Off-Campus Vaccination, Fire Emergency, Records Disaster, Severe Weather, Campus Evacuations, Weather Emergencies, Winter Storm, Mutual Aid, Medical Emergency, Civil Disturbance and Bomb Threat Response.  These plans are posted on the following website:  http://www.bf.westga.edu/Pubsafe/EmergencyPlans/

Section 3.0 CUSTOMER SATISFACTION 150 points

Customer focus is a key component of effective facilities management. Various stakeholders (faculty, students, staff, and other administrative departments) must feel their needs are heard, understood, and acted upon. Various tools must be in place to ensure customer communication, assess and assimilate what is said, and implement procedures to act on expressed needs.

Section 3.1     Surveys, tools, and other methods are used to identify customer requirements, expectations, and satisfaction levels.

CP&F areas use a combination of customer listening methods and analyses to identify requirements, expectations, and satisfaction levels, and to correct processes that are in need of adjustment.

  • CP&D uses budget performance, surveys, customer interviews, and unsolicited communication from the campus community to gauge its performance and level of customer satisfaction.
  • F&G relies on surveys, work order feedback, open house, customer interviews, and unsolicited communication from the campus community to better understand the requirements and expectations of its customers.
  • RM/EHS incorporate surveys, employee training, interviews, building inspections, campus tours, injury incident reports, and unsolicited feedback to determine customer well being and satisfaction levels.

Section 3.2     The roles, responsibilities, and services provided by the facilities department are well defined, communicated and understood within the department and by all communities served.

Customers may review the roles, responsibilities, and services that are provided by each area of CP&F on their individual websites:

CP&F -            http://www.bf.westga.edu/cpf/

CP&D -           http://www.bf..westga.edu/cpf/Departments/CP&D/dep_layout_pd.asp

F&G -              http://www.bf.westga.edu/cpf/Departments/F&G/dept_layout_fg­.asp

RM/EHS -        http://www.bf..westga.edu/cpf/Departments/EHS/dept_layout_ehs.asp

Employees of CP&F are educated through detailed job descriptions, employee handbooks, monthly meetings, annual performance reviews, and organizational meetings that are conducted by the AVP.

Section 3.3     Levels of service are set to exceed customer expectation and are defined in terms that can be understood by the administration, building users and facilities staff.

With the motto, “Professionally We Serve, Personally We Care” prominently displayed at our work entrance, CP&F employees are daily reminded of the manner in which they must present service as well as the attention and care that is required.

The importance of the customer is emphasized in an employee’s first month meeting with the AVP of CP&F, orientation sessions, in a monthly department newsletter, on the CP&F website, in employee training seminars, and in regular employee meetings within their departments.

The effectiveness of this emphasis is measured through annual customer surveys, work order surveys, and unsolicited communication.

Section 3.4     The communities served know how to obtain, monitor progress and evaluate the services offered. 

CP&F services are publicized on the campus web with a detailed listing on the respective websites of CP&D, F&G, and RM/EHS.  This information is also covered in visitation days, orientation, campus brochures and in the UWG Fact book.

Work orders can be accessed on-line as can staff email addresses.  The work order status can be tracked through the F&G Work Information Center (WIC) using the web-based program Facility Focus, developed by Maximus.

In addition, the AVP of CP&F presides over a semi-annual meeting with the UWG community as well as makes presentations to the community at-large that discuss growth needs, space planning, and future building development. 

Section 3.5     Customer feedback is used to build positive relationships, drive processes and effect improvements.

Feedback from customers is collected through several different drivers of communication (i.e. email, phone calls, annual survey, work order assessments, inspections, focus groups, meetings) and is synthesized into process improvement efforts, developmental training, and annual goal setting.

Specifically, CPD administers surveys for customers and planning sessions with contractors and stakeholders on all construction projects to ensure input on project design as well as outline UWG expectations

F&G administers customer surveys and solicits input from campus committees and surrounding communities to ensure that current issues are addressed and possible remedies are developed. 

RM/EHS administers surveys, attend professional seminars, conduct campus seminars, perform monthly inspections and publishes a quarterly newsletter reviewing the current laws and regulations.

Students on campusSection 3.6     Campus users have a clear understanding and positive view of the services provided by the facilities organization.

CP&F believes that they have achieved this impression and understanding from the campus and surrounding community through their stated mission, vision and values, leadership experience, strategic planning; employee assessment and development, customer and market focus; value-creation processes and improvements, and through performance results. The standards that they use and the manner in which they maintain the buildings and grounds is clearly articulated on their individual department websites. Their motto is “Professionally We Serve, Personally We Care.”

Section 4.0 INFORMATION and ANALYSIS 100 points

Information and analysis is used to evaluate performance and drive future performance improvements. Of interest are the types of tools used (for example, peer comparative data clarified and validated through benchmarking), and how the tools are used to enhance organizational performance. Various aspects of information include facilities inspections/audits, financial/expenditure reports, utility data, and other relevant measures and indicators.

Section 4.1     A systematic process is in place for identifying and prioritizing performance indicators, comparative information, and benchmarking studies for the most critical areas.

CP&F employs the strategy development model that is illustrated in Figure 4.1-1 to help guide them in strategic planning, goal setting, and goal achievement.  The model is framed in the areas of Strategic, Operational, and Deployment and incorporates the three visualizations from Habit Two of Stephen Covey’s book, Seven Habits of Highly Effective People, “Begin with the End in Mind”:

1.       Where are we now              2.  Where are we going             3.  How do we get there

Figure 4.1-1

As noted in the Operational section of the model, the establishment of measures and targets are determined as soon as objectives to goals have been identified.  This process involves area leadership determining what measures are required, and what measures are available to ensure that the objective is achieved.  Due to the diversity of CP&F, goal/objective tracking may come in the form of performance indicators or performance measurements.

CP&D for example collects data through project inspections, employee surveys, employee development, customer surveys, budget performance, phone calls and e-mail.  Scheduled meetings are also conducted with contractors to evaluate the project status and comparisons of bid data to actual data.

F&G data is captured through the measures that are programmed into the computer maintenance management system, utility measurements, budget performance, customer surveys, employee surveys, and employee development.

RM/EHS data is collected through building inspections, phone calls, radio communication, accident investigations, worker’s compensation, employee surveys, customer surveys, and e-mail.

Section 4.2     Benchmarking results, comparisons and performance indicators are tracked and used to drive action within the organization.

Comparative data is selected based upon information that is published (e.g. BOR, APPA, trade magazines) peer reviews, and information that is volunteered by competitive institutions either through their websites or through professional societies.  Senior leaders evaluate this data and incorporate what is applicable into our strategy development process. Facilities data includes such measurements as:

§         maintenance and operations costs (M&O)

§         current replacement value (CRV)

§         capital renewal index (CRI)

§         facility operating index

§         F.T.E. employee & student area maintained by custodial/maintenance/grounds employee, and student, work order (WO) cycle time and backlog

Because no institution is the same, UWG previous performance history is also beneficial in tracking current performance. Previous performance data such as energy consumption is reviewed monthly using such tools as bar charts, histograms, and spreadsheets to illustrate our strengths and our opportunities for improvement.  Other data that is monitored includes:

§         capital project descriptions and cost estimates

§         bids

§         preventative maintenance backlog

§         fleet operation costs

§         utilities consumption

§         injury report, building inspections, environmental waste inspections

§         customer satisfaction measurements

§         worker’s compensation claims

§         project cost estimates

§         budget performance

CP&F also utilizes an array of resources to help drive action within the organization.  Figure 4.2-1 helps to illustrate the generated data, the collection method, and how this data supports decision making.

Figure 4.2-1


Performance Data Generated

How Collected, Aligned, Integrated

Support Decision Making/Performance


Drawings, plans, construction costs, contracts, construction activity and progress, bids, budgets, billing and payment.

Master Plan, Capital requests, Project requests, Building Inventory & Utilization

Capital Requests, Bid process, inspections, Project Manager, Administrative Coordinator, Progress Meetings

Department planning, Master planning, Client & Stakeholder input


Financial:  CRV, GSF, GIE, Capital Renewal, Annual Facility Maintenance Operating Expenditures, Gross Institutional Expenditures Deferred Capital Maintenance Backlog.

Performance:  Cycle Time, Average Age, Backlog, Energy Usage, Energy Reinvestment, Estimating, and Project Soft Cost Indexes.

 Electronically generate queries through WIC, Utilize space management information.  Administrative assistant organizes and analysis data. 

Building inspections

Peer reviews

Benchmark Applications, Energy Management

Department planning, Master planning

Analysis the cost benefit relationship for the amount of services provided versus the quality provided taking into consideration future/ existing funding.  Publish annual report.


Injuries,  Worker’s Compensation Program, Return-to-Work Program, Environmental Health Hazards, ADA, Risk Management, Safety, Building Inspections, third-party compliance Quarterly report comparisons

Data is submitted through various forms and records through the RM/EHS staff.

Data is stored electronically in spreadsheets, digital pictures, and written reports.

Department planning, Master planning

Section 4.3     The department ensures that data and information are communicated and accessible to all appropriate users.  The required data and information have all the characteristics users need, such as reliability, accuracy, timeliness, and appropriate levels of security and confidentiality.

As an agency of state government, the information that is collected, generated, and published is subject to the evaluation of our stakeholders at any time using the Georgia Open Records Act.  CP&F ensures the accuracy of this information.

Because of the diverse areas that comprise CP&F, information is gathered from numerous resources such as construction bids, first report of injury form, consultant analyses, inspection reports, computer maintenance management system, e-mails, phone calls, 1-on-1’s, etc.  This information is then channeled into key performance measures that are delivered to CP&F customers, partners, and constituents through such instruments as staff meetings, monthly reports, annual reports, committee meetings, community forums, 1-on-1’s, professional conferences, pre-construction conferences, websites, phone calls, e-mail, correspondences, and personal visits.

CP&F relies on UWG Information Technology Services (ITS) and the  Department of Business Information Technology Services (BITS) to provide the support that is necessary to ensure continued availability of data and information including hardware and software systems in the event of an emergency.In addition, UWG’s Public Safety Department provides advance notice of weather emergencies through listserv e-mails as well as alerts on the UWG website.  The alerts help to provide our personnel with sufficient time to shut down their systems in order to prevent local hardware damage.

CP&F also adheres to the UWG Records Disaster Management Plan which provides instruction for both hard copy and digital file storage.

Figure 4.3-1 illustrates how CP&F provides examples of needed data per each area and how they make this information current and accessible to employees, suppliers and partners.  One of CP&F values is integrity, and they accomplish it by being open and honest with the information they communicate.

Figure 4.3-1


Needed Data

How do you make it available?

 Ensure integrity, reliability, accuracy, timeliness, security, and confidentiality


Department Goals & Objectives

5 Yr. Master Plan Update

Printed Document/PDF

Integrity - Steadfast adherence to regulatory and government guidelines thru periodic audits and departmental reviews.

Reliability - Dependable and trustworthy information is researched, generated and published by our hard working employees that are driven to provide “Professional Service in a Personal Environment.”

Accuracy - Utilization of electronic resources for spelling, grammar and project calculations. Soliciting second and third source proofreading. Employ legal representation.  Evaluation of comparable documentation for analysis of key contractual obligation.

Timeliness- Prompt and punctual release of data due to adherence to performance goals, master planning process, achievement of campus projects, budgets, customer feedback and government regulations.

Security - Protect data and systems from loss or damage by:

-Providing proper “file & drive” back-up training to all personnel

-Alerting personnel of current or potential threats (e.g. computer virus, infected e-mail)

-Performing annual hardware inventories

-Securing key data/information areas

-Restricting access to critical data-generating websites.

-Security/anti-virus software

Confidentiality - Restrict access to specified financial, personal, and medical information as required by law.


Current Projects

Future Projects

Major Renovation/Repair

5 Yr. Capital Plan

File Management


Printed Document/PDF

Auto CAD, Internet, CD, DVD


Energy Consumption

Budget Reconciliation

Lighting Inspection

Renovation & Repairs

People Soft, Spreadsheets

E-mail, telephone


Fire Safety & Evacuation


Safety Improvement


Written report

Section 4.4     An effective facilities inspection or audit program is in place that provides a regular appraisal of facilities conditions, identifies maintenance and repair needs, and quantifies facilities maintenance resource requirements.

