Operations Strategic Plans
STRATEGIC PLAN
MISSION STATEMENT
The Operations Division provides superior interior and exterior environmental experiences to
students, faculty, staff, and visitors, which are healthy, safe, pleasing, and conducive to achieving
the highest standards of excellence in teaching, research, and public service activities.
VISION STATEMENT
The Operations Division will be recognized locally, nationally and internationally as an efficient
and effective division that delivers world-class customer service; continuously enhances the
campus physical and learning environment; embraces the diversity of our work force, and sets an
example of excellence our graduates will carry with them forever.
The Operations Division will
- be recognized as one of the best stewards of public resources in the nation;
- prepare the university for any local or national tragedy that may affect the daily operations and well being of students, faculty and staff;
- partner with the city of Lubbock in areas of mutual benefit to enhance the local spirit of cooperation; and
- be engaged in helping each campus organization achieve respective goals and objectives and to excel in their endeavors.
The Operations Division is committed to the values of
- customer service;
- integrity;
- mutual trust and respect;
- professionalism; and
- stewardship of resources.
GOALS, CRITICAL SUCCESS FACTORS, and
OBJECTIVES (including Strategies and Assessments)
Goal 1. Facility Improvement: Support the Capital Construction Plan
development to accommodate campus facility needs as consistent
with the Campus Master Plan.
Critical Success Factors (measures of the degree of success over the next 5 years):
- Audit all educational and general buildings every five years.
- Obtain $6 million annual deferred maintenance/mechanical, repair/renovation funding.
- Minimize life-cycle costs of new and major renovated buildings.
- Become the service provider of choice for campus clients.
- Maximize facility systems reliability.
- Begin construction for work orders no more than 60 days after funding.
Objectives:
Objective 1.1: Conduct at least 20 facility audits annually
Strategies:
- Develop maintenance action plans for each facility.
- Determine utility profiles and correct utility readings that are out of set point.
- Reduce deferred maintenance by 5% each year.
- Automate the preventive maintenance program and add all facilities into the database to track the progress of preventive maintenance.
- Obtain a 5% reduction of utility consumption per audited facility.
Assessments:
- Correlation of the reduction in deferred maintenance due to the increase in funding.
- Annual audits
Objective 1.2: Fund at least $400,000 CIP projects from unallocated annual operating
budget funds.
Strategies:
- Request funds to be allocated through the Facility Allocation Council (FAC).
- Ensure that projects are not "pork" but fulfill bona fide academic mission requirements for each school of the university.
- Monitor allocations from the Fiscal Affairs Office to advise them concerning under- funding conditions.
- Provide the leadership role to guide the Facilities Allocation Council in the allocation process and evaluate the progress at the end of the fiscal year.
Assessment
- Level of funding.
Objective 1.3: Participate in planning meetings to ensure facilities are constructed with life-cycle costs in mind.
Strategies:
- Participate in partnering sessions with Facilities Planning and Construction on all major construction projects.
- Visit clients who are currently using complex building systems specified in our projects.
- Perform maintainability reviews with shop personnel on all designs for new buildings at the 25%, 50%, and 75% review stages.
Assessments:
- Number of partnering sessions a year.
- Number of site visits a year on new systems.
- Number of shop reviews of design for 25%, 50%, and 75% review.
Objective 1.4: Make at least two presentations on facility conditions and funding
requirements to the administration during the fiscal year.
Strategies:
- Make presentations at a regular meeting of the Facility Allocation Council.
- Brief the administration on how many priority items per school were funded.
Assessment:
- Number of administrative presentations.
Objective 1.5: Develop an on-call contract that will improve response time for customer
requests.
Strategies:
- Develop a "job order contract" for work accomplishment.
- Prepare construction specifications or standards for the job order contractor.
- Fully implement a job order contract and brief the dean's council and vice presidents on the program.
- Develop the full set of standards for construction contracting within one year.
Assessments:
- Job order contract.
- Set of standards for construction contracting.
