Effectiveness Evaluation: Assessment List
Campus Planning and Facilities
Assessment FY2006 - 2007
I. Departmental Mission
To professionally operate, maintain and support the development of quality facilities, grounds, and services, and at the same time to support our campus community, students, faculty and staff. Through our efforts we support the university’s commitment to the pursuit of academic excellence in a personal learning environment with cost-effectiveness, safety and in an environmentally responsible manner.
II. Departmental Statement of Goals, Process to Assess These Goals, and Assessment Results:
The goals for Campus Planning and Facilities are designed to further enhance the overall mission of the university as well as support the bread and butter goals specific to: the university experience, external relations, regional collaboration for economic and community development and Campus infrastructure.
Goals and Assessment Objectives: FY 2007
I. Initiate departmental performance measures within each CP&F area that target the implementation of Georgia Oglethorpe and APPA Award for Excellence criteria (Target: 11/06). The plan will include:
1. Defining leadership roles in setting direction and establishing customer focus, clear and visible values, and high expectations in line with Campus mission, vision, and core values. (Target: 8/06)
2. Strategic and operational planning that is consistent 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.
a)Affirm that tools are in place to assure customer communication, assess and assimilate what is said, and implement procedures to act on expressed needs. (Target: 9/06)
b) Information and analysis is used to evaluate performance and drive future performance improvements. (Target: 10/06)
c) Ensure that effective process management addresses how the facilities organization manages key products and service design and delivery processes. (Target: 10/06)
3. The facility 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. (Target: 4/07)
a) Implement and follow-up on Organizational Trust survey. (Target: 7/06)
b) Implement design on customer satisfaction. (Target: 9/06)
c) Assess the employee learning environment through communication, policies, recognition, training, professional development opportunities, and other methods. (Target: 10/06)
d) Where feasible, measurement tools will be determined and in place to assess performance in these areas. (Target: 10/06)
II. Development and implementation of a Customer Service Improvement Plan that complies with the USG Customer Service Improvement plans released in May 2006. The plan will be fully implemented by June 2007 and will include the following objectives:
III. Continue using Business Process Redesign (BPR) as a catalyst for our Performance Improvement System by reviewing a minimum of five processes in each CP&F area. (Target: 6/07)
1. F&G Processes will focus on Landscaping Grounds Maintenance (Landscaping Installation /Campus Beautification), HVAC Services (Energy Conservation-Academic Scheduling), Data Collection and Reporting (Reports), Data Collection and Reporting (Work Request/Customer Communication), and Administrative Staff Support (Office/Miscellaneous Procedures – Self Manage Work Teams).
2. CP&D processes will involve Construction Administration, Construction Management, Programming and Design, Maintenance of Facility Information, Support to Facilities Department.
3. RM/EHS processes will include Environmental and Occupational Health Stressors, Natural Gas procedures and Operator Qualification, Chemical Hygiene, a health hazard evaluation for Art Department activities, and standard operating procedures on all RM/EHS internal responsibilities.
4. Process improvement will be monitored through monthly reports.
5. Additional BPR processes will be identified and added as assigned BPR’s are completed.
IV. Provide strategies to enhance and develop initiatives for UWG capital planning. Update the Comprehensive 5 year strategy and plan for Capital Plan finalized in December 2006. (Target: 1/07)
1. Coordinate plans with the UWG community regarding the development of the capital plan. (Target: 1/07)
2. Prepare and present recommendations regarding space planning to the Facilities Advisory Committee. (Target: 1/07)
3. Update and coordinate our “space planning” program document into the Facilities Master Plan. (Target: 2/07)
V. Develop and implement Life Cycle Planning that allows UWG to create multi-year plans for Facilities renewal.
1. Renew existing Facilities Condition Analysis for our Academic buildings.
a) Discuss current backlogged maintenance needs by building component by comparing it against future facilities renewal needs. (Target: 7/06)
b) Outline a strategy to take the existing information into a long-term facilities renewal plan. (Target: 9/06)
c) Develop a “paper” that outlines “why” these previously identified conditions exist and the plan to correct the existing conditions. (Target: 10/06)
2. Produce the Life Cycle Planning report as compared against the estimated allocation for major repair replacement funding for each of the next five years.
a) Review the last five years of the MRR Funding and prepare an analysis that reflects the difference between funds requested and funds allocated. (Target: 9/06)
b) Prepare a draft of FY’07 MRR needs for consideration by the Facilities Advisory Committee. (Target: 10/06)
c) Incorporate and produce a consolidated/comprehensive document and present to the VP Facilities Planning Group. (Target: 12/06)
d) Prepare the MRR funding request for FY’07 and forward to the BOR Office of Facilities. (Target: 3/07)
VI. Continue to incorporate the Capital Plan Development for a series of approved projects in either design or construction.
