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