Momentum often arrives disguised as disruption. For Scott Respass, executive director of facilities for Presbyterian College, the first year on campus was defined not by a quiet transition but by $1.6 million in storm damage that tested both the infrastructure and the institutional resolve. Rather than viewing the crisis as a setback, Respass treated it as a catalyst — an opportunity to rebuild systems, restore confidence, and establish a new operational standard for a campus rich in tradition but in need of focused renewal.
Scott Respass | Presbyterian College | Executive Director of Facilities
Presbyterian College, founded in 1880 in Clinton, South Carolina, is a private liberal arts institution known for its close-knit academic environment and historic campus. With just over 1,000 students and a strong emphasis on leadership and service, the college blends small-school culture with long-standing tradition. That history carries weight, and for Respass, honoring it while modernizing aging infrastructure has become the defining balance of his leadership.
Respass did not originally chart a path toward higher education. Armed with a business degree from Southern Wesleyan University and an MBA from Capella University, he built his career in operations and construction, running his own business and managing crews long before stepping into executive-level facilities leadership roles beginning in 2007. His background as a hands-on technician continues to shape how he leads.
“I’m not above doing the dirty work,” Respass says. “I’ll put on my coveralls, change my shoes, and get rolling.”
Building a foundation of ownership
Upon arriving at Presbyterian College in October 2024, Respass encountered a facilities team that had endured years of understaffing and heavy outsourcing. Plumbing work was contracted out. HVAC capacity was thin. Morale had dipped, and responsibility was unclear. His first priority was not cosmetic improvement but structural stability — both organizational and operational.
Running his own business had taught him that culture drives performance. Within months, he hired a full-time plumber and HVAC technician, redefined job scopes, and clarified expectations. Rather than micromanaging, he shifted accountability downward, empowering technicians and managers to own their domains.
“Giving people the opportunity to do their job, respecting their opinions, whether I agree or not, that’s important,” Respass says.
He emphasizes listening over dictating, insisting that professionals closest to the work often have the best solutions. Weekly campus walks reinforce that standard. Even outsourced cleaning crews receive direct recognition from him when their work stands out, a small but deliberate signal that every role contributes to the college’s image.
“We are all on the same team, working toward the same goals,” Respass says.
That philosophy extends beyond his department. As executive director, he maintains visibility across campus projects, bridging conversations among faculty, administrators, students, vendors, and city officials. Transparency, not price alone, defines vendor relationships. Projects are framed as shared missions rather than transactions.
Prioritizing the visible & the vital
Storm recovery provided an immediate list of urgent repairs, but Respass also targeted what he calls “low-hanging fruit” — improvements that deliver visible impact while larger capital plans take shape. Fresh paint, repaired sidewalks, upgraded sprinkler systems, resurfaced parking lots, and clearly marked crosswalks transformed first impressions.
Parking had been neglected for years, with faded lines and potholes signaling deferred attention. Relining lots and filling gaps may not inspire headlines, but for Respass, such details directly affect retention.
“Our biggest thing is the retention rate. Every time you walk into a building, people are looking at the details,” Respass says.
A well-maintained campus sends a message of stewardship. Students and families want evidence that tuition dollars are invested responsibly. Faculty and staff want pride in their workplace. Respass views facilities not as background operations but as central to enrollment stability and institutional reputation.
Logistics remain the most complex aspect of the role. Summer months do not provide relief; more than 1,000 students and campers occupy the campus year-round. Projects must be sequenced with surgical precision to avoid disrupting academic and residential life.
“I can decide which project gets done. Prioritizing is a big skill,” Respass says.
Major mechanical upgrades loom as critical investments. The dining hall HVAC replacement alone approaches $1 million. A boiler system dating back to 1962 is being converted to a forced-air system that improves safety and efficiency. Residence halls will soon offer individual HVAC controls in each room, reducing manual adjustments and allowing the team to focus on strategic improvements rather than daily temperature complaints. Automation and modernization are not luxuries; they are operational necessities.
Honoring history while modernizing
Perhaps the most significant undertaking is an upcoming capital campaign to renovate aging residence halls. While infrastructure demands modernization — walk-in showers, improved accessibility for scooters, updated mechanical systems, and suite-style bathroom configurations — the exterior structures will remain intact, preserving the historic character that defines Presbyterian College.
“We’re setting up these residence halls for the next 30 years,” Respass says. “We want to set the stage for the next generation of leaders.”
Deferred maintenance accounts for much of the workload. Every system has a lifespan, and decades-old equipment cannot carry future expectations without reinvestment. Yet modernization does not mean erasing identity. Restoring a historic infirmary building at a fraction of projected costs demonstrated that preservation and fiscal responsibility can coexist.
Technology integration represents another forward-looking step. Interactive kiosks are being installed across campus to provide directions and information, including one outside Respass’s own office in a building dating to the 1930s. The juxtaposition is intentional: heritage on the outside, innovation within.
Partnership with the city has also become essential. Infrastructure improvements such as crosswalks and signage require coordination beyond campus borders. Respass recognizes that municipalities cannot shoulder every burden; collaboration strengthens both town and gown.
Creating pride & sustainability
Facilities leadership at a small college requires business discipline. Respass frames retention, staffing, and capital allocation through an operational lens shaped by years of entrepreneurship.
“You have to look at this as a business when it comes to retaining the student base, but also the faculty,” Respass says. “We have to keep this business going.”
That mindset does not diminish the college’s familial culture. On the contrary, he believes pride in the physical environment reinforces community identity. Athletic programs now meet with facilities leadership to gain ownership over their spaces. Students are invited to offer feedback on recreational and residential improvements. Empowerment fosters engagement.
Under an aligned and forward-thinking president, major leadership changes have reinforced accountability across departments. Respass views his tenure as finite but meaningful.
“I want to leave this place in a good position for the next person coming in, whenever that is,” Respass says.
Ultimately, his impact is measured not only in renovated halls or upgraded boilers but in restored confidence. A campus that once reacted to deferred maintenance now moves with intention. Sidewalks are safer. Parking lots are visible. Mechanical systems are reliable. Residence halls are positioned for decades of service.
Respass remains, at his core, a builder. He builds structures, certainly. But he also builds culture, ownership, and trust. At Presbyterian College, brick and mortar tell only part of the story. The deeper transformation is found in renewed pride — a campus prepared not just to endure, but to lead its next chapter with clarity and care.