UWG has 84 buildings that are located over a campus of 375.44 acres.  The construction dates of the buildings range from 1843 to 2006.  Since 1997, CP&F senior leaders have performed an assessment and prioritization of all the buildings and engage an outside agency to perform a Facility Condition Analysis (FCA).  The FCA is performed every 5-7 years and compiles a comprehensive database on the physical condition of the building portfolio. The FCA addresses the condition of most major building components that include site, architectural, structural, interior finishes, ADA requirements, HVAC, electrical, plumbing, life safety and fire protection, environmental health, and building accessibility.

In addition to the FCA, the following inspections and analyses are also performed:

§         A periodic ADA analysis that is performed by the Georgia Building Authority

§         An independent roof consultant is contracted on an annual basis to develop a roof condition analysis with input from CP&D and F&G representatives

§         Annual chiller inspections are contracted out to ensure the functionality and efficiency

§         An annual inspection of the electrical distribution system is performed

§         An annual Natural Gas Pipeline Safety inspection

§         Elevator inspections are contracted annually

§         Annual fire alarm system inspections

§         Annual boiler inspection

§         Annual backflow prevention

§         Monthly fire extinguisher inspections

§         Energy analyses of 2003, 2006 led to an electrical upgrade on campus in order to prepare for the future growth as projected in the Master Plan upgrade. 

In June of 2003, RM/EHS implemented a building inspection program that evaluates the entire building in the following categories:  Life Safety, Fire Safety, Food Safety, Electrical Safety, Security/Homeland, Safety, ADA/Ergonomics, Occupational Health, Chemical Hygiene, Environmental, Risk Management, Resource Management/Energy Conservation; Space Management; Housekeeping and Building Improvement.  During June 03 – June 06, a total of sixty-nine buildings were inspected with 3559 discrepancies identified.  During fiscal year 2007 (July 06-June 07), twenty-six of the seventy-two buildings scheduled have been inspected.  A total of 1244 items have been identified thus far.

The report has built-in links that make it interactive in reviewing area pictures, regulatory citation if applicable, and floor plans that note the discrepancy.  The report is also sorted according to the type of discrepancy and lists the recommended corrective action.  Items described as “Building Improvement” are the lowest priority and may be considered as a suggestion for future planning and funding.  All stakeholders are provided with a copy of the report and a follow-up is conducted within 30 days.  The final report is sent out 30 days after the follow-up request.  A copy of the full final report is sent to the respective Dean, Associate Vice President, or Vice President depending on the department’s organizational structure.  All reports and the inspection schedule are at http://www.bf.westga.edu/cpf/Departments/EHS/building_inspections/building_inspections.asp

Section 4.5     An expenditure report is available to managers on a regular basis and is used to effectively evaluate and control expenditures in assigned sub-units.

The Office of Budget Services is responsible for the preparation and administration of UWG’s $112 million budget during a fiscal year that begins in July.  The budget development process initiates in November and is finalized in June.  Budget Services post budgets on their website that are accessible for all departments to review.  F&G also employs a full-time administrative position that is responsible for monitoring expenditures on a daily basis (e.g. petty cash, purchasing cards, purchase orders and check requests, contracts, travel reimbursement) and ensuring that accounts are reconciled.  Individual department budgets are prepared for all budget managers.

 Section 4.6    An effective system of measuring and recording utility data is in place and is used to establish trends, minimize costs, and promote energy conservation, and encourage environmental preservation.

F&G has monitored metered utility performance for the past 10 years using custom databases that help to track natural gas, electricity, and water consumption/expenditures by building.  All data is channeled by a full-time administrator who monitors the database for variances in utility performance and budget expenditures.

In the aftermath of Hurricane Katrina, a campus energy committee was established to seek and establish energy conservation methods across the campus.  Programs such as turning off lights and computers, removal of area heaters, regulating building temperatures, and adjusting summer work and holiday schedules, have helped to reduce energy consumption and expenditures.

Section 4.7     The organization has a process to ensure that hardware and software systems are user-friendly, reliable, up-to-date, and meet the needs of all users.

As mentioned in Section 4.3, CP&F relies on the following departments to provide current, reliable, and user-friendly hardware and software systems:

ITS provides guidance in the selection of operating systems, database and other software systems associated with the campus network infrastructure.  ITS is located at the center of campus in the basement of the Boyd Building with a state of the art fire suppression system for the computer mainframe room. Intranet and electricity cables have been secured underground throughout the campus. ITS ensures that all e-mail is filtered with virus protection, that employee passwords are changed every six-months, and that a system back-up is performed every 24-hours.

BITS is located in Aycock Hall and is responsible for solving software, hardware, systems problems, and developing business applications that aid the Business & Finance Division of UWG to run smoothly and efficiently.


An organization's success depends increasingly on the knowledge, skills, innovative creativity, and motivation of its employees and partners.  This criterion addresses the ways in which the facilities organization ensures a continuing learning environment through communication, policies, recognition, training, professional development opportunities, and other methods.

Section 5.1     Staff positions are properly classified and allocated in adequate numbers to meet the standards for the targeted level of service.

UWG staffing positions are structured according to a classification system that was redesigned by the USG in 2003.  Built upon IPEDS federal reporting requirements, the new system:

§         Eliminated approximately 1,500 classifications

§         Supported consistent legal compliance and reporting across 34 institutions, and

§         Created flexibility and reduced shadow systems at the campus level

Job positions within CP&F are channeled through the UWG Human Resource Department (HR).  Each position has a job description along with a classification that is based upon the skill level, education/certification requirements, and physical demands that are required.  When a position is open, a job description of that position is posted on the UWG website and at designated areas for a period of at least 10 working days.

