Departments We Serve

Buildings & Grounds

Capital Program Management


Energy and Utilities

Environmental Health
and Public Safety

Human Resources

Service Enterprises

Special Projects


Administrative Computing for Physical Facilities

Analytic and Reporting Services




Work Request Center


Our Strategic Foundations


Our vision is to deliver excellent business and support services, while maintaining compliance that enables Physical Facilities to achieve their goals. We do this by being partners and team members of Physical Facilities that provide strategic, creative, and innovative solutions to fiscal situations.


  • Focus on goals, objectives, and results.
  • Work for win-win solutions.
  • Continuously improve.
  • Be proactive in providing quality services.
  • Value teamwork and integrity.
  • Make it happen.


  • Assure financial integrity.
  • Maximize the diversity, development, utilization, and retention of our human resources.
  • Improve key processes.
  • Integrate technologies.
  • Cultivate an environment that fuels curiosity and creativity where people and ideas thrive and different cultures and experiences are valued.
  • Acquire and manage sufficient resources to empower growth, innovation, and flexibility.

The Ten Expectations

Honesty & Integrity

At the heart of things, this means doing what you say and telling people what you’ll do. We need to discover what’s right, and then do it.


Talking with your co-workers or staff on a regular basis isn’t all that is required. That is a great start, but you also need to communicate with your superiors, customers and everyone else. It’s easy to talk about good news, but bad or challenging news needs to be discussed in a timely and transparent manner as well.

Think of the Entire Team

We need to be willing to help each other when needed. We are not islands, with each person only responsible for themselves. Instead we’re a team working towards common goals.

Look at the Big Picture

The Physical Facilities team makes the operation of the University possible on a daily basis. It’s important that employees balance their lives and pace themselves. We can’t sprint all the time, so we need to consider all things with respect to time, money, practicality and the manner in which our actions impact other operations and each other.

Treat People Fairly

It simply cannot be done by acting out of emotion or with an ego. You need to be objective and fair to everyone, especially to people that work for you or with you.

Anticipate Deadlines

The further out you are able to look, the easier it is to maneuver and adjust your course. Try to get a sense for when projects will be due so that you can plan accordingly.

Develop Relationships

Take time to get to know your customers and co-workers. The more you interact with people, the more likely they are to come to you when they have a problem. This helps to ensure that problems get solved before they escalate to unnecessary levels.

Be a Role Model

People are more likely to believe what they see than what they hear. Don’t just tell others what’s right or wrong; show them with your actions.


Don’t shirk your responsibilities. Ensure that you and your team follow through on your promises.

Follow Up

Do what you say you’ll do and close the loop between the setting of goals and the fulfillment of goals.


Purdue University, West Lafayette, IN 47907 USA, (765) 494-4600
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