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Operations Division FY20 Annual Report

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2020

ANNUAL

REPORT

SAFETY

COURTESY

QUALITY

EFFICIENCY

“EXCELLENT SERVICE, EXCELLENT STEWARDSHIP”


CONTENTS

To Our Partners 3

Texas Tech Leadership 4 - 5

Coronavirus Pandemic 6 - 9

Operations by the Numbers 10 - 13

Courtesy 14 - 15

Quality 16 - 21

Efficiency 22 - 25

Safety 26 - 27

MISSION STATEMENT

The Operations Division

provides building and service

environments conducive to

achieving the highest standards

of excellence in teaching,

research, and public service

activities while meeting our

own needs for well-being and

professional development.

VISION STATEMENT

Texas Tech University Operations

Division will be recognized within

the University and externally

as an efficient and effective

organization that achieves the

highest standard of excellence in

every endeavor.

2


01

TO OUR

PARTNERS

Sean childers, associate

vice president for

operations Division

The school year 2020, if anything, can be defined as one of the biggest

challenges of our generation. The fall semester started as normal with

academics, athletics and other regular activities. The campus was busy,

projects were underway and the day-to-day activities seemed to be

hustling along like any other fall semester. It was the spring semester

that provided an opportunity for the Operations Division (OD) to pull

together and step up in a way that shows the true professionalism and

devotion of each and every person on our team! As I look through notes

and think back over the activities that occurred from March through

August; the accolades, appreciation and above and beyond service by all

involved cannot be complimented enough! When the decision was made

to close the campus due to COVID 19, the Operations Division was still at

work. Grounds still had to maintain the campus to include the hosting

of a virtual Arbor Day; Custodial still had to clean buildings in the midst

of relearning and retooling to accommodate COVID guidelines and best

practices; BMC walked and maintained buildings to include the clean

up of a water leak within the Animal and Food Science building; ODPA

worked with the registrar’s office on classroom capacities for the summer

and fall semesters along with a System Building renovation that included

multiple office moves; Engineering Services still managed several projects

around campus while mitigating COVID related delays and closures;

Business Services still processed payments and receivables, began

sourcing PPE for the campus and maintained the continuous receipt and

distribution of mail and packages for the campus; Transportation and

Parking Services continued renewing passes while keeping the buildings

secure and taking the lead in meeting with the building safety officers

to coordinate and implement the signage and notification roll out;

and the CHACP plants monitored building conditions as research and

online teaching instructional spaces had to be maintained all the while

producing steam and chilled water for both campuses. It was almost like

we never really closed, even with the TTU community gone, facilities and

campus support had to go on.

With all of that said, everything was taken care of to the best of anyone’s

ability. In May, the Operations Division shifted gears and had to learn and

implement the process of how to safely prepare and open back up the

campus. Although a daunting task in regard to the health requirements

associated with COVID, it was an opportunity that was overcome. As a

University, we had to adapt to and learn how to function in the midst of

changing CDC and governmental regulations and protocols. The question

at hand was, how do we keep our team safe and how does our team

provide a safe environment for the Staff, Faculty and Students as they

migrate back the “new” normal of day to day operations? In the midst

of everything, the appropriate safety measures were taken to screen and

track employees, continually sanitize and disinfect work areas and the

campus, properly social distance and wear masks along with other safety

protocols that were implemented so that the campus was made ready

for everyone’s return. In addition to new staff protocols, facilities were

readied to include air handlers being serviced, air filters being changed,

wellness stations and hand sanitizer dispensers distributed, plexi glass

dividers provided, water fountains shut down, paper towel dispensers

installed in all restrooms, over 30,000 signs installed and disinfectant

wipes made available for all, including those placed in every classroom.

These steps are just a small part of what occurred and were in addition

to the regular upkeep of the campus that had to be maintained. All in all

I think under the very dedicated leadership of each of the Directors and

their teams, the campus reopened and opened as safely as it could given

the circumstances. It was only possible due to the great team members

we have within the Division that took to heart and carried through with

the “Tech Commitment” campus safety pledge. Thank you again for each

and everyone of you and your diligent efforts to sustain during these

times. Your efforts are recognized and appreciated!

3


Excellent service

excellent stewardship

Operations Division

Annual Report - FY20

02

texas tech

leadership

Dr. Tedd L. Mitchell

Chancellor of the Texas Tech University System

Dr. Tedd L. Mitchell was named the fifth Chancellor of the Texas Tech

University System in October 2018. As chancellor. Dr. Mitchell is the

chief executive officer of a $2 billion, four-university higher education

enterprise consisting of Texas Tech University, Texas Tech University

Health Sciences Center, Angelo State University and Texas Tech

University Health Sciences Center El Paso. Collectively, the TTU System

enrolls approximately 55,000 students, operates on more than 15

campuses statewide and internationally, and has an endowment valued

over $1.3 billion.

Dr. Lawrence Schovanec

President of Texas Tech University

Dr. Lawrence Schovanec began his role as the 17th President of Texas

Tech University in August 2016. He joined the Texas Tech family in 1982

as a faculty member in the Department of Mathematics & Statistics,

and in his three decades as a Red Raider, he has served as chair of the

Department of Mathematics & Statistics, the Dean of the College of Arts

& Sciences, interim university president and, most recently, as provost.

As an administrator, he has been a strong advocate for educational and

outreach activities in areas of science, technology, engineering, arts and

mathematics.

Noel A. Sloan

Chief Financial Officer and Vice President

As the Chief Financial Officer and Vice President for Administration and

Finance, Noel Sloan partners with university leaders to support growth

and strategic initiatives while ensuring accountability for financial

operations is maintained and risk is minimized. Ms. Sloan came to Texas

Tech University in 2006. Prior to being selected as the Chief Financial

Officer in January 2014, Sloan served in the role of Managing Director

for Financial Services & Tax. She has also served as an Adjunct Faculty

member in the Rawls College of Business.

4


educate and empower a

diverse student body

a record

38,803

red raiders know that from

here, its possible

enable innovative

research and creative

activities

$188.2M

in research expenditures

transform lives and communities through

strategic outreach and engaged scholarship

presidential

3,370

new

scholarships

students

totaled

5


Excellent service

excellent stewardship

Operations Division

Annual Report - FY20

texas tech

03

commitment

The Texas Tech Commitment comprehensive plan was unveiled during the COVID-19 pandemic as a

pledge to create a safe campus environment for students, faculty, and staff of Texas Tech University.

Texas Tech enhanced sanitation efforts, provided health screenings, made personal protective

equipment (PPE) accessible, provided workplace and classroom wellness guidance, and put in place

social distancing protocols.

coronavirus pandemic

The Operations Division played a large role in preparing campus for students, faculty, and staff to return

safely during COVID-19 pandemic.

STUDENT WELLNESS STATIONS,

PLEXIGLASS SHIELDS, AND

PORTABLE DIVIDERS

As the Operations Division prepared for students/faculty/staff to come

back on campus one of the top priorities was to provide personal

protective equipment in accessible areas around campus and plexiglass

shields to protect against coughs and sneezes.

Providing personal protective equipment for students, faculty, and

staff on campus is one of the many efforts towards the Texas Tech

Commitment. Ninety Red Raider Wellness Stations were placed in

accessible areas around campus. Each wellness station supplied

students/faculty/staff with hand sanitizer, disinfectant wipes, and 3-ply

masks. To ensure the Operations Division keeps each station fully stocked

at all times, QR codes were provided to scan to inform Custodial Staff if a

specific station needed attention.

The Operations Division Building Maintenance and Construction

department also installed plexiglass shields for departments across

campus. The shields were placed at receptions areas, advising offices,

service counters, offices, classrooms, etc. or as directed by the customer.

The shields offer a layer of protection for students, faculty, and staff from

the exposure to respiratory droplets from coughs and sneezes while in

close contact. Also, portible dividers were provided for professors to use

for face-to-face instruction.

6


2,755

various ppe provided

for Operations Division

employees

Operations Division Employee Drive-Thru

Health Screening

1,740

average employees

screened per week

Since the beginning of April 2020

the Operations Division provided an

employee drive-thru screening to ensure

everyone reporting for work was safe and

healthy during the COVID-19 pandemic.

In efforts to follow state, city and

university recommendations, employees

were able to stay in their car as they

were evaluated and were also provided a

cloth face mask to use while working on

campus. For those employees who were

unable to make the drive-thru screening,

the Operations Division created a selfassessment

available to take anywhere at

any time.

Every week the drive-thru screening

evaluated on average 262 employees a

day whose goal it was to keep campus

facilities and operations functional at all

times.

The Operations Division will continue

to ensure everyone stays healthy while

providing the services required by the

campus.

4.7M

sqft cleaned by

operations division

custodial team

Hours

Pandemic Hours Paid to Employees

12000

10000

8000

6000

4000

2000

0

March April May June July August

90

Red raider

wellness stations

placed around

campus

Month

7


Excellent service

excellent stewardship

Operations Division

Annual Report - FY20

wellness kits provided for students

were assembled and distributed by the

operations division

Texas Tech University, like many universities across

the nation during the COVID-19 pandemic, provided

personal protection equipment (PPE) kits for the

incoming students for the Fall 2020 semester. These

10,000 Student Wellness Kits provided many of the

CDC suggested tools for combating the spread of

the COVID-19 virus. Each kit contained a facemask,

hand sanitizer, alcohol wipes, and a no-touch tool. In

addition, each kit also provided a card with a message

in conjunction with the Texas Tech Commitment

campaign reminding students of the importance of

their actions in keeping themselves and others safe in

their new campus environment. The items in the kits

were branded for TTU or the Texas Tech Commitment

initiative to create a sense of belonging for students new

to the Texas Tech University campus.

