|I feel we are very well prepared.
|Having a well-rested staff, both physically and emotionally/psychologically. The latter is the more important of the two.
|MERV 13 filters order lead time.
|It’s not the physical work. It’s the elevated expectations for readied data. Like how is the air quality in every school, every minute of the day. That will be difficult to achieve. Plus, with more data about the virus surfacing all the time, you are never really prepared.
|I think we are prepared pretty well; we have been open since August so we are prepared for January.
|Definitive planning/timelines/milestones…data. We still don’t know how many students are returning and which residence halls and classrooms they will be using.
|Having an athletics program will impact Spring enrollment next semester and put even more university jobs at risk especially in maintenance. University is now floating idea to outsource all of Facilities operations due to cost. This is long term solution (loss of jobs, corporate knowledge, history) to short-term problem (COVID) seems short sighted.
|A solid plan to provide upgrades to old HVAC systems.
|Have no need. The Chancellor’s office made the decision for a virtual spring schedule months ago.
|We actually feel like we’ve now done everything we can in the physical environment and with our processes. Our greatest need is more global – we need a vaccine, we need enrollment numbers to climb etc. The need for funding is real – especially for testing.
|Politicians need to start promoting the vaccine rather than politicizing it.
|We are fairly well-prepared but the situation continues to evolve and government directive along with it. Adaptability is key.
|We will never feel prepared until this is over, so maybe a timely vaccine.
|Having more timely and accurate information regarding residence room assignments of those students who test positive and being able to disseminate that info to the maintenance staff (to prevent inadvertent entry into that room.)
|Keeping staff safe-heathy and focused on the job.
|Nothing at this time.
|The number of students allowed to live on campus makes it difficult to plan.
|The need for students, faculty and staff to be fully committed to following and obeying the university’s reopening plans, procedures and rules. The need for everyone to hold themselves and everyone else accountable.
|More experienced HVAC managers and technicians. A history of undertraining and apathy have placed even more burden on the small number of competent professionals that truly understand how their systems operate, and can adjust them accordingly, without causing other issues.
|Information. Our registrar’s inability to provide information for schedules and space use in a timely manner causes constant chaos.
|Staff consistency – lots of staff leave to manage – quarantines, school work-arounds, etc. Never seem to be 100%.
|We are mostly the same as fall with 85% online.
|Have an available vaccine.
|Redundancy in essential personnel. Many retired during the pandemic and we are leaner than ever.
|Lack of building occupants. Although we have created work orders to have our Fac Ops staff walk through every building at least once per day, a typical winter break would have a lot more eyes and ears in campus buildings to report problems before they become major equipment failures. Not sure how to fix this other than our work order tours.
|Our local administration taking control as opposed to letting the central board of regents call the shots.
|A reduction in community spread. The college is a safe place and we feel that we have more capacity on site to deliver safe activities. However, the potential cases coming on site is not controlled. I would feel better if we could effectively monitor the health of our community and isolate as required.
|The unknown of what our students who have gone home will bring back with them.
|We’re ready for the spring in the same manner as we were ready for the fall.
|Students with money who would like to spend it here.
|Funding and time to implement solutions.
|How we as an institution prevent the super spreader off-campus events.
|Governments not to make proper decisions.
|More time to implement a weekly mandatory testing program for everyone working or attending classes on campus.
|Accurate COVID information (i.e. isolation and quarantine times, definition of exposure, best practice PPE, etc.)
|Lack of statewide, national policy to restrict super spreaders and require masks.
|If there are any unknowns.
|Community support for masks.
|We are not reopening due to a multi-year construction project.
|The need for students to remain vigilant and social distance to prevent the spread.
|Nothing, we are working through the issues.
|We feel prepared based on our processes and successes this fall semester.
|I really feel like we are as prepared as we can be at present. Our processes and plans put in place worked and have been tweaked. Indicators are we will have fewer students on campus than during the Fall. Our two biggest concerns are if we experience a heavier caseload of positive students, how quickly will our quarantine and isolation space be overloaded, if our limited staff can meet their service needs, and what will a true Spring Break mean for the campus in April?
|Cheap, reliable tests.
|Depth of staff.
|A plan for return testing requirements.
|Can’t think of any.
|Capacity of Wellness Center.
|A better way to communicate with my staff. I feel isolated from the front line staff, and the inability to speak with them face-to-face is limiting my ability to gauge concerns and address issues.
|A clear guidance from state and federal governments, including an overall strategy of how to lower cases of the illness as well as cohesive testing across states, cities, counties, etc. The effective distribution of a vaccine will also be critical.
|Adequate coverage of our campus. As we speak, we have a hybrid system in place and are managing well. Once/if/when activities pick up, it will take more creativity on my part to adequately take care of the campus needs.
|Updated classroom electronics for additional online classes.
|We are ready. We don’t have a real need. It is just the thought that we don’t know what will happen. I expect that the vaccines won’t really be available to the population till Fall of 2021. Then moving back to normal or the “new normal.”
|We are prepared for multiple scenarios. We would like to know which one will be deployed.
|Greater capacity and resources (staffing and supplies) to do COVID Testing for all students that have at least one in person class. This is a new state mandate and as a community college with no residential halls we had not been doing testing until this mandate. Every time we get a new mandate or responsibility, it is given to employees to figure out how to do in addition to their regular work.
|How many students and faculty will return in person?
|High staff turnover, especially in Housekeeping/Custodial services. Our economy is very strong and competition is high right now. Our applicant pools are somewhat anemic.
