Name of Unit: Operations Division Date:    February 2, 2004   Section 2: CORE REQUIREMENTS       2.1 The institution has degree-granting authority from the appropriate government agency or agencies.  (Degree-granting Authority)         Not applicable to unit level.            2.2 The institution has a governing board of at least five members that is the legal body with specific authority over the institution. The board is an active policy-making body for the institution and is ultimately responsible for ensuring that the financial resources of the institution are adequate to provide a sound educational program. The board is not controlled by a minority of board members or by organizations or interests separate from it. Neither the presiding officer of the board nor the majority of other voting members of the board have contractual, employment, or personal or familial financial interest in the institution. A military institution authorized and operated by the federal government to award degrees has a public board in which neither the presiding officer nor a majority of the other members are civilian employees of the military or active/retired military. The board has broad and significant influence upon the institution’s programs and operations, plays an active role in policy-making, and ensures that the financial resources of the institution are used to provide a sound educational program. The board is not controlled by a minority of board members or by organizations or interests separate from the board except as specified by the authorizing legislation. Neither the presiding officer of the board nor the majority of other voting board members have contractual, employment, or personal or familial financial interest in the institution.  (Governing Board)           Not applicable to unit level.             2.3 The institution has a chief executive officer whose primary responsibility is to the institution and who is not the presiding officer of the board. (Chief Executive Officer)         Not applicable to unit level.             2.4 The institution has a clearly defined and published mission statement specific to the institution and appropriate to an institution of higher education, addressing teaching and learning and, where applicable, research and public service. (Institutional Mission)         Not applicable to unit level.             2.5 The institution engages in ongoing, integrated, and institution-wide research-based planning and evaluation processes that incorporate a systematic review of programs and services that (a) results in continuing improvement and (b) demonstrates that the institution is effectively accomplishing its mission. (Institutional Effectiveness)       JUDGMENT OF COMPLIANCE Yes, the Operations Division is able to provide a portfolio of evidence supporting compliance. STATEMENT OF RATIONALE FOR JUDGMENT OF COMPLIANCE The Operations indeed has a formal program for identifying goals with expected outcomes and methods of measuring these goals throughout each fiscal year. Continuous improvement is the preferred management style of Operations. Operations conducts annual strategic planning sessions that establish a mission statement, vision, core values, and long-range goals using the strategic planning process model. Link to: Strategic Plan Only the goals and outcomes that have the most significant impact on Operations to ensure accomplishment of its mission and core values are formally reviewed and results tracked monthly. For review of tracking method: Link to: Control Charts Because of their management style and effectiveness, the Physical Plant was presented the APPA’s highest institutional honor, The Award for Excellence in Facilities Management on two different occasions within the past twelve years. These awards are displayed in the Physical Plant building, room 106. Criteria for the award is available at the following APPA web site: http://www.appa.org/Recognition/awardsForExcellence.cfm.             2.6 The institution is in operation and has students enrolled in degree programs.  (Continuous Operation)         Not applicable to unit level.             2.7 The institution   2.7.1   offers one or more degree programs based on at least 60 semester credit hours or the equivalent at the associate level; at least 120 semester credit hours or the equivalent at the baccalaureate level; or at least 30 semester credit hours or the equivalent at the post-baccalaureate, graduate, or professional level. The institution provides a written justification and rationale for program equivalency. (Program Length)      Not applicable to unit level.         2.7.2 offers degree programs that embody a coherent course of study that is compatible with its stated purpose and is based upon fields of study appropriate to higher education. (Program Content)      Not applicable to unit level.         2.7.3 requires in each undergraduate degree program the successful completion of a general education component at the collegiate level that is (1) a substantial component of each undergraduate degree, (2) ensures breadth of knowledge, and (3) is based on a coherent rationale. For degree completion in associate programs, the component constitutes a minimum of 15 semester hours or the equivalent; for baccalaureate programs, a minimum of 30 semester hours or the equivalent. These credit hours are to be drawn from and include at least one course from each of the following areas: humanities/fine arts; social/behavioral sciences; and natural science/mathematics. The courses do not narrowly focus on those skills, techniques, and procedures specific to a particular occupation or profession. The institution provides a written justification and rationale for course equivalency. (General Education)      Not applicable to unit level.         