1. Continue to assist the UWG administration regarding land use/analysis for the Evergreen Apartments property. (Target: 7/06)
2. Insure the planning and process recommendations regarding the construction of the HWLLC meet our target schedule. (Target: 7/06)
3. Provide the leadership for the design/construction of the Callaway addition. (Target: 7/06)
4. Provide assistance for the planning and construction activities associated with fund raising for a football stadium on the northwest campus. (Target: 7/06)
5. Continue to provide the leadership for the minor capital project for the construction of a road and bridge to the northwest campus. (Target: 7/06)
VII. Develop and implement a 1-3-5 year plan for UWG on-campus housing. (Target: 9/06)
1. Assess the current condition of each residence hall.
a) Determine and evaluate improvements, enhancements, and system changes necessary to protect and preserve the property (R&R list all inclusive)
b) Develop a priority list of “needs” and project cost per year with a five-year planning cycle.
2. Review and determine the current configuration of residence halls. (Target: 10/06)
a) Research literature and determine the current conditions that are required, if any, required to provide UWG with the ability to compete in the off-campus housing market as well as with competing schools.
b) Project and provide alternatives to current configurations based upon an evaluation of renovation costs, impact on revenue, break even analysis, and return on investment.
c) Update the existing housing plan.
3. Revenue Forecast (Target: 10/06)
a) Develop a revenue stream (i.e. a forecast of residence halls that includes the University Suites and Arbor View Apartments).
b) Evaluate the current strategy for managing our housing inventory and assess the impact of vacancies in all of our housing components with the current revenue stream.
c) Review and conduct an analysis of current marketing efforts and ascertain what measures are needed to make UWG housing competitive with competitive schools and with off-campus housing within the community.
d) Review data from Residence Life regarding drivers of costs and determine impact.
e) Provide an analysis regarding the “opportunity costs” to contract for the marketing, sales, etc. of the Suites/Arbor View---as first property and then residence halls, etc.
f) Review all documentation (including Foundation) and insure that financial obligations as well as reporting requirements per bond documents have been achieved.
4. Develop a summary and action plan of attack for the Business & Finance Division. (Target: 11/06)
Goals and Assessment Objectives: FY 2008
I. Development of performance metrics for each area of Campus Planning and Facilities that will ensure accountable and comparative information that aligns with the organizational direction of Campus Planning and Facilities and the requirements of the University System of Georgia Board of Regents and Department of Administrative Services. (Target: 10/07)
1. Where appropriate, apply the criteria that are referenced in such assessments as the APPA Award of Excellence and Georgia Oglethorpe Award to ensure that measurement is of value to performance improvement and trend analyses is maintained. (Target: 7/07)
a) Systematize the collection of data that is outlined in the APPA strategic assessment model (SAM) and facility performance indicators (FPI) so that measurements can be monitored on a regular basis. (Target: 8/07)
b) Develop and maintain a series of “dashboard” indicators in each area that will provide a monthly measurement of key operational and fiscal performance. (Target: 8/07)
2. Develop and promote fiscal responsibility (e.g. resource scarcity and affordability) that focuses on cost-effective energy strategies, improved efficiency, and a reduction in costs.(Target: 7/07)
a) Ensure that operational and fiscal data are supported with trend analyses, market analyses, and customer/employee feedback. (Target: 9/07)
3. Establish benchmarking opportunities with like comparative USG institutions (i.e. Valdosta State University, Kennesaw State University, and Georgia Southern) and best-in-class organizations. (Target: 9/07)
II. Systematize Business Process Redesign (BPR) efforts within CP&F to include formal identification of area core processes and sub-processes, process flow charts, justification, schedule, teams, presentation, and documentation required. (Target: 2/08)
1. Develop an electronic template that reflects previous BPR analyses, current activity, and future scheduling. (Target: 7/07)
2. Prepare department for transition into Six Sigma requirements and methodology. (Target: 1/08)
3. Standardize CP&F documentation on processes, procedures, and manuals to ensure uniformity within the work areas. (Target: 10/07)
