Feedback can reach the MSU Way: ECOS steering committee through the online suggestion box. Please feel free to submit your ideas to us either anonymously or with an identifier. All suggestions will be posted as anonymous even if an identifier is given.
Work that can be planned, but is not, will present itself as urgent. The now-urgent work reroutes materials/labor/concentration and will almost always result in higher costs and inefficiencies. It will tend to undervalue the ideas and planning that are usually done and that do improve services and save money.
How are we improving processes every day? What are the measurables and/or improvements that can be shared inside and beyond the Physical Plant that are examples of the good work that we do? Best practices can lead to more ideas for still more improvement.
The Public Art on Campus Committee (PAOCC) should be intentionally included in all capital projects.
Clarify roles for reducing trash adjacent to the buildings (Physical Plant Landscape Services or individual building facilities).
Reduce the number of separate service requests (which lead to performance gaps) that need to be sent to separate Physical Plant departments to get non-capital project work done efficiently.
Use project charters or equivalent for all projects, both capital and non-capital, so that roles are clearly defined for all team members and customers know who to go to for a specific task.
Clarify roles and decision-making authority for all employees involved in construction, renovation and refurbishment.
Create realistic project commitment logs and hold team members accountable to said logs.
Collaborate to use technology to increase productivity.
Clarify roles and value of project managers: MSU architect project manager, contracted architect project manager, Physical Plant project manager, Physical Plant site managers, Residential and Hospitality Services (RHS) project manager, RHS Interior Design project manager, RHS planner/inspector/analyst, RHS facility manager.