Campus Planning and Facilities

Annual Report FY 2005 - 2006

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 2005-2006

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

1. Develop a report that identifies current conditions as well as outlines a strategy for the future. (Target: 8/05)

2. Outline the Life Cycle Planning renewal curve that identifies on-going cyclical costs of capital renewal. (Target: 10/05)

3. Produce a backlog report that includes an analysis of systems that may fail within the next five years. (Target: 11/05)

4. Produce a Life Cycle Planning report compared against the major repair replacement funding and the APPA criteria for life cycle costing model. (Target: 12/05)

In accordance with UWG Bread and Butter Goal 7, we must improve our ties off-campus through the development of a Community Input plan that encourages two-way communications. (Target 6/06)

1. Assess the current culture of “town and gown relationships” through regularly scheduled quarterly meetings with city officials and staff.

2. Provide at least six updates to community service groups/clubs outlining construction and issues that impact the community.

3. Present semi-annual updates to the City of Carrollton Planning Commission on UWG’s physical facilities plan.

4. Regularly attend Carroll Tomorrow meetings, City of Carrollton Planning Commission meetings and other planning meetings concerning the Maple Street Corridor, Historic Preservation, the Maple Street Commission, etc.

5. Produce periodic updates based on input and feedback from the community that may impact and/or influence our current facilities master planning and strategic initiatives.

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

1. Perform SWOT Analysis to define the department’s strengths, weaknesses, opportunities, and threats. (Target: 9/05)

2. Continue to design, develop and review current “instruments” that can be implemented on an annual basis to assess behavior as well as organizational effectiveness regarding trust. (Target: 11/05)

3. Complete the Georgia Oglethorpe Focus Award self-assessment criteria for December 2005 submission. Departmental processes to be defined include Social Responsibility; Strategic Planning; Customer and Market Focus; Measurement, Analysis and Knowledge Management; Human Resource Focus; Process Management; and Business Results.

4. Continue using Business Process Redesign within Campus Planning and Facilities and establish partnerships with the remainder of the Business and Finance Division in eliminating non-value added steps, and improving overall departmental efficiency. (Target: Quarterly)

5. Continue with benchmarking and peer reviews in order to seek the most efficient best practices. (Target: 6/05)

Continue the development and implementation of a Comprehensive Energy Policy as part of an Energy Conservation Program. (Target: 6/06)

1. Present goals and strategies to conserve energy and reduce/contain rising energy costs to University Administration. (Target: 9/05)

2. Continue to work with energy providers to identify rate structures that are best suited for our University. (Target: 10/05)

3. Implement energy “measures” in an effort for UWG to become a leader in energy conservation in the University System of Georgia. (Target: 2/06)

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

Conduct monthly meetings and briefings with “academia” regarding current and future space needs.
Assist UWG administration and UWG Foundation regarding the land use/analysis of Evergreen Apartments. (Target: 8/05)
Implement change/upgrades to Aperture regarding space analysis, planning and reporting. (Target: 9/05)
Present a facilities update on the privatized projects to the Master Plan Committee in October 2005.
Provide the leadership to UWG regarding the final production of construction documents for HWLLC as well as prompt information concerning the impact of the funding delays. (Target: 9/05)
Provide assistance regarding planning and construction activities associated with a potential football stadium. (Target: 6/06)

Goals and Assessment Objectives: FY 2006-2007

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)

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:

A review of the division-wide Customer Service Training that was received in June 2006. Create, develop, and implement methods to improve Customer Service efforts throughout Campus Planning and Facilities. (Target: 7/06)
Create an organizational culture of continuous quality improvement, increased employee interest, and higher customer focus and satisfaction. (Target: (9/06)
Establish networks with peer institutions for comparative data and information. (Target: 10/06)
Create metrics that will measure customer needs and satisfaction, process performance, and employee performance. (Target: 12/06)
Provide individuals the responsibility to succeed and even fail, along with the expectations, accountability, and consequences to underpin the work they do. (Target: 5/07)

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)

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).
CP&D processes will involve Construction Administration, Construction Management, Programming and Design, Maintenance of Facility Information, Support to Facilities Department.
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.
Process improvement will be monitored through monthly reports.
Additional BPR processes will be identified and added as assigned BPR’s are completed.