The bags and the individual items they contained

were purchased in partnership between the

Procurement Services Department of the University

and the Operations Division Logistics team. The kits

were assembled by Traffic and Parking Department

employees and distributed as new student IDs were

issued by the ID office. This team effort provided

Student Wellness Kits that were well received by the

incoming students.

COVID-19 Signage

on Campus

The Operations Division organized 27 in-person and 5 virtual

walkthroughs with building coordinators across campus to provide

workplace and classroom COVID-19 signage to support the efforts

of the Texas Tech Commitment. With these efforts, 3,500 signs are

on display throughout 84 buildings on campus. This was completed

after more than 750 hours with two teams of 4 to 5 people, who

in one day walked over 16,000 steps per person. To put that into

perspective that is 160,000 total steps between two teams of five

which is almost 76 miles!

8


operations division warehouse provides

personal protective equipment for

campus

After the COVID-19 Pandemic shut down campus operations in the

Spring of 2020, the decision was made to centrally provide personal

protective equipment (PPE) for the TTU community as the campus

opened up over the summer and Fall semesters. Operations Division

Business Services teamed up with TTU Procurement to stock PPE for

Texas Tech University. Purchasing these supplies centrally allowed

TTU to use its collective buying power and purchasing agreements to

purchase the large quantity of PPE needed for the campus.

Across the nation PPE was in short supply as this medical equipment

was a critical need for healthcare providers. PPE was also being

purchased for other businesses and individuals as the Center for

Disease Control established proper PPE and safety procedures

to prevent the spread of COVID-19 as the nation began to resume

normal day-to-day activities. TTU Procurement and Operations

Division purchasing teamed up to utilize key partnerships previously

established by the University with medical supply companies. These

partnerships were supplemented with PPE providers that were sought

out, vetted, and approved to purchase PPE for TTU student, faculty,

and staff.

Quantities required were estimated, but with most PPE, the quantities

were substantial, and supplies had to be purchased from multiple

vendors to obtain the required inventory. Some items, such as N-95

masks, were not available until late in the summer and substitute

products were found and purchased to ensure proper PPE was

available for labs, classes, and operations. All products were approved

by Environmental Health and Safety before purchasing and stocking at

the Central Warehouse.

Operations Business Services teamed up again with TTU Procurement

to implement a new inventory and “punchout” in TechBuy for the

Central Warehouse. This allowed for easy purchasing by TTU colleges

and departments. PPE supplies purchased through the Central

Warehouse were delivered the following day by the MailTech staff with

their normal mail deliveries.

9


Excellent service

excellent stewardship

Operations Division

Annual Report - FY20

operations by

05

the numbers

operations division CAMPUS OPERATION COST

Planning & Administration

3.32%

Asbestos Compliance Management

1.19%

Engineering Services

6.72%

Fleet

5.59%

Building Maintenance & Construction

43.01%

Administration Salary

7.84%

Grounds Maintenance

14.39%

Custodial Services

17.94%

10


construction

building maintenance & construction

engineering services

FY20 Project Cost

FY20 Project Cost

TOTALED

$19.9

million

685

active construction

projects

TOTALED

$18.2

million

84

active construction

projects

Top three priority projects

CHEMISTRY 219

PRESIDENTIAL FORUM

CLASS LAB

$729,183

PLAZA 605 SKYVIEW

RENOVATION

$523,985

MATHEMATICAL

SCIENCE 011, 013, 015

RAIDER ROOMS

$505,267

11


Excellent service

excellent stewardship

Operations Division

Annual Report - FY20

buildings

287

TOTAL

BUILDINGS

Gross square footage totals

10.35 million

34,524

6,911

card access request

work orders processed

4,433

key request

200000

Gallons of Fuel Sold

E&G Office Sqft per FTE

150000

100000

2019

224.12

50000

157.53K

118.91K

2020

227.94

0

2019

2020

Urgent Work Orders

Completed in 2 Days

Custodial Work Orders

Average Days Open

Grounds Work Orders

Average Days Open

2019

73.29%

17.24 18.29

27.27 28.88

2020

77.22%

16.85

2019

2020

2019

2020

12


transportation

and

parking services

19,836

Parking Spaces

54%

of students

use alternative

transportation to reach

campus

Employees

Operations Division filled

full-time positions totaling

67

Active Operations Division

Employees totaled

550

7,017.5

Total Employee

Training Hours

During the 2020 fiscal year

35

employees

celebrated 460 years of

service

The Training Team

organized 121 different

training events and sessions

attended by a total of

4,944

employees

1st

Bicycle Friendly

University in Texas

2.1 million

bus rides taken in FY20

13


Excellent service

excellent stewardship

Operations Division

Annual Report - FY20

Genuinely care for our internal and external customers’

experiences.

