Strategic Programs
Strategic Program Goals | FY 2009
Project Management and Delivery
The purpose of this strategic program is to continue development and sustain progress with the university’s project delivery model. Components of this program include ongoing staff training, customer resource development and support of key university project initiatives. Projects include student housing capital plan projects, Board of Trustees reports and continued metrics development and continued Integrated Facilities Planning (IFP) to link key university priorities – space planning, renewal and deferred maintenance, energy management, construction, and enhanced maintenance.
Energy Services and Sustainability Program
This program serves as the focal point for continued energy conservation, education, recycling and other sustainability initiatives. Ohio State’s goal is to lead the nation in achieving sustainability in all areas of university operations, including responsible resource usage and energy management.
Diversity Program
FOD remains committed to advancing diversity initiatives and promoting a culture that is inclusive for all employees regardless of race, ethnicity, gender, age, sexual orientation, national origin, cognitive style or disability. Diversity remains at the forefront of our leadership agenda as we work collaboratively to develop programs, hiring practices and initiatives that reflect our commitment to creating an inclusive work environment.
Planned and Preventive Maintenance
In 2006, a measurement standard was established to assess planned versus reactive work. The overall goal of this program of continual quality improvement is to facilitate both planned and preventive maintenance and increase overall productivity.
Renewal and Deferred Maintenance
In 2007, the university began developing a program to assess and define the extent of the building systems that require renewal and maintenance backlog to provide recommendations to inform strategic decisions to effectively manage physical conditions. The objectives are to limit the deferred maintenance impact on educational programming and to be proactive in the planning and application of financial resources to support the university’s mission.
Regional Integrated Operations
In 2008, FOD restructured our service delivery model in an overall effort to improve customer service and maximize service efficiency. The reorganization consolidated Maintenance, Building Services and Roads and Grounds into one integrated service group. The campus was divided into three service districts and subdivided into four zones. The overarching goals of the transformation are to provide the customer with a single point of contact to improve service, an easy way to interact with FOD’s service groups and to redirect more of the available financial resources to front-line staffing.
Research Support
To support safe research practices at Ohio State, FOD Environmental Health and Safety (EHS) partners with researchers to promote compliance with federal, state and local laws, regulations and safe research practices. FOD continually strives to expand safety training and resources for the university’s research community.
University Capital Planning
FOD supports a program to ensure alignment of capital projects in areas of funding resources, timing, physical interdependencies, staffing, and state requirements. Alignment of university projects with state, city and township projects for timing and physical interdependencies is also important.
Infrastructure Master Plan
In 2006, a 25-year Infrastructure Master Plan was developed. This plan will help support and address critical needs for utility capacity and deferred maintenance. Areas targeted in the initial 6-year $480 million plan include: two chilled water plants, a second electrical substation, projects to support ongoing growth, and more than $250 million in investments to repair aged tunnels and steam and chilled water systems.