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)

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)

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)

Develop and implement a 1-3-5 year plan for UWG on-campus housing.

(Target: 9/06)

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.

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.

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.

Develop a summary and action plan of attack for the Business & Finance Division. (Target: 11/06)

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

A Facility Condition Analysis was completed in May 2006 based on field inspections necessary to define the needs of 12 selected campus buildings. The project classification requirements are broken down as follows:

1. Capital Renewal - normal wear and tear in next ten years

2. Deferred Maintenance - exceed life cycle and need replacement over the next ten years, and

3. Plant Adaptation - Building Code and ADA upgrades within next ten years.

The inspections and analysis was completed by the ISES Corporation who recommended just under $50 million worth of upgrades/improvements for almost 800,000 gross square feet. A breakdown of the upgrades is as follows:

ü Approximately two-thirds of the project costs are Capital Renewal.

ü Approximately one-quarter the project costs are Plant Adaptation

ü 15 percent of the remaining costs are Deferred Maintenance

ü 25 percent of all projects are for HVAC work

ü Just over 50 percent of all project costs are for mechanical, electrical, and plumbing (MEP) work

ü Just under one-third of all project costs are for Priority 1 (complete now) work

CP&F representatives attended several community meetings during the past year. The UWG Physical Facilities Plan was presented to the UWG community through the semi-annual Facility Advisory Council (FAC) and seven presentations were made to civic clubs such as Kiwanis, Rotary and Sertoma. CP&F received local recognition for their Georgia Oglethorpe accomplishments and was also recognized by the Carroll County Chamber of Commerce with a Beautification Award in landscaping.
Our commitment to deploying the Georgia Oglethorpe criteria has led to the early development of performance measurements throughout all CP&F areas. An example of this is evident on the UWG Energy website as trend analyses are provided for all utility usage. Having received the Focus Recognition Award in September 2005, CP&F demonstrated that it continues to strive for improvement by applying for Georgia Progress Award in January 2006. In addition, one staff member became certified as a Georgia Oglethorpe examiner and will use that training to guide us in future certifications.
The Energy Committee solicited the campus for conservation suggestions and developed a listing of recommendations. To date, the following outcomes are a result of their efforts:

ü The adoption of the federal government’s standards for building temperature set-points

ü The revision of all Summer and Weekend building operation schedules

ü An education program addressing conservation campus-wide

ü Rate meetings were held with Georgia Natural Gas and Georgia Power. We have secured a 26% reduction in Natural Gas Cost for the next twelve months and have improved our base line cost in Electricity by investing in more efficient mechanical systems.

ü Temperature set-points were initiated throughout campus and semi-annual filter replacements were completed.

ü The following website was initiated to provide the campus community with updates: http://www.westga.edu/~energy/committee.html

ü With adoption of Plan, we have shown a cost avoidance of > $200,000 on final utilities cost for 05/06

ü UWG facilities department has created an independent preventive maintenance team to focus all efforts on more efficient mechanical systems

ü UWG Campus Planning and Facilities has implemented a “flex” schedule to help alleviate employees travel cost ( 4 ten hour days)

ü Updated Facilities Condition Analysis is currently being completed to provide data for prioritizing mechanical cost and improvements campus wide

ü BPR efforts by CP&F and Business and Finance have helped to institutionalize this tool as our process improvement method. A total of 39 processes are currently under review within the B&F Division.

ü The BPR in Chemical Waste Management provided us with opportunities to benchmark with other institutions within the USG and in the southeast regarding costs and penalties assessed.

ü The BPR on Building Inspections help to streamline report development and reduce the electronic transfer time. A total of 31 buildings were inspected.

ü A Customer Service Seminar was conducted for the division in May based on the survey responses that were received in the previous year. The seminar was attended by 212 employees and was well received.

