TEXAS TECH UNIVERSITY GROUNDS MAINTENANCE DEPARTMENT

GROUNDS MAINTENANCE DEPARTME= NT

ST= RATEGIC PLAN

MISSION STATEMENT=

Grounds Maintenance Department creates, maintains, a= nd continuously enriches the outdoor Texas Tech University campus environment to assure a safe, well-maintained, and aesthetically ple= asing atmosphere for students, faculty, staff, visitors, and the community.

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TTU Strategic Planning and Assessment Report web site.

VI= SION STATEMENT

We will be recognized for our safe and secure landscape environment; as a lead= er in landscape management; and as the employer of choice among the other universities in the Big 12 Conference.&nbs= p; By accomplishing this, the university will be nationally recognized = for its beauty.

Texas Tech Univ= ersity Grounds Maintenance Department will

remember our first responsibility is to our customers who depend on us and utilize our services;

value each employee’s contribution and understand what it brings to the department so that we can function as a major unit;<= /li>

conduct ourselves= in a professional manner, and hold ourselves accountable for our actions;

maintain in good = order the property we are privileged to use;

enhance our reput= ation through certifications and licensing in all technical fields

related to Grounds Maintenan= ce operations.

Texas Tech Univ= ersity Grounds Maintenance Department is committed to the values of

· respectin= g each employee’s contribution;

· = providing training and developmental skills;

· = providing advancement opportunities for qualified employees;

· conducting ourselves professionally with dignity;

· = soliciting feedback on performance;

· = updating our clients on operations and project status;

· = exercising courtesy in all interactions;

· = providing services with the highest quality at the lowest cost;

· = conducting ourselves with a SERVICEplus attitude;=

· accountability;

· = perseverance.

GO= ALS, CRITICAL SUCCESS FACTORS, and

OB= JECTIVES (including Strategies and Assessments)

Goal 1. Capital Improvement Program: Improve site inspection process an= d move towards a preventive maintenance approach.= Coordinate with Physical Plant inspections to ensure complete covera= ge of campus sites.

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Critical Success Factors (measures of the deg= ree of success over the next 5 years):

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· Improve site inspections to a weekly basis.<= /p>

· Preventive maintenance approach.

· 5 facility inspections per year with Physical Plant.

Objectives:

Objective 1.1 = Implement an effective inspection program.

Strategies:

· Develop a checklist for inspections.

· Train foremen to inspect areas on their own.

· Develop a follow-up process on inspections for site improvements.

Assessment:=

· Checklist from Supervisor and Foreman input.

Ob= jective 1.2: Acquire a Physical Plant inspection schedule in order to coordinate our efforts and= to correlate a checklist of inspection items.

Strategies:=

· = Evaluate Physical Plant’s site checklist.

· = Customize and incorporate a daily checklist.

Assessment:=

· = A daily checklist for Grounds Maintenance employees.

Objective 1.3: &n= bsp; Develop a schedule of inspections and inspectors.

Strategies:

· = Design inspection sheets for employees to use on daily basis.<= /o:p>

· = Design a facilities inspection to be tied into Physical Plant inspection.

Assessments:

· = A daily checklist with input from supervisors and foremen.

· = Twice yearly inspection of facilities with Physical Plant and Groun= ds Maintenance.

· = Foreman position to oversee contractors/subcontractors working on campus.

Objective 1.4: &n= bsp; Define a feedback process and action planning process.

Strategies:

· = Implement departmental visits.

· = Implement customer evaluation report.

· = Visit departments with specialized contracts (i.e., Athletics, South Park, etc.,) on a weekly or bi-weekly schedule.

Assessment:

· = Customer evaluation.

Goal 2. Increasing employee retention: Work toward increasing employee retention rates.

Critical Success Factors

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· A compensation plan designed to retain skill= ed workers.

· Evaluate the departmental orientation program for effectiveness.

· Increased training for foremen and crew memb= ers.

Objectives:

Objective 2.1: Provide bas= ic skills training.

Strategies:=

· = Look into basic computer and specialized area courses.

· = Locate resources to help employees earn GEDs.

· Identify the reasons for employee turnover through surveys

· = Attend irrigation licensing and inspection classes.

· = Attend plant and tree identification/certification courses.

· Use located resources to help interested employees earn GED.

Assessments:

· = Number attending licensing and inspection classes.

· = Number attending plant and tree identification classes.<= /span>

· = Number earning GED each year.

· = Number attending conferences and seminars each year.

Objective 2.2: &n= bsp; Develop a compensation plan designed to retain skilled workers.

Strategies:=

· = Devise a chart showing the hourly value of benefits package.

· = Look at the feasibility of implementing a program to increase pay u= pon completion of degrees (high school, college or graduate levels).=

· = Implement a program of pay increases as rewards for certifications = that are in addition to regular job duties.

Assessments:

· = A chart for each employee indicating exact benefits.

· = Funds used for pay increases as rewards for certifications unrelate= d to specific job duties.

· = Funds used for pay increases as rewards for completion of degrees.<= o:p>

· = Upgrading positions and/or promoting employees as spaces become available and qualifications are met.

Objective 2.3: &n= bsp; Identify primary reasons for employee turnover.

Strategies:=

· = Access exit interview program through website.

· Ensure that all personnel are being kept up = to date with necessary information by implementing bi-monthly newsletters and increasing departmental meetings.