CP&F staffing conforms to the UWG and USG policies.  Staffing levels are determined by CP&F senior leaders based on the level of funding that is allocated by USG and approved by the state legislature, and through comparative information that is generated by organizations such as IPEDS, APPA, etc. along with the recommendations from planning consultants, peer reviews, and professional associations.  The following, is a listing of some of the resources that CP&F has utilized since 1998:

  • 1998 - Rosser and Associates provided a staffing review that helped CP&F transition to a computerized maintenance management system.
  • 1998 - Roesel and Kent provided a staffing study for custodial services.  A follow-up review was conducted in 2004. 
  • 2002 - ISES Inc. provided a preventative maintenance review in anticipation of a state wide PM initiative.  ISES Inc. also reviewed staffing and effectiveness of departments in 2005. 
  • 2005 - CP&F solicited facility representatives from other institutions within the USG to conduct a peer review of the F&G area for work quality and efficiency.
  • When applicable, CP&F also participates in benchmarking efforts that are conducted by APPA, American School and University, etc.

Section 5.2     Training programs provide for new employee orientation and technical skills enhancement for all staff.

HR provides all new UWG employees with a handbook on the policies and guidelines of working within the USG as well as an orientation of the benefits that are available.  This documentation is available on the HR website (http://www.bf.westga.edu/HRPay/) along with information pertaining to employment, job postings, tuition assistance, open enrollment, forms, and holiday schedules.

CP&F orientation begins with a new employee orientation checklist that requires the supervisor to complete within the employee’s first three working days.  The checklist is divided into four sections with the following topics to address:  Receiving the New Employee, Welcoming the New Employee, Introducing the New Employee to the Job, and Follow-up.  The orientation also includes the distribution of the F&G disciplinary guidelines, introductions to senior leaders of the department, and a meeting with the AVP within the first month of employment.

New employees are also required to work their first six-months of employment on a probationary period whereby on-the-job training and development is predicated on the responsibilities and skill level of the classification they have been assigned. The probationary period also allows

§         The area supervisor to evaluate the employee’s ability, suitability, and potential for success.

§         Time for the employee to decide if they satisfying the job assignment.

Prior to the completion of the probationary period, the supervisor will evaluate the new employee’s job performance.

Technical training is determined by senior leaders of CP&F based on area needs, new technology, and input from employees.  Examples of such training include natural gas pipeline safety, specialized software, equipment operation, etc.

Employees who apply pesticides and those that operate energy controls are provided with required training and certification. 

RM/EHS personnel provide monthly training to all CP&F personnel on topics such as slips, trips, and falls, asbestos awareness, bloodborne pathogens, chemical safety, back safety, hand tool safety, right-to-know, compressed gases, etc. 

Professional development is achieved through the UWG tuition remission program, professional associations (e.g. APPA, NACUBO, SACUBO, SCUP, AMA), consultants, and outside agencies such as Georgia Oglethorpe Inc., Georgia Public Service Commission, and NFPA.

Training records for all CP&F employees are located in their respective areas of employment.

Section 5.3     An effective communication system exists within the department to ensure that each employee knows his or her role in the department, the role of related areas, and the overall role of the department.

As indicated in Section 3.2, the roles, responsibilities, and services that are provided by CP&F are well defined, communicated and understood within the department and by all communities served.

All new employees are provided information through publications, meetings, and on-the-job training.

Effective two-way communication is built into our CP&F Strategy Development Cycle (Figure 4.1-1) using Goal Review, Result Review, Evaluation of the Situation, and Developing Attainable Action Plans.  CP&F accomplishes this through bi-weekly 1-on-1 meetings between senior leaders, daily staff meetings with supervisors, monthly employee meetings, annual performance evaluation, annual employee surveys, and Business Process Redesign.

Section 5.4     Safety policies and procedures have been established, written, and communicated to all staff.

At the time of initial employment, all employees receive an employee handbook from Human Resources which defines Federal Employee Mandates and employee responsibilities.  Employees are also given Chemical Right-to-Know information during orientation and are required to complete the BOR on-line training modules.  Students enrolled in Arts and Science Classes are also required to complete these modules as a class requirement.

A safety manual was initiated by RM/EHS in 2001 and was adopted by UWG in October 2003    (http://www.bf.westga.edu/cpf/Departments/EHS/safety_chem/Safety_Manual/).  The safety manual is a comprehensive document that encompasses aspects of safety.  All department heads are provided with a copy of this manual and all employees are required to become familiar with its contents. Revisions to this manual are hard copied and distributed by RM/EHS to department heads for updating area manuals and additional employee training.

In addition, RM/EHS publishes semi-annual newsletters on due diligence that are distributed via email and are posted on the RM/EHS website.  http://www.bf.westga.edu/cpf/Departments/EHS/newsletters/newsletters.asp

As indicated in Section 2.11, emergency response procedures have also been posted on the Public Safety website.  Email alerts are distributed for public warnings and recommendations, emergency plans, and weather emergencies/closings.

Section 5.5     Accident records are maintained and used to reduce accidents and identify tasks for special attention.

Employee accidents and injuries are reported, documented, compiled, and reviewed by RM/EHS.

On campus accident investigations are sanctioned by the Georgia State Board of Workers Compensation Handbook and are governed by the USG Department of Administrative Services (DOAS) (http://sbwc.georgia.gov/vgn/images/portal/cit_1210/13928589employee_handbook.pdf) and are governed by the DOAS.

Accidents are to be reported using a First Report of Injury Form and the records are maintained by RM/EHS.  RM/EHS evaluates this data for the preparation of the monthly safety training topics as described in Section 5.2. (http://www.bf.westga.edu/cpf/Departments/EHS/manuals/frif.pdf)

Figure 5.5-1 reflects injury data that has been compiled for the last three years:

Figure 5.5-1






Total Injuries, UWG Employees




Total Injuries, Facilities & Grounds




% Total Injuries, Facilities & Grounds





Total Recordable Injuries, UWG Employees




Total Recordable Injuries, Facilities & Grounds




% Total Recordable Injuries, Facilities & Grounds




Section 5.6     The organization promotes employee development and professional development through formal education, training, and on-the-job training such as rotational assignments, internships or job exchange programs.