2.7.4 provides instruction for all course work required for at least one degree program at each level at which if awards degree.  If the institution makes arrangements for some instruction to be provided by other accredited institutions or entities through contracts or consortia, or uses some other alternative approach to meeting this requirement, the alternative approach must be approved by the Commission on Colleges.  In all cases, the institution demonstrates that it controls all aspects of its educational program.  (Contractual Agreements for Instruction)         Not applicable to unit level.             2.8 The number of full-time faculty members is adequate to support the mission of the institution. The institution has adequate faculty resources to ensure the quality and integrity of its academic programs. In addition, upon application for candidacy, an applicant institution demonstrates that it meets the comprehensive standard for faculty qualifications.  (Faculty)         Not applicable to unit level.             2.9. The institution, through ownership or formal arrangements or agreements, provides and supports student and faculty access and user privileges to adequate library collections as well as to other learning/information resources consistent with the degrees offered. These collections and resources are sufficient to support all its educational, research, and public service programs. (Learning Resources and Services)         Not applicable to unit level.             2.10 The institution provides student support programs, services, and activities consistent with its mission that promote student learning and enhance the development of its students. (Student Support Services)         Not applicable to unit level.             2.11 The institution has a sound financial base and demonstrated financial stability, and adequate physical resources to support the mission of the institution and the scope of its programs and services. The member institution provides the following financial statements: (a) an institutional audit (or Standard Review Report issued in accordance with Statements on Standards for Accounting and Review Services issued by the AICPA for those institutions audited as part of a systemwide or statewide audit) and written institutional management letter for the most recent fiscal year prepared by an independent certified public accountant and/or an appropriate governmental auditing agency employing the appropriate audit (or Standard Review Report) guide; (b) a statement of financial position of unrestricted net assets, exclusive of plant assets and plant-related debt, which represents the change in unrestricted net assets attributable to operations for the most recent year; and, (c) an annual budget that is preceded by sound planning, is subject to sound fiscal procedures, and is approved by the governing board. Audit requirements for applicant institutions may be found in the Commission policy entitled "Accreditation Procedures for Applicant Institutions.  (Resources)         Not applicable to unit level.         2.12 The institution has developed an acceptable Quality Enhancement Plan and demonstrate that the plan is part of an ongoing planning and evaluation process.  (Quality Enhancement Plan). (Not applicable for the Compliance Certification submitted by institution).         Not applicable to unit level.         Section 3:  COMPREHENSIVE STANDARDS       Institutional Mission, Governance, And Effectiveness 3.1  Institutional Mission     3.1.1 The institution has a clear and comprehensive mission statement that guides it; is approved by the governing board; is periodically reviewed by the board; and is communicated to the institution’s constituencies.       JUDGMENT OF COMPLIANCE Yes, the Operations Division is able to provide a portfolio of evidence supporting compliance. STATEMENT OF RATIONALE FOR JUDGMENT OF COMPLIANCE The Operations indeed has a formal program for identifying goals with expected outcomes and methods of measuring these goals throughout each fiscal year. Continuous improvement is the preferred management style of Operations. Operations conducts annual strategic planning sessions that establish a mission statement, vision, core values, and long-range goals using the strategic planning process model. Link to: Strategic Plan Only the goals and outcomes that have the most significant impact on Operations to ensure accomplishment of its mission and core values are formally reviewed and results tracked monthly. For review of tracking method: Link to: Control Charts Because of their management style and effectiveness, the Physical Plant was presented the APPA’s highest institutional honor, The Award for Excellence in Facilities Management on two different occasions within the past twelve years. These awards are displayed in the Physical Plant building, room 106. Criteria for the award is available at the following APPA web site: http://www.appa.org/Recognition/awardsForExcellence.cfm.             3.2  Governance and Administration     3.2.1 The governing board of the institution is responsible for the selection and the evaluation of the chief executive officer.         