III. Expand the Customer Service Improvement Plan of 2007 to include:
1. Continuation of customer measurements/assessments that will assist CP&F in obtaining a more in-depth understanding of its customers and customer requirements (e.g. SWOT analyses, focus groups, 1-on-1 meetings, questionnaires, open house, electronic questionnaires, work request survey, 1-on-1 interviews, rating cards, and co-worker nominations). (Target 6/08)
2. Continuation of employee assessments (Organizational Trust), employee meetings/presentations, and leadership meetings to address the issues that surface as a result of the surveys. (Target 6/08)
§ Ensure that performance appraisals are completed in March 2008 and that the rating criteria are consistently applied. (Target 3/08)
§ Ensure that employees continue to be recognized on a monthly basis in meetings/newsletters for their contributions to positive customer service performance. (Target 6/08)
3. Develop a methodology that will ensure 55 hours of customer service/developmental training for all employees on an annual basis. (Target 8/07)
§ Training is to be documented on a standard format incorporating safety, customer service, and developmental training. (Target: 8/07)
IV. In support of Goal 7 of the University System of Georgia Board of Regents, provide and maintain superior facilities by employing facility reinvestment and total cost of ownership: (Target: 1/08)
1. Develop a comprehensive facilities renewal plan that incorporates such resources as facility condition analyses (ISES), life cycle costs, and 5-year capital plans. (Target: 2/08 )
§ Continue to enhance the building inspection program so that buildings are systematically evaluated and renewal needs are identified (e.g. maintenance, periodic equipment updates, etc). (Target: 10/07)
§ Develop tracking schedule/spreadsheets to help differentiate short and long-term priorities. (Target: 11/07)
2. Establish attainable targets for continuous improvement that are based on the metrics currently reported for facilities/maintenance operations. (Target: 11/07)
§ Include metrics that are prescribed through APPA and Facility Focus reports while benchmarking with peer institutions to determine areas of strengths and weaknesses. (Target: 9/07)
§ Identify potential cost avoidance opportunities (Target: 10/07)
3. Incorporate the objectives of the Facilities Peer Review Program developed by USG “White Paper” article of December 22, 2006. (Target: 1/08) Those objectives include:
a) Encourage top management awareness of and support for excellent facilities O&M practices. (Target: 7/07)
b) Review and evaluate O&M practices and cost using common protocol and criteria. (Target: 10/07)
c) Establish realistic improvement objectives for facilities O&M practices that reflect the UWG’s unique physical and fiscal environment. (Target: 11/07)
d) Quantify UWG’s deferred maintenance needs, prioritize MRR requests, and minimize the need for emergency MRR requests. (Target: 12/07)
4. Establish information-sharing mechanisms for appropriate personnel. (Target: 2/08)
V. Develop a methodology (i.e. process, procedure, forms) that integrates long- and short-term institutional facilities needs with the USG transition to the Strategic Capital Model for FY2009 funding. (Target:3/08)
1. Initiate a Capital Implementation Plan for submission to the USG Board of Regents by 7/9/2007.
§ Anticipate and incorporate the expectations of the students and faculty during the design/planning phase of future construction or renovation projects (Information technology/sharing, classroom design, etc.) (Target:7/07)
§ Collect facilities planning input (capital request) from the campus community that provides meaningful data on future needs and concerns. Engage planning consultants to validate the analyses of those needs. (Target:7/07 )
§ Provide an analysis of such targeted areas as Nursing, Library, Biology, and Academic Quad identifying the potential growth impact for the institution. (Target: 7/07)
2. Ensure that USG initiatives are developed into the UWG facilities strategic plan. Address projections on enrollment, support personnel, future aspirations of the institution. (Target: 7/07)
3. Submit facilities and space planning updates for Master Plan revision. (Target: 2/08)
III. Give an Example of How your Department used the Assessment of Goals and Outcomes to Change/Improve a Process:
§ A successful opening of the Campus Center to commence the centennial anniversary of UWG in August 2006. Built around the existing HPE Building, this 131,500 gsf facility was completed within 16 months at a project cost of $30,850,000. It features a comprehensive fitness center, an 800 seating capacity ballroom, meeting rooms, two climbing rock walls; a 1/8 mile elevated indoor track, and two intramural basketball courts.