06

courtesy

Arbor Day

Texas Tech University’s Operations Division Grounds Maintenance took on the huge task of planting

thousands of new plants and flowers across campus

Arbor Day looked different for 2020, with

Texas Tech University on a Level 4 shutdown

the thousands of students, faculty and staff

that usually help plant flowerbeds around

campus on Arbor Day could not help. Texas

Tech Operations Grounds Maintenance

Department stepped up to keep the tradition

alive.

On March 2, 1938, President Knapp started

the first Arbor Day using faculty, staff, and

students to plant trees and shrubs throughout

campus to become the “beauty spot of West

Texas”. This continued for the next 10 years

until funding dropped off. In April of 1999,

Chancellor John Montford and his wife

brought the tradition back to Texas Tech

University and it has been an annual campus

event since.

To Operations Division Grounds Maintenance,

Arbor Day is an opportunity to have campus

interaction while planting their summer

annuals. With the help of an average

of 155 student organizations including

approximately 2,313 students, faculty, and

staff, Arbor Day allows Grounds to plant their

summer annuals in about 2 hours. Due to the

COVID-19 pandemic, the annual festivities for

Arbor Day were cancelled due to the campus

shutting down.

With the uncertainty of when the university

was going to open back up, Grounds wanted

the plants in place to provide some sort of

normalcy during the pandemic. This year,

with minimal staff, the Grounds Maintenance

crew kept the Arbor Day tradition alive. In just

a week and a half they were able to plant the

summer annuals at the core of campus as well

as a few areas on the perimeter of campus

while keeping up with normal job duties.

14


customer service

Operations Division IT

Customer Survey

Construction at

Indiana and Main

The summer closure of Indiana Avenue from 18th Street to Main

Street was a collaboration with FP&C and the Operations Division to

accommodate two separate projects.

1.26 1.19

2019

2020

At the Dustin R. Womble Basketball Center, FP&C installed two

raised crosswalks that go across Indiana Avenue from the Womble

Center to the United Supermarket Arena.

North of Main Street, the Operations Division expanded the C-10

parking lot. This also included connecting the loop road from

Knoxville Avenue to the loop road behind the Physical Plant. The

south entrance to the parking lot can be accessed from the new

roundabout constructed at the intersection of Indiana Avenue and

Main Street.

* 1 being the best

Custodial Survey for

Professionalism of Staff

1.75

with one being the best

193.67

Total Parking Lot Acres

on Texas Tech Main

Campus

Custodial Survey for

Services Provided

1.97

with one being the best

C-10 expansion added 206 more parking spaces

15


Emulate throughout our efforts. Support and

maintain the appearance of the University and

ourselves.

07

quality

Raider Rooms Renovated

FY20 Raider Rooms with Budget

7

Human Science Room 063 Raider Room Renovation

$600,000

2019

4

2020

Chemistry Room 101 Raider Room Renovation

$250,000

Class Labs Renovated

Mathematical Science Room 014 Raider Room Renovation

$150,000

5

3

Mathematical Science Room 011 & 015 Raider Room Renovation

$575,000

2019

2020

FY20 Class Labs with Budget

Total Renovated Raider

Rooms and Class Labs Since

FY17 to FY20

Chemistry Room 212 Class Lab Renovation

$779,750

22

15

Chemistry Room 219 Class Lab Renovation

$802,000

Chemistry Room 220 Class Lab Renovation

$372,000

Room

Lab

16


PRESIDENTIAL FORUM REPORT

RAIDER ROOMS

HUMAN SCIENCE 063

CHEMISTRY 101

RENOVATIONS

Installed new flooring

Updated the paint on the walls

Installed a new podium

Updated existing ceiling lights

with new LED lights

Technology package

Seating package

Wall finishes and enhancements

Installed CS Gold Global lock

Installed new distance learning in

Human Science 063 and

Mathematical Science 011/015

MATHEMATICAL SCIENCE 014

MATHEMATICAL SCIENCE 011/015

PRESIDENTIAL FORUM REPORT

CLASS LABS

RENOVATIONS

Replaced all finishes

New cabinets

Fume hoods

CHEMISTRY 212 CHEMISTRY 219

Safety showers and sinks

Installed new technology

Stools

Glassboards in the labs

New technology

CHEMISTRY 220

17


Excellent service

excellent stewardship

Operations Division

Annual Report - FY20

OPERATION DIVISIONS CONTRIBUTION TO THE

NEWLY CONSTRUCTED AGRICULTURAL SCIENCE

RESEARCH GREENHOUSE

All departments within the Operations Divison were invloved with the newly constructed greenhouse in

preperation for the arrival of Dr. Herrera-Estrella

In preparation for the arrival of Luis Herrera-Estrella, Ph.D., President’s

Distinguished Professor of Plant Genomics and Director of IGCAST,

Operations Division was approached to develop plans for a new

greenhouse to house Dr. Herrera-Estrella’s research. This work began

early in 2018. While this project was above the dollar limit for projects

which the Operations Division normally oversees (up to $4 million), the

limited time to design and build the greenhouse necessitated TTU Board

of Regents approval to reassign this project from Facility Planning and

Construction. The greenhouse was completed in 2020.