Not applicable to unit level.             3.2.2 The legal authority and operating control of the institution are clearly defined for the following areas within the institution’s governance structure:   3.2.2.1 the institution’s mission;   3.2.2.2 the fiscal stability of the institution;   3.2.2.3 institutional policy, including policies concerning related and affiliated corporate entities and all auxiliary services;   3.2.2.4 related foundations (athletic, research, etc.) and other corporate entities whose primary purpose is to support the institution and/or its programs.         Not applicable to unit level.             3.2.3 The board has a policy addressing conflict of interest for its members.         Not applicable to unit level.             3.2.4 The governing board is free from undue influence from political, religious, or other external bodies, and protects the institution from such influence.         Not applicable to unit level.             3.2.5 Members of the governing board can be dismissed only for cause and by due process.         Not applicable to unit level.             3.2.6 There is a clear and appropriate distinction, in writing and practice, between the policy-making functions of the governing board and the responsibility of the administration and faculty to administer and implement policy.         Not applicable to unit level.             3.2.7 The institution has a clearly defined and published organizational structure that delineates responsibility for the administration of policies.         Not applicable to unit level.             3.2.8 The institution has qualified administrative and academic officers with the experience, competence, and capacity to lead the institution.         Not applicable to unit level.             3.2.9 The institution defines and publishes policies regarding appointment and employment of faculty and staff.         Not applicable to unit level.             3.2.10 The institution evaluates the effectiveness of its administrators, including the chief executive officer, on a periodic basis.         Not applicable to unit level.             3.2.11 The institution’s chief executive officer has ultimate responsibility for, and exercises appropriate administrative and fiscal control over, the institution’s intercollegiate athletics program.         Not applicable to unit level.             3.2.12 The institution’s chief executive officer has ultimate control of the institution’s fund-raising activities.         Not applicable to unit level.             3.2.13 Any institution-related foundation not controlled by the institution has a contractual or other formal agreement that (a) accurately describes the relationship between the institution and the foundation, and (b) describes any liability associated with that relationship. In all cases, the institution ensures that the relationship is consistent with its mission.         Not applicable to unit level.             3.2.14 The institution’s policies are clear concerning ownership of materials, compensation, copyright issues, and the use of revenue derived from the creation and production of all intellectual property. This applies to students, faculty and staff.         Not applicable to unit level.       3.3  Institutional Effectiveness 3.3.1 The institution identifies expected outcomes for its educational programs and its administrative and educational support services; assesses whether it achieves these outcomes; and provides evidence of improvement based on analysis of those results.         The Division of Operations participates in the university’s strategic planning and assessment process. The division strategic plan is available on the Strategic Plans and Assessment Reports website at http://techdata.irs.ttu.edu/stratreport/. The division assessment report for 2002 is also available at this website. These documents, along with the 2003 division assessment report may be found at http://www.irim.ttu.edu/SACS/UnitWebLinks.htm. Planning and assessment have resulted in the division implementing many improvements as described in the 2003 assessment report. The Grounds Office received its second Green Star Award from the American Grounds Maintenance Society in 2002.       PROGRAMS 3.4  Educational Programs Standards for All Educational Programs: (Includes all on-campus, off-campus and distance learning programs)  3.4.1 The institution demonstrates that each educational program for which academic credit is awarded (a) is approved by the faculty and the administration, and (b) establishes and evaluates program and learning outcomes.         Not applicable to unit level.             3.4.2 The institution’s continuing education, outreach, and service programs are consistent with the institution’s mission.         Not applicable to unit level.             3.4.3 The institution publishes admissions policies consistent with its mission.         Not applicable to unit level.             