§ Finalization of construction plans for the 122,500 gsf Health and Wellness Building. The estimated project cost of this facility is $30,500,000 and it will house the Department of Physical Education and it will have a 7,200 seat arena that will be used for instructional purposes as well as freshman convocation, graduation, athletic events, trade shows/conventions, concerts, and summer camps. The finalization of this plan marks the culmination of an eight-year effort that will begin construction in August 2007 with a scheduled completion date of January 2009.
§ The transition into the USG Capital Implementation Program. This is a versatile facility-funding program that merges the former Capital Projects program (e.g. Major, Minor, and MRR) into a comprehensive six-year strategy for the University.
§ Assessments in customer service, organizational trust, and customer service training during the past year have contributed to the following accomplishments:
1. The implementation of customer service surveys for all three areas of CP&F using the performance metrics (i.e. responsive, courteous, knowledgeable, helpfulness, accessibility) that were prescribed by the University System of Georgia Board of Regents.
2. The development of a series of presentations for CP&F leadership on such topics as leadership, Communication, Attitude, Motivation, Team Building, and Learning/Working Styles.
3. Monthly departmental meetings to increase face-to-face communications with supervision, review future work plans, and discuss current working issues.
4. Developmental training for entire department on working styles, success, and communication.
5. Open house and tours for internal and external customers and suppliers of Facilities and Grounds.
6. Monthly employee recognition in departmental newsletter and campus recognition through the quarterly program initiated by the Division of Business and Finance.
7. Redesign of department website for better presentation of the services that are provided by the organization, its continuous improvement efforts, and project status.
§ BPR activity in each CP&F area, has stimulated the following accomplishments and action plans:
1. Facility Focus reports coupled with assessments in performance measures, customer satisfaction, and employee trust, led to the completion and submission of the APPA’s Facility Performance Indicators, Strategic Assessment Model, and the Award of Excellence application.
2. Evaluation of standard operating procedures in RM/EHS has created a need for establishing a standard format for all CP&F documents. A BPR for FY2008 has been scheduled to review this process.
3. A review of standard reports that were generated by our computer maintenance management system (Facility Focus) revealed the need for more meaningful data that can be applied to the planning, scheduling, and organizing of facilities and grounds work. A total of 38 reports were developed for this purpose including the generation of a survey that is distributed every fifth work order.
4. The CP&F website was modified to consolidate information on our continuous improvement efforts and enhance our customer service. Information on our assessments, annual reports, customer surveys, and employee surveys, can be accessed along with pictures and job titles of the CP&F leadership team. The website will undergo additional changes in FY2008 when a new template will be introduced
§ The development of a comprehensive report of parking and transportation needs that will be used in updating the Facilities Master Plan. Through the efforts of an cross-functional campus committee that was comprised of students, faculty, and staff, along with parking consultant, Carl Walker and Associates, a report was submitted in March 2007 that included input from campus focus groups, community “town hall” meetings, and an electronic survey that was completed by over 800 respondents - 61% students. The report addresses current /projected parking demand, projected enrollment/future development, parking expansion options and associated fees, parking and crosswalk lighting, shuttle transportation, and pedestrian safety.
§ CP&F remains vigilant of UWG energy conservation through:
ü Systematic inspections and enforcement of the federal government’s standards for building temperature set-points
ü HVAC system upgrades determined through facility condition analyses, periodic building inspections, and capital planning
ü The continuation of faculty and staff summer work schedules
ü Input from our customers (i.e. students, faculty, & staff) using work requests, focus meetings, and surveys
ü Two-way communication with energy suppliers on inventory/rate fluctuations, new equipment, and future changes in regulations
ü Two-way communications via the energy committee, all faculty/staff list-serve, and the energy website.
ü Our template is being used as a guide by the USG – one of our employees serves as a member on the USG energy committee.
The results of these efforts continue to produce impressive statistics. With the opening of the Campus Center in August 2006, the overall square footage of campus buildings increased by 131,500, while natural gas and electricity costs were 10% lower than budgeted.
§ CP&F representatives attended several community planning meetings over the past year in order to obtain information as well as participated in the update of the Carrollton Comprehensive Plan. This is a document that sets the context for future growth and development in Carrollton. Required by state laws that specify its overall content and structure, the Comprehensive Plan is a community designed document that consists of a series of interrelated chapters, or elements, analyzing the community's future land use, transportation, parks and recreation, and other infrastructure and environmental issues, needs, challenges, and opportunities.