Operations Division Engineering Services (ODES) provided the oversight

for design and construction for this project. ODES hired the design firm,

Condray Design Group, to assist in the design of the greenhouse. To

facilitate the construction of the warehouse, ODES teamed with local

construction firm, Tommy Klein Construction via a Job Order Contract.

This greenhouse facility was constructed with a stand-alone hot water

and chilled water system. The remote chiller plant is managed and

maintained by Utilities with support from Building Maintenance and

Construction. Highly specialized equipment and system monitoring

was installed to facilitate needed research and provide the necessary

conditioned environment. The facility includes four state of the art walkin

growth chambers with lighting, humidity, temperature, and watering

controls. In addition, a soil sterilization system was provided to dispose of

genetic materials.

Due to the funding of the greenhouse, extensive work was required to

report spending. Operations partnered with TTU Accounting Services

to ensure proper use of funds. All departments within Operations were

involved in some manner from space planning, budget and billing,

construction support, underground infrastructure coordination, central

utilities support/oversight, parking plans, custodial, and landscape

design/construction assistance. As a result, Operations is familiar with all

aspects of the facility allowing service personnel to proactively maintain

the building systems and assist if operational issues arise.

18


Grounds

Maintenance

PGMS Merit Award

Honey Locust Tree Earns State

Recognition

The Texas Big Tree Registry

recognizes the largest known tree

of each species growing in the

state. This year the Operations

Division Grounds department was

crowned yet again for largest in

the state by the Texas A&M Forest

Service for their honey locust tree

located south of the Administration

Building.

The tree was officially measured

back in 2013 by using a tree index

that compares the honey locust

on Tech’s campus to other honey

locust trees in the state of Texas.

To get the index score, staff from

2019

2020

Texas A&M Forest Service combine

the trunk circumference in inches,

tree height in feet and one-quarter

of the average crown spread in feet.

In 2013, the honey locust tree on

campus had a circumference of 115

inches (9.5 feet), a height of 56 feet

and a crown of 77 feet, which gives

a tree index of 190 points.

This summer the tree was

measured again and the honey

locust now has a circumference

of 124 inches (10.3 feet), sits at a

tall 58 feet and a crown spread of

77 feet.

Campus Quality

Campus Cleanliness

1.35

1.67

The Professional Grounds Maintenance Association is a

national society for grounds professionals which advances

grounds management professionals through education

and professional development. Participating in the Merit

Award program allows the Operations Division Grounds

Maintenance Department to promote and celebrate

the Texas Tech University campus by showcasing their

best landscape designs and construction . The Grounds

Department is committed to making the Texas Tech

campus beautiful and safe. The award program allows

Grounds Maintenance to receive kudos from outside their

organization. This in turn raises their morale and highlights

the campus’ beautification.

Texas Tech competes against other campuses nationwide,

including Purdue University, Penn State University, and

the University of Chicago. There are 15 categories such

as athletic fields, golf courses, cemetery/memorial park,

condominium/apartment complexes, hotel, motel, or resort,

and university/college large, mid-size and small, including

urban university grounds and public works sites.

Grounds Maintenance is graded on turf management,

landscape design, safety, challenges, budget, and

sustainability practices.

This year the Agricultural Science East landscape was

showcased. Grounds Maintenance’s design scored fair,

with the judges appreciating the Purple Hearts and the

plant choices. Additionally, the sustainability practices of

shredding tree trimmings and using the organic shredded

material as mulch earned Grounds Maintenance a good

score as well .

The Texas Tech Undergraduate Admissions conducts many

tours for potential students each year, and making that first

positive impression is important. When potential students

enter the campus, Grounds Maintenance wants them to feel

comfortable and welcomed. Texas Tech University stands

for excellence in everything they do, including Grounds

Maintenance.

* 1 being the best

Web Self Help Count

2019

13

2020

57

19


Excellent service

excellent stewardship

Operations Division

Annual Report - FY20

dairy barn renovation was an

operations-wide project

In partnership with Facilities Planning and Construction, the Operations

Division co-managed the renovation of Texas Tech’s historic Dairy Barn

The Dairy Barn is an iconic landmark located right in the heart of the Texas Tech University campus. Built in

1926, the Dairy Barn is one of the oldest structures on campus. Throughout the years, the historic building

has sat vacant with threats of being demolished. The Dairy Barn has served as a physical reminder for

the importance the College of Agricultural Sciences and Natural Resources has at Texas Tech. The new

renovations will have permanent displays that reflect back to the history and importance of the Dairy Barn.