ü The status with Capital Plan Development and Space Planning Management is “on target” with our goals and objectives. Through facility updates and space planning analyses, meetings were scheduled to help provide the leadership to UWG with the final production of construction documents for HWLLC as well as prompt information concerning the impact of the funding delays

IV. General Statement of Department Condition:

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

V. Departmental Achievements:

Completed 16,455 work requests and preventative maintenance projects.
Managed 67 projects (Institutional & MRR/GSFIC combined).
Completed 83 projects (Institutional & MRR/GSFIC combined).
A staff member serves on the Board of Regents Facilities Advisory Committee.
All UWG maps (i.e., Topographic, UWG Property, Parking Lots, Utilities, and Storm Drains) were updated.
Coordinated a campus-wide effort to plant elm trees on Back Campus Drive for the 2006 Arbor Day commemoration. Participation included students, student organizations, faculty, and staff.
Initiated a total of 40 projects and completed 60 (institutionally funded construction and A&E contracts).
Initiated at total of 27 projects and completed 23 (MRR/GSFIC construction and A&E contracts).
Designed and installed 248 fire evacuation plans in 29 campus buildings.
Investigated, documented, processed and resolved 140 safety and environmental concerns and incidents.
Reduced universal waste costs by $8,000 due to improvements in waste segregation, contractor selection, and pick-up schedules.
Collected and processed 1.9 tons of chemical waste from various laboratories on campus and obtained turn key service for the disposal of two hazardous waste shipments.
2005 Recipient of the Georgia Oglethorpe Focus Recognition.
Recipient of the 2006 SACUBO Best Practice runner-up awards in BPR II, Georgia Oglethorpe, and Chemical Waste Management. Of the seven that were considered, two were from Campus Planning and Facilities and one from UWG Business and Finance Division.

VI. Staff Productivity:

One employee is president of the Alabama Society of Hazardous Materials Managers.
One employee chairs the University Safety Committee.
RM/EHS staff designed and presented 13 safety training classes to 793 facilities employees.
Conducted 31 building inspections on campus and corrected over 1,500 items for safety and environmental improvements.
One employee was requested to make a presentation on “Creating Change” to the GHENEHS organization in December ‘05.
Applied for and received grant funding for student research assistant program in Occupational Safety and Health Administration database.
Conducted a department presentation on the State of UWG Facilities in October 2005 that reviewed the results of the Organization Trust surveys that were conducted earlier in the year and future projects that were being facilitated.
Two employees made a presentation on Housing Models at the SCUP conference in October ’05.
One employee completed his second year at the College Business Management Institute.
Two employees presented a Customer Focus seminar at the Georgia Oglethorpe annual conference.
Two employees attended the SCUP Southern Regional Conference.
Four employees attended the GAPPA Annual Conference.
Five employees attended the BOR Office of Facilities Regional Meetings.
Four employees attended the Facilities Officers Conference.
One employee attended a SACUBO Fall Conference.
Three employees made Best Practice presentations at the SACUBO Spring Conference

VII. Student Achievements:

RM/EHS sponsored two student internships for a 9 week period

VIII. Other Awards, Distinctions, and Achievements:

One employee attended the 2006 Pipeline Safety Seminar in Macon, Georgia – April 10-13, 2006 and received certification.
One employee is administrator on the General University Matters Committee.
One employee is a member of the State-wide University System Preventive Maintenance Program Implementation team.
One staff member serves on the Board of Regents Facilities Advisory Committee.
Three employees are members of the Georgia Higher Education Network for Environmental Health & Safety.
Three employees are members of the Kiwanis Club. One serves as a State Chair and conducted a State event in Carrollton.
One employee is a certified examiner for Georgia Oglethorpe, Inc.
One employee is the secretary of the UWG Homeland Security Committee.
Three employees are certified in EPA/AHERA/ASHARA Asbestos in Buildings Inspector and HAZWOPER Emergency Response training. One employee is a certified in Hazardous Materials Management and as an Emergency Responder.
One employee serves on the Tallapoosa Watershed Authority.