Objective 1.6: Develop an energy conservation program that will reduce utility
consumption by 5%.
Strategies:
- Determine existing utility consumption rates for each facility.
- Separate the educational and general facilities from the auxiliary facilities.
- Using current conservation values, compare the actual figures with established benchmarks from prior years.
- Utility consumption level.
- Energy conservation program.
Goal 2. Infrastructure. Maintain and upgrade campus infrastructure to meet university mission requirements.
Critical Success Factors (measures of the degree of success over the next 5 years):
- Automated and up-to-date programs that will show the impact of temperature differences in chill and hot water on the campus distribution system.
- $2 million annually for infrastructure projects.
- A capital improvement program for buildings and utility systems.
- An effective preventive maintenance and/or recurring maintenance program for 90% of infrastructure, equipment, structures, fountains, and grounds
Objectives:
Objective 2.1: Incorporate inspections of infrastructure structures, facilities, utility systems and grounds in the Facility Audit Program.
Strategies:
- Install simple mechanisms to measure the temperature drops of hot and chill water loops.
- Request and approve $2 million a year for capital improvements in the two central heating and cooling plants.
- Automate the preventive maintenance program to include the utility infrastructure systems.
- Monitor allocation of funds for the two utility plants and compare the allocation to requested amount.
Assessments:
- easurement points for each facility.
- Inspection of facilities and infrastructure.
Objective 2.2: Develop Infrastructure Master Plan in support of the Campus Master Plan.
Strategies:
- Evaluate existing utility capacity to requirements of new buildings.
- Determine any expected shortfalls in capacity.
- Develop the plan to correct projected differences in capacity and to correct problems in the distribution system.
- Develop the capacities or lack thereof with Facilities Planning and Construction within three months.
Assessments:
- Infrastructure master plan.
- Program capital improvement projects.
Objective 2.3: Conduct at least two briefings for administrators on infrastructure fund requirements through the Facility Allocation Council.
Strategies:
- Show the top 5 priorities of each school or college and how many priorities were funded.
- Show all of the project insertions that were approved out of cycle and explore each carefully.
Assessment:
- Briefings for administrators.
Goal 3. Beautification: Initiate an active and progressive campus beautification plan consistent with the Campus Master Plan
Critical Success Factors (measures of the degree of success over the next 5 years):
- Park Maintenance Standards (Grounds Maintenance) Modes I & II for 80 percent of the interior campus and Mode III or higher for the rest of the campus.
- Revenue stream that will fund at least one major landscaping project a year ($200,000 or more).
- State-of-the-art irrigation systems for 70% of the campus interior acreage.
- Irrigation wells that will irrigate 70% of the campus interior with well water.
- Fully developed nursery that provides 200 trees annually for the campus.
Objectives:
Objective 3.1: Develop maintenance standards, frequencies, tasks, and estimates for the
interior of the campus using Park Maintenance Standards, Mode I
Strategies:
- Perform tree and shrub counts to compare existing maintenance to Park Maintenance Standards Mode I maintenance.
- Develop maintenance budget.
- Develop the maintenance plan.
Assessments:
- Count trees and shrubs.
- Maintenance plan and budget.
Objective 3.2: Submit funding requests for at least 1 major landscaping project ($200,000
or more) per year.
Strategy:
- Requests should be presented to the Facility Allocation Council with justifications as to new landscaping or to enhance existing landscaping at the beginning of each fiscal year.
Assessment:
- Level of funds.
Objective 3.3: Develop five-year plan for campus wells and irrigation improvement
programs.
Strategies:
- Locate the well points on campus that will maximize the irrigation water profile.
- Purchase state-of-the-art controllers for irrigation.
- Invite irrigation control firms to a "presentation of product" day each year.
Assessment:
- Number of new wells.
Goal 4. Safety and Environment: Implement and enforce legislated
and mandated requirements regarding safety and environment.
Critical Success Factors (measures of the degree of success over the next 5 years):
- Updated Emergency Operations Plan.