The dairy business began in 1926 with the formation of the Student Dairy Association. Students at Texas

Tech were encouraged to bring at least three cows of their own to house in the Diary Barn. At the time the

barn had enough milking facilities for 40 cows including calving stalls, feeding rooms, chillers and an office

area. In 1966, the milk being produced in the Dairy Barn was used in the Home Economics Food labs and the

campus cafeteria. To help students pay their college fees, the extra dairy products were sold to the Lubbock

community. The Dairy Barn officially received recognition by the National Register of Historical Places in

1992, all thanks to a student fundraiser. This fundraiser helped preserve the Dairy Barn as a symbol of Tech’s

agricultural heritage.

The Operations Division partnered with Facilities Planning and Construction (FP&C) to manage the

renovation of the historic Dairy Barn. The Dairy Barn renovation was an Operations-wide project.

Operations Engineering Services managed the construction renovation, Building Maintenance construction

completed the electrical renovation with the assistance of a subcontractor, Grounds Services completed

the site work to address drainage in the area, Planning and Administration coordinated the repurpose of

furniture for the upper loft and offices, Transportation and Parking handled the parking lot and Services did

the final prep and cleaning.

The building was renovated inside and out and the exterior renovations were completed keeping the original

historic fabric of the structure. The interior was modified for faculty and student interaction on the first floor

and an assembly space on the second floor. On the first floor the original wood trusses, columns and some

of the milking area floor was left exposed. The original tongue and groove ceiling was removed, cleaned and

reinstalled as well as a section of the chute from the entrance to the milking area on the southwest side of

the building for historic preservation. The original hay loft flooring was removed and reinstalled on the main

entrance seating area and the conference room walls. New restrooms were constructed and an elevator was

constructed to comply with ADA requirements to make the second floor assembly area accessible. On the

second floor, the original wood truss roof structure, end walls and end wall bracing was left in it’s original

condition. Then a side wall was added for space utilities and air conditioning.

20


Photo by Mark UMSTOT Photography


Excellent service

excellent stewardship

Operations Division

Annual Report - FY20

Operational readiness while using our time and

resources wisely.

08

efficiency

Custodial team’s new cleaning strategy

modifies the way services are delivered

Quality and efficiency are key when it comes to the

Operations Division providing services for Texas

Tech University. Operations has recently invested

in a training program for the custodial team that

will focus on common areas and classrooms while

creating a healthier indoor environment. Currently,

the custodial team practices Zone Cleaning where

one custodian is assigned one floor or section of a

building. The new Team Cleaning assigns a specialty

to a custodian then, they work together as a team to

clean an entire building.

Aaron Smith, Managing Director for Operations

Services, says the new Team Cleaning practice is

simply a systematic approach to cleaning a facility.

“Historically what we have done in this profession is

a custodian is hired and we say this is your building

and this is your area. Take care of it, “ Smith said.

“With that, what team cleaning does is it creates

specialized divisions of labor that’s systematic.

So, you have a restroom specialist now who just

handles restrooms. Then, you have some one

that’s a light duty specialist that goes through and

empties trash cans and dusts all the horizontal

surfaces. Then, you’ve got a utilities specialist and

they will pick up all the collected trash bags and

spot clean elevators, stairs, and things like that.

Then, you have a vacuum specialist and they do just

that, they’re vacuuming. All these specialists work

together as a team to systematically go through a

building in a very precise way.”

The custodial staff at Operations maintains over

4 million square feet of campus. Which means

currently each custodian services over 30,000

square feet each day. With such a large workload

Smith says Team Cleaning will help custodial

employees not feel overwhelmed or overworked.

“What we do with team cleaning is we right-size

everything,” Smith said. “So we’re making them

more efficient so they know through this process

where they should be by their break time and

where they should be by lunch time. The building

is looked at from a floor plan perspective of what

our cleaning space is. Then, each building is work

loaded so you know where to start and where to

end and how much time it should take.”

Not only is Team Cleaning benefitting employees

but Aaron says the University will see significant

savings, especially with chemical costs.

“So the cleaner that we typically use a lot of around

campus is something called Alpha or Oxivir,” he said

“It is expensive, and that’s no different than from

universities all over the country. What we do is we

move into something called portion pack where

everything is portioned out. Over the course of

years, Team Cleaning can save millions of dollars

to the University because the chemical costs

go way down, and we’re not wasting chemicals

because everything is portioned out and it takes the

guesswork out of it.”

Team Cleaning was implemented back in November

of 2019 and currently services English and

Philosophy, Education, and COBA (Rawls College of

Business Administration). Smith is excited for the

future of Team Cleaning and has many goals for his

custodial team going forward.

AARON SMITH

MANAGING DIRECTOR FOR

OPERATIONS SERVICES

22


The Operations Division

constantly makes

improvements to ensure

operational readiness. This

year Operations made three

transitions to bring efficiency

to the division.

The first transition was MailTech moving to the Central

Warehouse. This change allowed combining functions

that overlapped between Central Warehouse and

MailTech, such as packages being processed by Central

Warehouse personnel while using the MailTech tracking

system and delivering packages on mail routes. An

additional improvement was establishing a Techbuy

inventory for personal protection equipment during the

COVID-19 pandemic. Previously, campus orders were

made through emails that were manually entered by

the warehouse staff and most orders were picked up at

Central Warehouse by the requestor. Techbuy has since

allowed orders to be fulfilled online, packing slips and

shipping labels to be created, and items to be delivered

on campus with the regular mail deliveries eliminating

close face-to-face contact at the warehouse during the

pandemic.

