Suggestions by category: Organization/Efficiency

Many of the functions within the contracting office, Campus Planning and Administration (CPA), are duplicated within Engineering and Architectural Services (EAS) administration. Consider combining contracting and the accounting functions that go with it, EAS.

Maintenance Services should issue a table that shows who has what responsibilities in terms of how they interact with Engineering and Architectural Services (EAS). Personnel change frequently and only piece-meal notifications happen. It would be good to have it all in one place, and current, who to call and for what.

Engineering and Architectural Services (EAS) is in the awful place of very low employee morale for these reasons: Skire Unifier should have been implemented by the Business and Personnel Office along with EAS personnel who understand how we operate. The slowness of the contracts, payments, change orders etc. from Campus Planning & Administration (CPA) is a chronic problem that should have been addressed to restore confidence in CPA’s role as assistants to the construction process.

There should be one building or a close cluster of buildings where all University support staff reside. Units to include: current Physical Plant departments, Academic Technology Services (ATS), Telecommunication Systems, Interior Design Services, Engineering and Architectural Services project representatives, Residential and Hospitality Services, and Transportation Services including the vehicle pool.

The separate forms that we are supposed to complete that are supposed to be integrated into FAMIS should be automatically integrated rather than manually entered.

The project information data sheet for each project in Skire Unifier has duplicate data to the FAMIS data for the project, and is not kept up-to-date. Engineering and Architectural Services staff that are assigned to the project do not have permission to update the Skire project information sheet.

If someone from Engineering and Architectural Services is assigned to the "project manager" role (managing a project from inception to closeout), that person should be present at both design and construction staff meetings, at least alternating between them. Design and communication processes are currently being neglected by project managers that are, through the neglect, communicating a lack of concern or respect for those processes.

Many of our projects are slowed significantly by the high number of times we have to submit to the Board of Trustees (BOT) and the relatively low number of times they meet and discuss projects each year.