- Periodic training exercises.
- Environmentally and physically safe campus. by identifying legislated and mandated requirements and development of implementation plans (indoor air quality, lead based paints, PCBs, Safe Drinking Water Act, radon, storm water runoff).
- Asbestos surveys.
- Workers' Compensation Insurance costs at $700,000 or less.
- Implementation plans for legislated and mandated requirements.
- Sprinkler systems in 100% of the high-rise buildings
Objective 4.1: Conduct environmental audits on 75% of campus buildings.
Strategies:
- Develop an indoor air quality program.
- Complete the comprehensive asbestos survey program.
- Analyze the Environmental Health & Safety Office for proper staffing of expertise to execute the program.
- Identify legislated and mandated requirements and development of implementation plans (indoor air quality, lead-based paints, PCBs, Safe Drinking Water Act, radon, storm water runoff).
- Complete the indoor air quality program plan four months from start.
- Identify proper staffing budget five months from start
- Number of IAQ complaints.
- Asbestos survey.
- Staff and budget report.
faculty.
Strategies:
- Educate students, faculty, and staff on existing Environmental Health and Safety programs in progress.
- Host general education sessions to increase safety awareness.
- Provide web-based training and safety information to maximize employee involvement.
Assessments:
- Number of training sessions.
- Reduce workers' compensation claims by $50,000.
- Number of hits on web program.
Objective 4.3 Conduct emergency management training for key administrators.
Strategies:
- Update the Emergency Operations Plan.
- Conduct one training session per year to test at least one aspect of the plan.
- Develop plans for an emergency operations center.
- Conduct training sessions each spring to involve students.
- Develop plans and budget for the emergency operations center.
Assessments:
- Updated plan.
- Number of training sessions.
- Number of administrators completing training.
Goal 5. Leadership: Create an organizational climate and leadership
practice in which strategic thinking is encouraged, supported and
rewarded at all levels.
Critical Success Factors (measures of the degree of success over the next 5 years):
- Continuous Quality Improvement (CQI) is the preferred management style for at least 75 percent of the employees.
- Fully trained employees with over six months longevity.
- Personnel annual evaluations based on CQI implementation and customer service.
- CQI training for 95% of the employees.
- Professional certification for 75% of eligible personnel.
- Meaningful recognition and award programs for employees.
- High diversity rates.
Objective 5.1: Each Operations department will create respective strategic plans and
ensure all employees are aware of the mission, vision, goals and objectives
of the department and how they support the university's mission and vision.
Strategies:
- Print cards that show the university's mission and vision on one side; the department's mission and vision on the other side.
- Laminate and issue the cards. In random sampling in shop meetings, count the number of employees who can demonstrate their knowledge�98% of employees should be able to respond affirmatively.
Assessment:
- Employee survey.
methods and philosophy.
Strategies:
- Develop departmental CQI Program.
- Conduct training at supervisory level.
- Identify all CQI items that can be implemented and log them for management concurrence.
- Brief CQI to management and make results known at the President's staff meeting.
Assessments:
- CQI program.
- Percent of training logs for supervisors.
Objective 5.3: Establish programs to encourage professional certification and rewards
accordingly.
Strategies:
- Encourage professional certifications by offering pay compensation.
- Develop a plan that identifies the types of certifications and rewards for attainment of each.
- Provide the travel and training budget to allow the continuing education that supports the professional certifications.
Assessment:
- Level of professional certification in each area.
Objective 5.4: Maintain high diversity rates among the division work force that equals
demographics of West Texas and increase diversity rates in management
positions.
Strategies:
- Review diversity rates across the division with the system EEO office yearly.
- Review diversity rates within each department with the system EEO office yearly.
- Review diversity rates of middle and upper-level management.
Assessments:
- Rates of diversity in the work force.
- Rates of diversity in middle and upper-level management.
- Rates of diversity within each department.
Goal 6. Technology: Focus on the advancement, application and
integration of technology.