Next, the transition of the two garages, one previously

operated by the Services Department and a second

Grounds’ garage which maintained the Grounds’

vehicles and equipment. Combining these two garages

has allowed for overall improvements. This included

implementing the TMA work order system for billing

and inventory and being able to improve service for the

entire Texas Tech University community for fleet vehicle

repair. With this transition, the garage has also been able

to service TTU Health Science Center vehicles.

Finally, Fleet was moved from Services to Transportation

and Parking Services. With this move Transportation

was able to cross-utilize the rental fleet with Raider

Ride shuttle service for students. This allowed to double

the capacity of the service and double the hours of

service. Fleet duties were also realigned to better utilize

employee skill sets and time. This was accomplished

by moving the management of fleet rental into the

Transportation Demand Management & Transit area.

This was a natural fit since Fleet already managed

transportation functions and assists customers with

getting around campus. With the established partnership

with a vehicle GPS vendor, Transportation now has the

capabilities to develop new reporting and management

capabilities. This partnership has resulted in new

developments in the GPS system creating new features

and services that better serve Texas Tech University. This

will give vehicle custodians and the university metrics

that will allow Transportation to maximize the use of

fleet across campus.

New Changes to the

Texas Tech Univeristy

Regent’s Rules

In December 2019, the TTU Board of Regents approved changes to the Regent’s

Rules, Chapter 08 relating to major construction projects. The amended

changes govern the process used to manage and oversee capital projects. The

threshold for a major project was changed from $2 million to $4 million for

Texas Tech institutions. In other words, a minor construction project is now

considered any project $4M or less. A major project is now any capital project

over $4M. For TTU, the Operations Division will now manage the minor projects

up to $4M. This same change applies to Angelo State, TTUHSC, and El Paso

School of Nursing. Each of their respective teams will oversee projects up to

$4M. Other changes that were approved to the Regent’s Rules in December

2019 include (1) flexibility in assigning projects for management, if the BOR

approves; and, (2) setting a cap on the cost for the public art fee and the

landscape enhancement fee which would each be set at up to 1% of a project’s

budget or $500,000, whichever is less.

These changes were good news for the Operations Division for several reasons.

Over time the cost of construction has continued to rise. As a result, a number

of maintenance projects were reaching or exceeding the $2M threshold and

required oversight by FP&C rather than Operations Division. This change also

helped reduce the time to complete projects with simpler approval processes

and contracting processes. The change in defining Minor Projects now allows

Operations Division to move ahead with managing and procuring a variety

of maintenance and renovation projects that the Division is familiar with

addressing. In addition, with the flexibility in managing projects, FP&C can

transfer project management to institutions to oversee specific projects for

which the institution has extensive knowledge and experience. For example,

large complex projects for the Central Heating and Cooling Plant would remain

in Operations for project management, pending BOR approval, on a case-bycase

basis. Lastly, the funding cap for public art and landscape fees allows

more of the project budget to remain in the renovation while still providing

funds for public art and landscape which benefit the project area and the

campus as a whole.

23


readdition of

transportation and

parking

Eric Crouch, Managing Director for Transportation and

Parking Services, discusses rejoining Operations and the

opportunities to come

Transportation & Parking Services Transportation & Parking Services

rejoined the Operations Division team brings a deep experience and

in January 2020. The department commitment to customer service

was moved from the Operations

and public-facing communications

Division and became a part of the that help enhance the great work

newly formed Auxiliary Services

the Operations Division already does

Division for the preceding 9 years. in these areas. The move further

During the time as part of the

strengthens the relationships and

Auxiliary Services team, a number of partnerships the department has

projects and service enhancements always enjoyed with other component

were implemented which took the departments within the division in

operation to new levels of success. delivering new facilities and access to

Rejoining the Operations Division has those facilities on campus. It is a great

created a number of opportunities for match in operational missions and the

continued collaboration on projects, natural synergies allow us to further

customer-service enhancements, and improve our service to the Texas Tech

communications strategies.

community.

ERIC CROUCH

MANAGING DIRECTOR FOR

TRANSPORTAION AND PARKING SERVICES

services

2,622

vehicles checked at

Free Car Clinics since

2012

8,204

stranded drivers

helped with the

Motorist Assistance

Program since 2012

55

child care seats fitted

at Free Car Clinic

1,763

events Transportation

and Parking Services

managed parking for

in FY20

24


COME RAIN, SLEET, OR COVID THE PRODUCTION OF

STEAM AND CHILLED WATER MUST GO ON

Through an uncertain year, Utilities continued

to work 24/7 in order to keep campus up and

running

While campus has been quieted the last nine months, staff at the

Central Heating and Cooling Plants have been on site, masked up

and keeping the boilers and chillers fired up!