CP&F addresses education, training, and development needs based upon our strategic challenges (Section 2.10), master plan requirements, our annual goals and objectives, staff input, employee input (Section 2.2), changes in technology, available funding, and benchmarking with other institutions.

Employees are selected by senior leaders based on classification, job performance reviews, education, and succession planning.  Examples of employee development include the SACUBO College Business Management Institute (CBMI), SACUBO quarterly conferences, APPA Institute for Facilities Management, GAPPA annual conference, CMMS training, and peer reviews with other institutions.

Section 5.7     Career development is supported through involvement in job-related and professional organizations, and opportunities to advance within the department.

CP&F staff members are involved in many professional organizations, including those for Facilities Management, Planning, Architecture, Chemical Safety, Risk Management and Emergency Response.   

CP&D personnel attend special sessions and conferences related to their specific areas.  They attend auto-cad training, office management classes, GAPPA conferences, BOR facilities conferences, daily meetings and biweekly meetings.

RM/EHS attends various training classes and professional conferences in the areas of life & job safety, insurance, environmental and chemical safety to enhance their knowledge, performance and maintain certifications.

F&G supports their employees by providing resources for obtaining and maintaining certifications.  Many of the trades’ personnel (plumbers, HVAC, electricians, pesticide applicators) are sent to annual training and conferences.

Career development and advancement opportunities are afforded to each employee based upon the employee’s experience, need, and benefit to UWG. Consideration for promotion is based on who has applied for the job posting and who is most qualified.

Section 5.8     Work performance and attendance tracking measures are in place, are understood by staff members, and are used by supervisors to assess performance.

Key performance indicators are outlined in the job descriptions, reinforced within the guidelines, and measured in performance evaluations.

Figure 5.8-1


Significant Work Performance

How Employees Understand

Performance Assessment


Construction projects

Project inspections



Annual Goals & Objectives

Completed Inspection

Performance Reviews

On-time completion

Within budget




Work Order





Motor Pool

Annual Goals & Objectives

Area Inspections

Performance Reviews

W/O Completions


Safety violations

Worker’s Comp. claims




Building Inspections



Hazardous Waste


Annual Goals & Objectives

Area Inspections

Performance Reviews


Workers Comp. Claims




Section 5.9     The organization utilizes both formal and informal assessment methods and measures to determine employee well being, employee satisfaction, and motivation.  Assessment findings are linked to performance results to identify priorities for improving the work environment, employee support climate and the supervisor's effectiveness (coaching).

CP&F uses such formal assessment methods as annual strategic planning sessions (Goals 1 and 2), annual employee performance reviews, custodial inspections, attendance, certification training, and monthly meetings to assess employee well being, satisfaction, and motivation. 

In addition an Organizational Trust survey has been administered during the last three years that measures employee assessments in the areas of respect, empowerment, commitment, contentment, caring, expectations, communication, and development.  An analysis of these measurements has resulted in an annual presentation from the AVP, supervisory training sessions, motivational seminars, recognition programs, and increasing trends in response approval.

Informal assessments are measured during lunch/coffee breaks, employee behavior and attitude, and daily casual conversations with supervision on rounds through the areas.

Section 5.10 Employee recognition programs are in place for individuals and groups (may include community service).

Employee recognition awards such as Employee of the Year and quarterly Customer Service Employee Recognition awards help to motivate CP&F employees but so do other factors such as BPR (employee contribution), campus expansion (job security), creating a safe work environment, empowerment (risk-taking without fear), building organizational trust, promotion from within, growing enrollment forecasts, annual performance evaluations, cross training, staff recognition days, newsletter recognition, tuition reimbursement, certificates of training, and positive feedback from customers and senior leaders.

Section 5.11 Processes are in place to determine the effectiveness of recruitment and retention programs and to identify areas for improvement.

Employee evaluations occur in March of each year.  The employees are evaluated for attendance and leave utilization, appearance, customer service, teamwork, commitment to the organization, job knowledge, quality and quantity of work, and continuous learning & improvement.

The Organizational Trust surveys also identify the organization’s retention, strengths, and opportunities for improvement.  Following, are examples of the 2007 responses:

Years of Service per Work Area










Motor Pool



Move Crew

RM /
















































Over 15




























Section 6.0 PROCESS MANAGEMENT 100 points

Effective process management addresses how the facilities organization manages key product and service design and delivery processes. Process management includes various systems such as work management, performance standards, estimating systems, planning and design of new facilities, recruitment and retention programs, and other key processes that affect facilities functions.

The CP&F process management evolves from the Strategy Development Cycle that is illustrated in Figure 4.1-1.  Organizational interests are determined within the Strategic Phase, process requirements and action plans are developed in the Operational Phase, and the plan is executed in the Deployment Phase with a review of results always funneling back into goal assessment.

Needs for process revisions or new processes are based on factors that not only impact the scope of work for CP&F, but also the vision and mission of UWG.  Factors that influence process revisions or change include technology, safety requirements, department capabilities, stakeholder input, institution’s schedule, interest rates, benchmarking, legal requirements, State of Georgia revenue, community support, and enrollment.

Effective CP&F process management is achieved through leadership, a proactive working culture, having a strategic plan that is reinforced with SMART goals and objectives, performance indicators to measure those objectives, two-way communication from customers and employees, and determining if the process provides the desired results.

Section 6.1     Processes are in place to ensure that departmental facilities and equipment are adequate for the provision of effective and efficient services.

Facilities & Equipment

Processes in Place

Ensure Effective and Efficient Services


-Metered measurements

-Monthly analyses on electricity, natural gas, water, and waste removal

-Conformance to federal guidelines on seasonal temperature set points

-Energy consultant

-Campus Energy Committee and Energy Conservation website.