· = Check for demonstrations regarding exit interviews.

· = Design and mail exit interviews.

Assessments:

· = One-on-one exit interviews.

· = Exit interview for all Grounds Maintenance employees.

· = Follow up exit interviews mailed to former employees who left in la= st quarter.

Objective 2.4: Assess the skills= of foremen and crew leaders in building employee relations and on-the-job training.

Strategies:=

· = Devise a list of core competencies for foremen and crew leaders.

· = Devise a method of on-the-job training

· = Grade each foreman and crew leader on list of core competencies and training devised for areas needing attention.

· = Devise classes for on-the-job training.

Assessments:

· = Number of foremen and crew leaders graded.

· = Number attending classes for on-the-job training.=

Goal 3. Internal Work Process Cycle: Determine how to better facilitate internal communications, work orders, and billing processes.

Critical Success Factors

· A new system for work orders.

· Efficient utilization of equipment.

Objectives:

Objective 3.1: Evaluate cu= rrent system and analyze data.

Strategy:

· = Inventory all Grounds Maintenance computer systems for upgrades.

Assessment:=

· = 75% of computer equipment upgraded.

· = New equipment added as funds become available each year.=

Objective 3.2: &n= bsp; Work on equipment upgrades, such as computers.

Strategies:=

· = Upgrade computers for supervisors and some shop personnel to install new Work Order program, Human Resources program and any future well/irrigat= ion systems.

· = Provide equipment as needed to foremen to use in inspection of grou= nds.

· = Purchase 6 new mini-cassette recorders for foremen to use when inspecting grounds.

Assessment:=

· = Upgrades completed and continue on as needed basis.

Objective 3.3: &n= bsp; Implement a new work order processing program.

Strategy:

· = Hire an outside computer programmer to design and install work order program through Microsoft Access.

Assessment:=

· = System designed and installed.&nbs= p; Upgrades made during 2004.

Objective 3.4: &n= bsp; Decrease lag time from finishing job and billing.

Strategies:=

· = Link Grounds Maintenance employees to work order program to input, close, download, and process work orders on a timely basis.

· = Link all supervisors, superintendent and shop foreman into work ord= er system with assistant director.

Assessment:=

· = Billing done within one week of completed job.

Objective 3.5: &n= bsp; Keep all employees informed on what needs to be done.

Strategies:=

· = Implement a daily crew leader meeting to schedule all needed work o= n a timely basis.

· = Implement a weekly foremen/superintendent meeting.

Assessment:=

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· &n= bsp; Meetings scheduled and attended each week.

Goal 4. Well and irrigation systems: Design and implement an upgraded s= ystem.

Critical Success Factors

· A new system with a total of 21 wells.

· 50% well-supported system for watering purpo= ses.

Objectives:

Objective 4.1: &n= bsp; Utilize existing irrigation and implement new needed irrigation.=

Strategies:=

· = Create a spreadsheet of areas in need of correction.

· = Identify areas with irrigation problems.

· = Take aerial pictures for use in new irrigation designs.<= /span>

· = Fix areas with broken irrigation systems identified in aerial pictu= res.

· = Send assessment to Regent Sowell to identify areas needing irrigati= on and to see how to divide the work between Grounds Maintenance and outside contractors.

Assessments:

· = Spreadsheet implemented.

· = Irrigation problems identified.

· = Irrigation problems fixed.

· = Assessment sent to ex-Regent Sowell.

Objective 4.2: Install pip= eline and run to existing wells.

Strategies:=

· = Tie existing wells to newly added wells.

· = Diminish use of city water when irrigating to help cut cost of util= ity bills.

· = Tie two new wells into existing well system thereby eliminating use= of city water for irrigation purposes along University Avenue from 8^th Street to 15^th Street.

Assessments:

· = Wells connected.

· = Diminished use of city water sources.

Objective 4.3: &n= bsp; Add more wells to existing ones.

Strategies:=

· = Install new wells to tie into existing well system.

· = Add two new wells during Summer 2001.

Assessment:=

· = New wells installed and tied together.

Goal 5: Statewide Recognition: Spotlight Texas Tech University’s grounds through various efforts.

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Critical Success Factors:

· Host grounds-related seminars on campus.

· Market department aggressively in statewide contests and publications.

· Have department personnel as featured speake= rs in related seminars.

Objectives:

Objective 5.1: Host seminars on grounds related issues.

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Strate= gies:

· Make application to host seminar on Texas Te= ch campus.

· Hold a one to two day tour of campus with pe= ers from other colleges and universities.

Assess= ments:

· A seminar on campus.

· Evaluations.

Objective 5.2: Beco= me speakers at various events.

Strategies:

· Guest lecture at classes pertaining to groun= ds maintenance work.

· Apply to speak at various seminars, such as Texas Nursery and Landscape Association (TNLA).

Assess= ments:

· Number of guest speaking presentations.

· Evaluations of the lecture.

Objective 5.3: &n= bsp; Enter more contests for campus beautification.

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Strate= gies:

· Enter at least one project in TNLA awards program each year for consideration.

· Photograph campus in various stages of progr= ess and seasons in order to present complete portrait when entering contests.

· Assign one employee to take pictures daily of progessing jobs.

· Apply for at least one additional contest ea= ch year.

· Place at honorable mention or above in half = of contests entered each year.

Assess= ments

· Number of contests entered.

· Number of awards.