Behind the scenes 24/7 and 365 days/year the Utilities Department

is on campus to provide heating and cooling to the approximately

10 million square feet of main campus, HSC, and UMC.

While this past year has been a challenge it has provided the plants

unique opportunity to fine tune their operational efficiencies.

Buildings full of occupants don’t respond well to change and during

what we would consider a normal semester, setpoints are simply

put in place and the plants more or less run on cruise control. This

approach allows for smooth sailing but not necessarily the charting

of a better course.

The past months have allowed plant staff to test various operating

matrices to determine sweet spots that continue to meet the needs

of campus with measurable cost savings in electricity and natural

gas. Small adjustments can mean big dollars, in one month alone

$70,000 in savings was attained.

As life slowly returns to normal and Red Raiders return to campus,

we are excited to apply what we’ve learned during this time!

Reduction in Cost to Operate

CHACPS (per Ton Hours)

25


Excellent service

excellent stewardship

Operations Division

Annual Report - FY20

11

Safety

It’s imperative we provide a safe environment for ourselves as well

as our guests.

safety

177

elevator inspections

operations division safety fair

Operations Division continues to be successful, in part, because of our employees’ commitment to working

safely. Our annual Safety Fair is an important event to promote and raise the value of safety among our

staff. This year presented a new challenge however, and gave us a chance to demonstrate the division's

own commitment to safety by completely restructuring the annual Safety Fair. In the face of a pandemic

and the risk of meeting together, a new method was created when the safety fair was converted into a

drive-thru safety event. Previously the safety fair had been conducted in conjuction with an annual cookout.

After several months of preparation, the Administrative Resources team was able to plan an event that was

safe for all employees. This event was a success with 57% of Operations Division employees participating.

All employees received a nice Safety Fair bag full of information and goodies sporting the Texas Tech

Commitment pledge.

Operations Division had 50 employees receiving a safety award this year! These recipients received awards

of customized water bottles and/or water coolers for their success in working in Operations Accident-Free

for 5, 10, 15, 20, 25, 30, or 35 years. These were also distributed during the drive-thru Safety Fair. With

diligent application of safety protocols, the Administrative Resources team was able to maintain a personal

experience for each employee that drove through the line. Sean Childers, AVP, greeted and congratulated

each employee and distributed the gift bags personally. The Safety Fair has been a yearly event designed to

share information about different vendors and to recognize employees for helping to keep efficiency and

productivity levels high and accidents low.

10

fire alarm safety projects

9

ADA upgrade projects

26


582

total ada campus ramps

Drane Hall ADA Compliant Upgrades

For renovations at Drane Hall to begin, the Operations Division needed to

find the right solution for ADA code compliance so the space can better fit

the needs of students, faculty, and staff.

Drane Hall, one of the first dorms on campus was

constructed in 1941. The building has undergone

two previous major structural renovations.

Enclosed stairways were added at the ends of the

north and south wings in 1971, and an enclosed

elevator was added at the north wing in 1982.

Over the years, discussions circled around using

this building to house student service functions

as a ‘one-stop shop’ for students. The plan was

never fully implemented due to ADA concerns

with the configuration of the main entrance

which was lower than the north and south wings

of the building. When a person entered the

building from the east main entrance, they had

to go up a short flight of stairs in either direction.

Operations Division Engineering Services started

putting together the schematic design for this

new renovation project back in 2018. After some

design analysis, Engineering Services realized

that they would have to perform the renovation in

2 phases due to the complexity and time frame of

the work, they confronted different challenges to

bring the building up to current code compliance,

in particular, IBC, IFC and ADA codes.

Third-floor renovation work started by the end

of 2018. A new fire sprinkler system, HVAC fire

dampers, restrooms renovation, doors with offset

hinges and hardware to make each access door

ADA compliant, new ceilings, LED lights, and

carpet finishes were some of the main renovation

tasks. By the middle of 2019, Engineering Services

moved to the Second floor where they performed

work similar in scope to the Third floor to include

changing the HVAC controls from pneumatic to

electronic controls. Engineering Services also

took advantage over the summer to do a portion

of the first floor.

During 2019 Christmas break, they continued

with the second phase of the renovation project

on the first floor. The first-floor renovation

brought Engineering Services one of the biggest

challenges to provide the right solution for ADA

code compliance at the main entrance. Getting

access to the limited crawl space under the

building to protect the utilities and avoid damage

during demolition, provide appropriate structural

support, and modify the existing foundation were

some of the challenges successfully resolved to

add the much-needed new ramps and provide

for the ADA requirements for this building.

Engineering Services also reconfigured some

of the offices impacted by the ramp installation

and provided a fire rated barrier to comply with

IFC and IBC codes. This work was accomplished

in partnership between Operations Division

Engineering Services and BMC's Project Team.

Before

After

27


operations.ttu.edu

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