-Two-way communication with utility providers

-Annual back-flow inspections

-Professional memberships

-Customer feedback/surveys

Campus Buildings

-Facilities Condition Analyses

-Historic preservation plan

-Building Inspections

-Roof Inspections

-MRR requests

-Major Capital Project Requests

-Minor Capital Project Requests

-Scheduled pest control applications

-Severe weather response plan

-ADA analysis

-Elevator service contracts

-Annual elevator inspections

-Consultant studies

-RM/EHS audits & inspections

-Project Management

-Adherence to USG guidelines

-Input from semi-annual campus facilities meetings conducted by the AVP

-Individual meetings scheduled by the AVP and campus department heads

-Pest control certifications

-Professional memberships


-Customer feedback/surveys

Building Equipment

-Preventative Maintenance schedules

-ADA analysis

-Fire Alarm inspections

-Building Inspection

-Monthly emergency eyewash & safety shower testing

-Monthly building emergency phone testing

-Monthly emergency generator testing

-Employee Certification

-Professional societies

-Trade seminars


-Customer feedback/surveys


-Energy control service agreements

-Web-based control system

-Preventative Maintenance schedules

-Annual fume hood certification

-Filter change program

-Employee Certification

-Annual Chiller inspections

-Natural gas-line inspections

-Boiler inspections

-Professional memberships

-Customer feedback/surveys


Landscaping Equipment

-Preventative Maintenance schedules

-Equipment and chemical storage

-Annual inventory

-Employee Certification

-Peer reviews

-Professional memberships

-Trade seminars

-Customer feedback/surveys


-Skill specific training

Facilities & Equipment

Processes in Place

Ensure Effective and Efficient Services

Fleet and Motor Pool Services

-Vehicle service

-Preventative Maintenance schedules

-Employee Certification

-Customer feedback/surveys


Internet Technology

-Business Information Technology Services (BITS)

-Separate server

-Firewalls, virus protection,

-Password changes every 120 days

-USG guidelines

-UWG guidelines

-daily back-up of files

-evaluations of new technology

-Employee certification and development


Section 6.2     An effective work management system is in place to identify, report, correct, and document substandard conditions and maintenance requirements.

F&G employs a Computer Maintenance Management System (CMMS) that is accessible to the UWG community through on-line links, email, telephone, and personal requests.  All work requests are channeled and documented through the Work Information Center (WIC) and are given a numerical code which is provided to the customer for reference and traces the complete work order history.  At the completion of a work order, a questionnaire is automatically sent to the originator of the work request for feedback on the service that was provided.

An FCA is performed by outside consultants based on a prioritization of buildings from CP&F leadership.  An FCA is performed every 5-7 years and is predicated on funding that is allocated by the USG and Georgia State Assembly.  As reported in Section 4.4, the FCA encompasses such inspection criteria as site, architectural, structural, interior finishes, ADA requirements, HVAC, electrical, plumbing, life safety and fire protection, environmental health, and building accessibility.

Also reported in Section 4.4, RM/EHS prioritizes and schedules inspections to ensure that each building on campus is in compliance of the health and safety standards set by local, state and federal agencies.

Section 6.3     Work authorization and scheduling procedures have been established that are consistent with the defined role of each work unit and achieve an equitable distribution of resources.

As described in Section 6.2, F&G work orders are received, documented, and scheduled by WIC using the CMMS.  WIC has a Scheduler who coordinates work planning with F&G supervision on a daily basis to estimate work duration and manning requirements, ensure materials availability, and maximize schedule efficiency.  CMMS enables WIC and supervisors to evaluate work orders to ensure accountability, backlog, planned vs. reactive work, past due requests, material costs, preventative maintenance status, estimated vs. actual labor, and monthly report by shop.  Flex scheduling of personnel provides this area with the ability to provide the service that is necessary to accommodate the needs of the campus community while addressing the long- and short term strategies of the institution.

With its mission to provide architectural, engineering, and project management services to the campus community, drivers of CP&D work requests are submitted through the WIC, emails, telephone calls, and through the Capital, MRR, and Space Planning processes.  CP&D reviews, prioritizes and assigns the request to appropriate personnel.  The following link provides the procedural manual that CP&D follows for project management:  http://www.bf.westga.edu/cpf/Departments/CP&D/manuals/Procedure%20Manual_CPD%20Rewrite%203-01-05.pdf

RM/EHS plans, schedules, and coordinates working assignments based on priorities established through annual goal setting, BPR’s, work injuries, WIC, customer requests and campus inspections.  RM/EHS has three employees who set their priorities on a weekly basis but due to their proximity to one another, have the flexibility to adjust to the daily demands associated with this field.

Section 6.4     An effective preventive maintenance (PM) program is in place to provide regular inspection and servicing of facilities equipment to assure maximum service life, reliability, and operation.

As indicated in the table that is displayed in Section 6.1, PM programs are established in each area of F&G.   All PM’s are required to be logged into the CMMS program 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. The status of PM’s is reviewed by area supervision and the scheduler on a daily basis to ensure program efficiency and effectiveness.

Section 6.5     An estimating system is used that provides accurate estimates of labor and material requirements in order to plan the execution of work and to determine the causes of significant deviations between actual costs and estimated costs.

All estimates are tracked through the CMMS using a report labeled as “Estimate Time vs. Actual Report.”  This report has the capability of estimating all areas of F&G work by day, week, month, or current fiscal year.  Consistency in estimates is achieved through the use of historical data.  Although work loads can vary at certain times of the school year, the system has proven very effective.

CP&D project estimation is based on an in-house database along with the Means estimating manual and job-costing services.

Section 6.6     Design guidelines that incorporate such elements as energy consumption, operating costs, environmental concerns, maintainability, sustainability, accessibility, and safety have been prepared, updated and utilized.

The scope of CP&D work is threefold:

  1. General Contractor
    • Establish Budgets
    • Select Subcontractors
    • Provide billing and payment administration
    • Management of construction activity and progress
    • Overall management of projects under contract
  1. Project Management
    • Drawings and plans
    • Bids, budgets, and schedules
    • Selection of contractors and consultants
    • Daily management of construction activity and progress
    • Billing and payment administration
  1. Advisor/Consultant
    • Architect, engineer, and contractor selection
    • Scope 
    • Planning
    • Bids and budgets

Compliancy standards such as Georgia Building Codes (GBC), Americans with Disabilities Act (ADA), and the Preservation of Historic Buildings and Sites are used in developing building construction and maintenance planning.

Section 6.7     The delegation of budgetary responsibilities for management of sub-units of the budget is effective in controlling expenditures.