Critical Success Factors (measures of degree of success over the next 5 years):
- Full-service websites for each department outlining services and how to get things done.
- Employees effectively trained on computer and software use.
- Websites as the primary service directive for information and requesting work or the status of projects.
- E-commerce is the goal of all employees to improve service and reduce workload
Objectives:
Objective 6.1: Each department develops a basic website for service and information for
customers to include costs associated with development and maintenance.
Strategies:
- Visit other websites for ideas of what good functional sites should look like.
- Explore establishment of an Operations Division web-master for all departments.
Assessment:
- Websites.
using the input from employees that must use the equipment/software as
well as management and Information Systems personnel.
Strategies:
- Arrange for and on-site demonstrations of software with live databases.
- Provide employees the copies of any request for proposal so that they can evaluate the software.
- Let Information Technology evaluate the performance of the software to ensure proper integration into the system.
- Budget the upgrade of all systems within one year of start.
Assessment:
- Software evaluation.
stay abreast of state-of-the art methods, automation equipment and
software.
Strategies:
- Allow each director to visit professional conferences relative to their respective areas to evaluate state-of-the-art software that will allow them to operate more efficiently.
- Approve travel for at least one professional conference annually.
Assessment:
- Number of conferences attended.
Goal 7. Financial Management: Create an organizational structure to
sustain effective and efficient management of financial resources
and university operations during periods of unprecedented growth
and change.
Critical Success Factors (measures of the degree of success over the next 5 years).
- Successful integration of new university requirements into the Operations Division.
- Single-point accountability in one office for facility reporting.
- Space management program in the Operations Division.
- Classroom utilization is 27.5% and classroom lab utilization is 14.3%.
Objectives:
Objective 7.1: Identify new requirements and organizational changes that are necessary
for proper management and accountability.
Strategies:
- List the new university operational requirements added to the purview of the Operations Division.
- Decide where they best should be located and how best to be managed within the Operations Division.
- Identify current university operational areas that need consolidation and realignment such as space management and class scheduling.
- Propose the realignment and reorganization to upper administration.
Assessments:
- Operations Division reorganization.
- Level of classroom and class lab utilization.
Goal 8. Reputation: Keep the Operations Division as an organization
that achieves the highest standards of excellence.
Critical Success Factors (measures of the degree of success over the next 5 years):
- Host at least one professional association meeting each biennium.
- Three (operations division personnel) professional papers at an official professional association meeting every biennium.
- Two applications for contests or awards to professional organizations annually.
- One contest or award annually from a professional association each biennium.
- Presentations at appropriate Administrators Group Meetings, New Faculty Orientation Sessions, Newcomer Meetings, etc.
- Two Operations Division personnel serve as officers in professional associations.
Objectives:
Objective 8.1: Develop plans for hosting professional association meetings.
Strategies:
- Determine the meeting dates for all professional associations for the next 10 years.
- Offer to host the next available meetings at TTU and begin the budgeting process for TTU support on a biannual schedule.
- Showcase our work.
Assessment:
- Number of meetings hosted.
Objective 8.2: Identify organizations in which Operations employees could hold office that
would be of benefit to TTU.
Strategies:
- Encourage professional members to volunteer for positions on respective boards or in leadership position of office.
- List any potential organizations each department is affiliated with.
Assessments:
- Number of offices held.
- Number of board positions held.
Objective 8.3: Identify award and evaluation programs through which Operations
departments would be eligible to submit nominations for awards.
Strategies:
- Determine professional awards that are presented in the professional areas within each department.
- Form task groups to compile data and submit applications.
Assessment:
- Number of awards
Objective 8.5: Establish contact with state of Texas counterparts in Austin so that
Operations personnel across-the-board are on a first-name basis with them
and can quickly become a resource.
Strategies:
- Place calls on a monthly basis to discuss business items and offer assistance.
- Plan visits to Austin that includes a quick meeting with state counterparts.
Assessments:
- Number of calls.
- Number of committee appointments.
Strategic Planning and Assessment Report