Vision Statement:
The Physical Plant Department envisions all facilities of the College to be well-maintained, with defined and regular cycles of replenishment, replacement and renewal of building components.

Our repair services will be responsive with trained and professional technicians, utilizing the best trade practices. Routine maintenance services will be centrally coordinated so as to minimize disruption to the life of the Campus. Progress and status of work will be communicated through automatic, electronic means as well as via the responding staff.

On campus staffing for routine maintenance and repair services will be 24 x 7 x 365. The alternate shifts will provide better non-emergency response to the future growth of College functions outside of the 8- 5 business day. In addition, alternate shifts will be utilized to better accomplish routine maintenance tasks in unoccupied spaces.

Our preventive maintenance services will execute thorough, cyclical care of buildings to identify and correct preventable breakdowns and extend the life of components.  

Responsible for both planning the long term development needs of the College and executing the short term projects that support that strategy, Physical Plant envisions a professional execution of Capital projects that predicts and translates the physical needs of the College programs, unifies all coordination through a designated Project Manager, estimates and executes an efficient project budget, and delivers completed results within allotted timeframes.  

Physical Plant envisions the Campus Grounds as aesthetically creative and functional with a variety of species.   The Grounds Department will employ environmentally friendly horticultural practices suited to nurture each element. 

Physical Plant envisions optimum efficiency of its facilities in utility consumption by incorporating more efficient devices, controlling the peak demands, and negotiating better contracts, without altering noticeable Campus life.

Overarching each of these, the practices and facilities of Physical Plant will become academic teaching tools whereby Faculty and Students will utilize them in relative studies, free to learn from and experiment with the physical Campus as a sustainable laboratory.

FY 08 Strategic Goals

• Take advantage of the youthful facility renovation age afforded by the LLBC campaign.  Focus replenishment and repair monies on those buildings that were not renovated and now have the oldest renovation age. (Phi, Eu, Glasgow, Preyer).
• Partner with RLO to develop a new dormitory renovation plan that includes a full renovation schedule and a half-life maintenance schedule.
• Abandon the concept of automatic work status reporting from the work management system to the customer.  Replace that theory with a program where technicians must personally report to the requestor.
• Institute a report to supervisors that tracks work orders older than three days.
• Within Building Services, conduct a task and frequency analysis to evaluate staffing levels and assignments.
• Add supervision components to alternate shifts, before front line staff is expanded.
• Develop alternate shift preventative maintenance work schedules.
• Broaden the context of Planned Major Maintenance monies to include auxiliaries.
• Full implementation of the Contractor Selection Policy with a renewed emphasis on forward project planning.
• Organizationally move project planning and project execution under the Director of Physical Plant.  Institute weekly project summary meetings.
• Capture project data using the Sightlines project categories.
• Develop a written boiler-plate specification to be handed to designers.
• Plan a sediment retention pond and infrastructure for campus irrigation.
• Turfgrass development on the front campus.
• Install energy management controls at Baker Sports Complex.
• Design new central boiler plant.
• Hire a Fellow for Sustainability to coordinate the campus message.
• Perform sustainability benchmarking.
• Obtain Maximo support through ITS.
• Compliance with internal audit points.
• Integrate work management system with Banner.
• Create a forum and a format for policies and procedures.
• Eliminate charge-backs and replace them with service level agreements.