CP&F employs a fulltime administrator to monitor all work areas and ensure budget compliance.  Budgets can be accessed by CP&F senior leaders via the UWG website and manual reports are prepared and distributed monthly to area supervision.  Various levels of delegation have been established to ensure control and compliance.

Section 7.0 PERFORMANCE RESULTS 250 points

The facilities organization's performance as it can be assessed through campus appearance, employee satisfaction and motivation, effectiveness of systems operations, customer satisfaction, financial results, and supplier/business partner results. Where feasible, it is helpful to have measurement tools in place to assess performance in these areas.

Section 7.1     The appearance of the buildings and grounds is in keeping with the surrounding community and stated image of the institution.

UWG’s campus is considered to be one of the most beautiful in the University System of Georgia. Landscaping and Grounds Maintenance continue a long tradition of systematic landscaping that began in 1919 when Fourth District A&M School Principal, John H. Melson, solicited governors from the original 13 colonial states for a gift of an oak tree in a variety indigenous to their state. Several trees are still growing along Front Campus Drive.

To commemorate the centennial of UWG in August 2006, representatives from the campus and surrounding community reenacted this ceremony by planting an additional 13 trees of different varieties on the campus grounds.http://www.westga.edu/~ucm/news_archive/08_06/trees.html

Victory Garden at Alumni HouseF&G maintains a Standard Operating Procedures manual for landscaping and grounds personnel.  Established in 1987, this document continues to be the core framework of processes that drives daily and seasonal activities for landscaping and grounds activities.  This document is modified periodically to adapt to the changing needs of UWG.

UWG landscaping cares for the many plant species residing on the almost 400 acre campus. They also construct and maintain irrigation systems, curbs, gutters, sidewalks, and athletic fields. A University nursery cultivates plants for seasonal, new, or replacement landscaping.

                                                                                                  Victory Garden at the Alumni House

The campus has over 90 buildings that range in age of construction from 1843 to 2006.  A total of 12 buildings exceed 50 years in age, and two of the buildings (Bonner and the Kennedy Chapel) are registered with the National Historic Society.

In order to provide a solid analytical basis for planning and decision-making, CP&F refers to the UWG design criteria manual and the master plan for future building needs as it is based upon an examination of existing and projected student enrollments along with associated faculty and staff levels.  The adequacy of existing space was assessed in relation to national space standards established by the Council of Educational Facilities Planners International (CEFPI).

Section 7.2     The condition and cleanliness of facilities are in keeping with the image and standards adopted by the institution as well as activities associated with its mission and programs.

CP&F utilizes the following sources to help ensure that the quality of service meets with the institution’s expectations of facilities condition and cleanliness:


How it applies to maintaining the image/standards

UWG Mission

Declares UWG’s vision and framework

Strategic and Master Plan

Provides CP&F with information on enrollment projections, building and learning requirements, parking and traffic concerns, student services and housing needs, campus open space, and campus utilities.


CP&F Strategic Planning

Details the goals and objectives to achieve the institution’s mission and the goals outlined in the Master Plan Executive Summary and the institution’s strategic plans.

State Funding

The amount of funding approved by the state legislature.


Standards for custodial services, and building and grounds maintenance.

Trade Resources

APPA – metrics to adopt standards

Facilities Condition Analysis

Condition of facilities


Building inspections

Supervisor inspections

Field inspections of housekeeping, residence halls, and grounds.

Customer Input

Input from Work Orders Questionnaires, unsolicited emails, and surveys.

Community input

Civic club presentations, surrounding neighborhood meetings

Section 7.3     Building systems and infrastructure are maintained and operated at a level of reliability that contributes to the successful implementation of the institution's mission and programs.

CP&F relies on the following processes to ensure that the building systems and infrastructure are maintained and operated at a level of reliability that contributes to the successful implementation of the institution's mission and programs:

  • Facilities Condition Analysis - A comprehensive summary of buildings that are prioritized in terms of age, existing conditions, repair, and future needs.
  • Capital Request Program – An annual program that is administered by CP&F which requires submissions by the department heads for future spacing needs, technology, project descriptions, justification, and approval.
  • PAC – reviews, prioritizes, and approves future projects and funding proposals.
  • USG - Reviews, prioritizes, and approves funding requirements that are submitted from all institutions for future projects and funding proposals.
  • Georgia State Assembly – reviews and provides final approval for all funding allocations and projects that are recommended by the USG.

Section 7.4     Funding resources are effectively used and are adequate to support a level of facilities maintenance that prevents the deferral of major maintenance and repairs.

The funding resources that are approved by the state legislature are channeled through UWG’s budget office.  The Maintenance and Operations (M&O) budget for UWG is determined by the Vice President of Business & Finance.

The M&O budget for CP&F is managed by the AVP of CP&F to ensure adequate support and maintenance of facilities.  The budget for FY2007 is $9.9 million.

CP&F budgets a full-time administrative position to monitor the budget and ensure that accounts are properly maintained in such cost centers as Physical Plant Administration, Design and Construction, Risk Management, Business and Finance Planning, Building Maintenance, Custodial Services, Utilities, and Landscaping & Grounds.

As indicated in Section 7.3, facilities that require maintenance, infrastructure, or renovation, are prioritized through the Capital Request Program and are scheduled based on the funding that is approved by PAC.  For those facilities that do not get approved, they are either resubmitted the following year or are scheduled with funds that become available towards the end of the fiscal year from other campus areas.

Section 7.5     Staff is highly motivated and productive, taking pride in the accomplishment of their duties.

CP&F employees are motivated by

  • a working culture that provides employees with opportunities to contribute their ideas
  • growing enrollment forecasts
  • campus expansion
  • job/pay postings
  • promotion from within organization
  • cross training
  • positive feedback from senior leaders and others
  • annual performance review
  • recognition awards (e.g. Employee of the Quarter)
  • an employee benefits package that includes options on Life Insurance, Health Insurance, Long-Term Disability Insurance, Continuing Insurance, Flexible Spending, Credit Union, Tax Shelters, Employee Assistance Counseling, Direct Deposit, Tuition Remission and Retirement Investments.
  • creating and working in a safe environment, and
  • building organizational trust

Organizational Trust surveys have been administered annually to all CP&F staff members.  Major points from the most recent survey reveal the following:

  • Of the 134 surveys completed, 65 (49%) were endorsed.
  • 67% of the workforce has 10 or less years of experience with CP&F.
  • 40% of the work force is Custodial Services.
  • Based on the responses classified as Agree or Strongly Agree, CP&F personnel have a very positive perception of the organization in the following areas:



This organization is concerned about my safety.


Maintaining a safe and productive work environment.


I feel that my work is important to this organization.


This organization seeks opportunities to keep me working when times are slow.


This organization is concerned about it’s employees


I feel a sense of loyalty to this organization.        


This organization allows me to be creative in my job responsibilities.


  • Based on the responses classified as Disagree or Strongly Disagree, areas to improve include:




This organization demands the same level of performance from all coworkers.



  • Based on the responses classified as Undecided, CP&F growing edge is in the following areas:




This organization really listens to what I have to say.



Most of my co-workers enjoy working for this organization.



This organization really appreciates my efforts.



In addition to staff assessments, CP&F also examines input from annual performance evaluations, monthly departmental meetings, daily staff meetings, work order assessments, customer surveys, area inspections, absenteeism, and employee turnover to provide a clear understanding of the culture and employee morale.

Staff motivation is also lifted through the amount of training, development, and education that CP&F invests in their employees.  Using such resources as institution’s strategic plan, master plan requirements, annual goals and objectives, staff input, employee input, changes in technology, funding available, and benchmarking with other institutions; CP&F leaders determine funding allocations and prioritize training.

  • CP&D personnel attend special sessions and conferences related to their specific areas.  They attend auto-cad training, office management classes, GAPPA conferences, BOR facilities conferences, daily meetings and biweekly meetings.
  • RM/EHS attends various training classes and professional conferences to enhance their knowledge and performance in the areas of life & job safety, insurance, environmental and chemical safety.
  • F&G supports their people by providing resources for obtaining and maintaining certifications.  Many of the trades’ personnel (plumbers, HVAC, electricians, pesticide applicators) are sent to annual training and conferences.

CP&F also employs group training when the need arises.  An example of this just occurred in December 2006.  Following-up on an initiative that was introduced by USG Chancellor, Erroll Davis in April 2006, CP&F conducted two on-campus seminars in customer service training within the first six months of FY2007– one involved a values-oriented approach and the other involved an examination of working styles.

Section 7.6     Customer satisfaction measures ensure that the levels of service are consistent with customer needs and requirements and within the facilities department's capability.

With CMMS upgrades completed in early 2006, CP&F went from measuring customer satisfaction  every 18 months to measuring satisfaction on each completed work order!  The results for the first half of FY2007 are as follows:

Work Order Question








Was the work order completed on time?








Was the response time adequate?








Were our employees courteous and considerate?








Did WIC handle your request efficiently?








Number of responses








Note:  Ratings are based on a 10-point scale with 10 being the highest ranking.

As a follow-up to USG Chancellor Davis’ emphasis on customer service, all three areas of CP&F completed Customer Service surveys during the fall months of 2006.  The results from these surveys will be incorporated into the CP&F strategic planning in May.

In addition to surveys, customers are accessible to CP&F through email, phone calls, personal visits, semi-annual meetings that are conducted by the AVP to review the facilities master plan, and through scheduled presentations that the AVP conducts with civic groups.

Section 7.7     Managers and supervisors stay in touch with the needs of higher education.

CP&F maintains involvement with future educational needs through regular attendance at USG strategic meetings, trade conferences and subscriptions to trade publications, professional affiliations, consultants, capital request program, list serves, bench marking, and visits to other campuses.

Section 8.0   Other Considerations

Section 8.1     Georgia Green Industry

The Georgia Green Industry Association is sponsored by the State of Georgia with the mission to advance and promote the horticulture industry by setting the standard for professionalism, excellence, and environmental stewardship.  CP&F received the grand award from this organization in 2000.

Section 8.2     Community Outreach

Citing the strategic plan of the institution as a main driver, CP&F prides itself on the relationships that it builds with the surrounding community through its outreach programs.  Over the past five years, CP&F has been involved with local school systems in providing botanical classes and tours of their arboretum and nursery.

Section 8.3     Americorps

AmeriCorps is a network of local, state, and national service programs that connects more than 70,000 Americans each year in intensive service to meet our country’s critical needs in education, public safety, health, and the environment.  In exchange for their service, AmeriCorps members earn an education award of up to

$4,725 that can be used to pay for college or to pay back qualified student loans. Since 1994, more than

5,500 Georgia residents have qualified for Americorps Education Awards totaling more than $19,100,000.

Faced with an era of declining resources coupled with enhanced expectations, CP&F contacted Americorps and a grant was provided in 2003 and 2005 that provided assistance on the clean-up of pine beetle infestation, the creation of additional walking trails, and the construction of a water sampling platform over the Little Tallapoosa River



Section 8.4     Georgia Oglethorpe

In 2005, CP&F received the Georgia Focus Award recognition from the Georgia Oglethorpe Award, Inc. The organization is a nonprofit public-private partnership that provides services to Georgia’s business, industry, government, education, healthcare, and nonprofit organizations using the Malcolm Baldrige criteria.  This was a first-level award that was received following the submission of their application and site visit.  An application for the second-level award, the Georgia Progress Award, was submitted in 2006.


Section 8.5     Best Practices

CP&F was awarded three best practice awards from SACUBO in 2006 for their submissions on BPR, Chemical Waste Management, and instituting the Georgia Oglethorpe criteria within the organization.  CP&F continues to use both BPR and the Malcolm Baldrige criteria as their template for process improvement.


Section 8.6     Carroll County Beautification Award

In conjunction with the Carroll County Chamber of Commerce, Keep Carroll Beautiful is an organization that was established in 2005 and serves to preserve the environmental character of Carroll County, Georgia.  F&G received recognition in 2006 for their partnership on a program entitled “Hands on Carroll County


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Last Modified: 7/25/2007