MSCHE Self Study April 2021

the President or VP for Administration and Finance. This process is usually successful depending on the need and level of cost involved.  Comprehensive: A planned, large ‐ scale, and possibly multi ‐ year acquisition or replacement of equipment, defined by the quality and total cost of the items involved, would begin with a formal request made to the President or VP for Administration and Finance. Following discussions and if approved, a funding strategy would be formulated and an appropriate procurement process initiated. Maintenance The Computerized Maintenance Management System (CMMS) schedules preventative maintenance and repairs on building infrastructure equipment. The engineering team closely monitors maintenance schedules and performs daily walk through inspections of all operating equipment. A full ‐ time individual on staff maintains the ophthalmic equipment. The Facilities Department, headed by an Associate Director for Physical Plant, is composed of Engineering, Maintenance, and Housekeeping. These areas work together cohesively to ensure that the building achieves the highest level of operational efficiency and cleanliness. The Engineering Department consists of a full ‐ time Plant Utilities Engineer II who supervises three full ‐ time Plant Utilities Engineers, one full ‐ time Plant Utilities Assistant and one Maintenance Assistant. The primary functions of this department are to (1) ensure that the building has adequate heating and/or air ‐ conditioning and (2) maintain, troubleshoot, repair, test, and calibrate mechanical and electrical equipment providing heat, hot water, ventilation, air ‐ conditioning, and electrical distribution. The Maintenance Department consists of four full time employees ‐‐ two General Mechanics, one Maintenance Assistant and one Cleaner. This department is responsible for the general maintenance of the building and performs a variety of repairs, installations and minor construction tasks. The Housekeeping Department consists of 10 cleaners reporting to a Staff Associate/Facility Manager. COVID ‐ 19 Impact : The pandemic caused us to re ‐ appropriate space that had previously been used for use by other entities, such as the Stony Brook social work program which went fully remote. There are dual benefits to these agreements—both programmatic and revenue generating. Financially, the impact has been a loss, at least for the fall semester, of $200K. Further, as stated previously, we have been very restrictive in purchasing equipment other than equipment related to dealing with the pandemic. In response to COVID ‐ 19, the College has obtained new, labor ‐ saving devices, including thermal scanning equipment, installed at both of the building’s entrances, that speeds up entry and disinfectant misting equipment that makes deep cleaning and sanitizing of rooms much faster and more effective. In addition, fresh (outside) air has been increased in the HVAC systems, and MERV ‐ 13 air filters have been installed throughout the building.

88