|We are shorthanded with budget reductions and retirement incentives, keeping up with cleaning processes is becoming difficult.
|Evidence that the disease is under control.
|None. All campus buildings have been surveyed, signed, and supplied. We are ready.
|The fall went well, but I we realized we did not have enough quarantine beds.
|We have done a lot but more money is a concern that prevents us from being able to implement even more HVAC retrofits and to pay for nightly electrostatic disinfectant spraying.
|We don’t have the final spring class schedule yet.
|PCR testing that provides test results in under 24 hours.
|High level of infection in local community, state, and surrounding states.
|The ability to further control the behaviors and actions of students outside of academic hours.
|We have been able to realize a significant right-sizing of the college’s staff. Mainly due to the changing dynamics and implementation of numerous software and communications systems.
|We are ready. Will carry over fall strategies. Reviewing existing guidelines and FAQ’s for accuracy and relevancy.
|Lack of a coordinated state and national effort to control this pandemic.
|We feel that we are ready.
|Understanding how faculty will react to elevated positive cases and if the vaccines can be distributed quickly enough.
|The unknown. What will happen if we don’t reopen?
|Knowing exactly how many students plan to return. It impacts our budget and our ability to make rooms ready.
|Just the current national and state trends leave doubt that we should move forward.
|Not having a vaccine available.
|We feel good and ready to go.
|Crystal Ball – what will the conditions be in January after the holidays?
|Upper administration to have the spine to make the decision to utilize the Electronic Access Control system and have all buildings locked and accessible by valid University credentials only.
|Our understanding and knowing what has been done, and working with our community in projecting safety.
|More custodial staff, and hope that the staff we have remains healthy.
|Adequate staffing for custodial personnel.
|Adequate financial resources. With the decline in enrollment comes a decline in operating dollars but the same campus to run.
|The complete fluidity of the situation—something no one can address.
|Majority buy-in from students/faculty/staff and the nearby community to the basics: face coverings (inside and outside), hand washing, physical distancing (avoid crowds) and practicing good personal hygiene. Majority commitment to getting the vaccine as soon as readily available!
|Nothing comes to mind, we put great effort for Fall Semester preparation, that transcends to Spring. We have COVID supplies that should last through 2021. Budget cannot be impacted mid-year, but funding would be a primary need.
|We simply cannot accommodate the numbers of students in our classes if they were all to come back with COVID protocols in place. When the original occupancy in rooms is down to 10 – 20% of its original space, movement, cleaning, etc. are all impacted.
|We do everything we can but there are others who are not doing their part.
|The education of others off campus as well as discipline of our folks.
|Governor does not provide clear guidance.
|Indecision, we are plagued with that. Ample decision making and guidance to the purpose of student engagement has been our toughest opponent during this pandemic. “Knee jerk” reactions and no process mapping from our executive leadership has caused us to have discord. Decision making is essential to plan and strategize the best outcome, and our organization has not been championing that model.
|1. Funds 2. Lack of direction 3. Lack of a plan.
|Currently there are systems in place to check students, faculty, and staff on a daily basis for symptoms. We are prepared to open.
|Given the situation, and the systems we have in place, am feeling as prepared as we can be.
|A widely administered, accepted, safe, and effective vaccine.
|Better data of who is on campus for reporting on testing and test results.
|We are prepared.
|State funding confidence.
|Adequate supply of rapid test kits provided by the state.
|Uncertainty related to employee quarantine pay.
|I think we’re as prepared as we could be, all things considered. The one thing that would make me feel good about reopening is if we had the vaccine in hand and available to all employees and students. It appears that we will truck through another difficult semester before we get to that point.
|The uncertainty of what lies ahead.
|In case there is a huge covid outbreak on campus once students and faculty arrive.
|As we are keeping the FA20 model in place, there does not seem to be any unmet needs.
|Testing results back in 24-48 hours.
|Large interior spaces to provide more options (replace the outdoor tents) for socially-distanced gatherings for recreation and study.
|Clear direction and commitment to a path forward, particularly in the area of testing. Our classrooms are set up, distance, and safe. Faculty and students know how to use them.
|It will not be possible for us to reopen this spring.
|Good employees, supplies, ppe, and weather.
|We need an answer to what normal is going to be like from this point forward. Will we forever need to implement social distancing protocols to prevent the next pandemic? Is there going to be a permanent change in the way we design and build for the future due to this pandemic?
|Information from government on what is going to be allowed, number of pupils or students. Vaccination updates. Will teachers and building engineers receive the vaccine ahead of public?
|Staffing and Admin support.
|Funds. Because of the unknown factors we are forced to be very conservative.
|Nothing, we’ll be ready.
|The need for student compliance.
|The lack of on demand testing and quick result turn around.
|Well defined written procedures and protocols.
|None. We are a community college that serves 5000 students. The main campus sits on ~200 acres and with 20+ buildings including 3 residence halls. We implented some solid procedures and will continue these in the Spring. We also have a plan in place to go completely remote if the need arises which would be prompted by local statistics.
|Beyond a vaccine, funding which is dependent on normal operations, to prevent layoffs.
|Faster testing and contact tracers.
|More capable people in all frontline areas. We had a team of about 100-200 people that made the operation run at great personal cost during the Fall. If those same people are relied upon again for the Spring it will create some very serious issues – both for those people and their families as well as for the University. People will leave at the first chance they get.
|Students and employees following social distancing measures, mainly students.
|Need for consistency in government response.