Campus Planning and Facilities

Assessment

FY2003-2004

Institutional Mission Reference

The purpose of the division is 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.

Institutional Goals Supported

The goals for Campus Planning and Facilities (CP&F) are designed to further enhance the overall mission of the university as well as support the “bread and butter goals” specific to: 

Goal 5 - Continue to improve the quality of the University Experience for both commuter and residential students through the renovations completed in the UCC Food Court and the Z-6 Dining Hall, the completion of a 386 space commuter parking lot, construction on improving front and middle campus landscape, the completion of uniformed campus signage, residence hall renovations to Boykin Hall, Gunn Hall, Row Hall and Tyus Hall, campus-wide asphalt paving, campus-wide ADA improvements and constructing six-miles of nature trails.

Goal 7 - Forge stronger External Relations by conducting forums and workshops with neighboring communities, becoming involved in civic and professional organizations, publishing a web-site that is inclusive of campus projects, goals and achievements, contributing with the community on improvements to roadways, traffic, water runoff, lighting, and historical preservation.

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

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

Intended Objective 1

Develop and implement Life Cycle Planning that allows UWG to create multi-year plans for Facilities renewal. 

Method of Assessment

1. The renewal of a Facilities Condition Analysis for the Academic buildings.
2. Develop the Life Cycle Planning renewal curve to insure that the on-going cyclical cost off capital renewal is identified.
3. Produce the Life Cycle Planning report as compared against the estimated allocation for major repair replacement funding for each of the next five years.

Summary for Assessing Objective: 

The Facilities Condition Analysis was developed in 1999 and is reviewed annually to prioritize preventative maintenance projects.  Total preventative maintenance projects that were scheduled for 2004 have exceeded 1,500.

With the assistance of Service Energy Resource Initiative (SERI), CP&F reviewed and developed a strategy incorporating these projects into the capital plan development.  As a basis of the analysis, a number of projects were implemented utilizing innovating funding opportunities dealing with electrical/mechanical improvements for the campus.

A facilities/equipment analysis was also implemented evaluating mission critical facilities and equipment.  The results of this study led to the upgrade of several electrical/mechanical systems.

Life Cycle Planning is an on-going process and the objectives for this fiscal year are considered complete.  The renewal curve has also been completed and will be published in the next fiscal year.

Intended Objective 2

Develop and implement a Comprehensive Energy Policy as part of an Energy Conservation Program.

Summary for Assessing Objective 2: 

Energy Management and Conservation

The State University of West Georgia campus community is committed to a policy of conserving electricity, natural gas, water and sewage – with the goal of reducing campus energy consumption over the next five years by ten percent compared to that consumed during 1997-2001. 

Action plans to attain this goal are outlined in the policy, which were formulated from ideas and suggestions by members of the University community and the Facilities Management Department.  This policy will be reviewed periodically as public awareness, management techniques and technology change.  An Energy Management Council will be created to keep this initiative at the forefront of the institution.

Utilizing SERI concepts, committees were developed involving energy consultants (Kaiser), suppliers (e.g. Carroll EMC, Georgia Power, Siemens), and other UWG areas (ITS) that led to developing strategies and methodologies to:

§         Evaluate electrical systems in each building.

§         Improve redundancy measures

§         Increase electrical/HVAC capacity to enhance current load expectations

§         Upgrade campus electrical distribution system and substations to handle load expectations for the next ten years.

§         A review of staff qualifications for HVAC department.

§         Engaging HVAC consultant for facilities staff

§         Evaluating Boyd Machine Room (ITS) to develop energy measures to handle upgrades of future systems and utilities.

§         Partnering with ITS to replace the existing telephone system with a new PBX system.

Utility cost comparisons to previous billing cycles reflect the following reductions:

Intended Objective 3

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

Method of Assessment

1. Incorporate Capital Plan Development
2. Include Space Planning management

Summary for Assessing Objective 3:  1) Completed.  See following link: http://www.bf.westga.edu/CampusPlanning/Final_Executive_Summary_Master_Plan_03.pdf

Intended Objective 4

Outline and implement a program to strengthen organizational development and effectiveness, by improving communication and implementing programs in strategic trust, personal trust and organizational trust.

Method of Assessment

1. Define and provide examples of strategic trust, personal trust, and organizational trust.
2. Develop and implement a series of programs to enhance or rebuild trust.
3. Design, and develop “instruments” that can be implemented on an annual basis to assess behavior as well as organizational effectiveness regarding trust.
4. Implement first analysis during the Fall Semester, 2004.

Summary for Assessing Objective 4: 

1)         Define and provide examples of

2)         Programs enhancing/rebuilding trust include:

• Staff one-on-one bi-weekly meetings with Assistant Vice-President of CP&D.
• Daily meetings with area directors and staffs.
• Two-way radio and phone communication between supervision and staff.
• Merging of all facilities staff into one assembly and dismissal location.

• Formulation of a Facilities Staff Advisory Council that meet monthly to discuss events, policies, concerns, issues and future projects.
• CP&F monthly newsletter recognition.

• Implementation a self-assessment in accordance with the Georgia Oglethorpe Criteria for Performance Excellence, the same criteria used to determine the Malcolm Baldridge National Quality Award.  Representatives from each area meet weekly to discuss and document the criteria that is used for such categories as Social Responsibility; Strategic Planning; Customer and Market Focus; Measurement, Analysis and Knowledge Management; Human Resource Focus; Process Management; and Business Results.  The self-assessment for evaluation is targeted for submission by October 2004.
• CP&F also implemented Business Process Redesign, having identified fifteen core business process and over 80 sub-processes.  CP&F will be partnering with remaining departments within the Business and Finance Division, to evaluate key processes, eliminate non-value added steps, improve overall departmental efficiency, and strive towards continuous improvement of it’s current processes.

3)         Instruments assessing behavior and organizational effectiveness regarding trust:

• Annual performance evaluation
• Customer satisfaction survey

Intended Objective 5

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

Method of Assessment

1. Perform benchmark comparisons to comparable-sized universities.
2. Engage staffing consultants to develop performance measures.
3. Measure customer satisfaction level of facilities services.

Summary for Assessing Objective 5

1) Completed APPA Comparative Cost and Staffing Survey; Completed APPA Strategic Assessment Model; Completed Landscape and Maintenance Benchmark with sister institutions across the country as defined by the University of West Florida.

2) Presently reviewing custodial labor standards developed by Rosser Associates.

3) Administered bi-annual customer satisfaction survey.  A total of 166 were returned with some very encouraging trends: