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Our Best Practices

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VISION

Our vision is to be recognized as a model facilities services organization by providing outstanding support and superior services to the university community.
This is accomplished by developing staff who are motivated, highly skilled and customer focused; by building diverse relationships based on mutual respect, effective communication, and shared goals; by creating innovated processes that will be effective, efficient and supported with the required resources and appropriate policies; and by becoming a trusted provider that promotes a clean, safe, and sustainable environment for UT Knoxville.

MISSION

Our mission is to provide, maintain, and optimize the physical resources and environments of the campus for the university community through the integration of people, technology, and innovative work practices in order to fully support and promote the University of Tennessee’s VolVision, its long-range Master Plan, and its goal of becoming a Top 25 Research Institution.

VALUES

We incorporate several important values into our daily operations. By embracing and enforcing these values, our department can better support the university’s own standards in education, research, and public service.
Quality – We strive to exceed the expectations of the community in the areas of our responsibility.
Reliability – We labor to retain customers who can count on us for an appropriate and consistent response (in a timely fashion0 to their concerns, requests, and problems.
Professionalism – We operate with the most highly skilled and knowledgeable staff, fostering teamwork, collaboration, and open communication – ultimately serving our customers with both integrity and respect.
Innovation – We continually seek out creative ways to improve our operations and the way we provide our services to meet our customers’ ever changing needs.
Accountability – We perform in a manner at all times that makes us responsible and answerable to our customers, the university community, as well as to the people of the State of Tennessee.
Commitment – We are dedicated to an inclusive, safe, and sustainable work environment.

About Our Best Practices:

Showcase and Annual Reports:
The 2019 Annual Report is presented to showcase the continuing initiatives of the University of Tennessee, Knoxville Facilities Services Department in our drive to become a Top 25 Facilities Department.

2019 Annual Report

Academic & Instructional Support
The Facilities Services Department directly supports academics and instruction at UT Knoxville through various internships, assisting classes, teaching and projects. The department also supports and assists academics through various no-charge programs and services.

Academic & Instructional Support

Building for the Top 25:
The Torchbearer Reunion: Building for the Top 25 features all of the major completed and ongoing projects on the UT Knoxville campus. Topics include new construction, planned projects, renovation, deferred maintenance, project planning, parking projects, and sustainability and infrastructure projects.

Building for the Top 25

Additional & Expanded Services Guide:
The Additional & Expanded Services Guide details the services provided by the UT Knoxville Facilities Services Department that would not typically be included in a Facilities Management Contract.

Additional & Expanded Services Guide

No Charge Services:
The UT Knoxville Facilities Services Department provides several no charge servics and campus programs to the Main and Agricultural campuses.

No Charge Services and Programs

In-House Practices:
Our In-House Standard Practices address specific department practices used by Facilities Services to achieve the department’s primary goal of delivering the best possible services to the University and the State of Tennessee at the lowest cost.

In-House Standard Practices

Department Reorganization:
Overall reorganizational concepts include supporting the University of Tennessee Academic/Research Vision and Mission, supporting the Chancellor’s goal to become a Top 25 Research Institution, converting maintenance crews from reactive groups to dynamic proactive teams, and focusing on the department’s core tasks: Maintenance and Project Management.

Department Reorganization