3.4.4 The institution has a defined and published policy for evaluating, awarding, and accepting credit for transfer, experiential learning, advanced placement, and professional certificates that is consistent with its mission and ensures that course work and learning outcomes are at the collegiate level and comparable to the institution’s own degree programs. The institution assumes responsibility for the academic quality of any course work or credit recorded on the institution’s transcript.         Not applicable to unit level.             3.4.5 The institution publishes academic policies that adhere to principles of good educational practice. These are disseminated to students, faculty, and other interested parties through publications that accurately represent the programs and services of the institution.         Not applicable to unit level.             3.4.6 The institution employs sound and acceptable practices for determining the amount and level of credit awarded for courses, regardless of format or mode of delivery.         Not applicable to unit level.             3.4.7 The institution ensures the quality of educational programs/courses offered through consortia relationships or contractual agreements, ensures ongoing compliance with the comprehensive requirements, and evaluates the consortial relationship and/or agreement against the purpose of the institution.         Not applicable to unit level.             3.4.8 The institution awards academic credit for course work taken on a noncredit basis only when there is documentation that the noncredit course work is equivalent to a designated credit experience.         Not applicable to unit level.             3.4.9 The institution provides appropriate academic support services.         Not applicable to unit level.             3.4.10 The institution defines and publishes general education requirements for its undergraduate programs and major program requirements for all its programs. These requirements conform to commonly accepted standards and practices for degree programs.         Not applicable to unit level.             3.4.11 The institution protects the security, confidentiality, and integrity of its student academic records and maintains special security measures to protect and back up data.         Not applicable to unit level.             3.4.12 The institution places primary responsibility for the content, quality, and effectiveness of its curriculum with its faculty.         Not applicable to unit level.             3.4.13 For each major in a degree program, the institution assigns responsibility for program coordination, as well as for curriculum development and review, to persons academically qualified in the field. In those degree programs for which the institution does not identify a major, this requirement applies to a curricular area or concentration.         Not applicable to unit level.       3.4.14 The institution’s use of technology enhances student learning, is appropriate for meeting the objectives of its programs, and ensures that students have access to and training in the use of technology.         Not applicable to unit level.         3.5  Standards Specific to Undergraduate Programs:     3.5.1 The institution identifies college-level competencies within the general education core and provides evidence that graduates have attained those competencies.       Not applicable to unit level.             3.5.2 The institution awards degrees only to those students who have earned at least 25 percent of the credit hours required for the degree through instruction offered by that institution.       Not applicable to unit level.           3.6  Standards Specific to Graduate and Post-Baccalaureate Professional Programs:     3.6.1 The institution’s post-baccalaureate professional degree programs, and its master’s and doctoral degree programs are progressively more advanced in academic content than undergraduate programs.       Not applicable to unit level.           3.6.2 The institution ensures that its graduate instruction and resources foster independent learning, enabling the graduate to contribute to a profession or field of study.       Not applicable to unit level.           3.6.3 The majority of credits toward a graduate or a post-baccalaureate professional degree is earned through the institution awarding the degree. In the case of graduate and post-baccalaureate professional degree programs offered through joint, cooperative, or consortia arrangements, the student earns a majority of credits from the participating institutions.       Not applicable to unit level.           3.7  Faculty     3.7.1 The institution employs competent faculty members qualified to accomplish the mission and goals of the institution. When determining acceptable qualifications of its faculty, an institution gives primary consideration to the highest earned degree in the discipline in accordance with the guidelines listed below. The institution also considers competence, effectiveness, and capacity, including, as appropriate, undergraduate and graduate degrees, related work experiences in the field, professional licensure and certifications, honors and awards, continuous documented excellence in teaching, or other demonstrated competencies and achievements that contribute to effective teaching and student learning outcomes. For all cases, the institution is responsible for justifying and documenting the qualifications of all its faculty.       Not applicable to unit level.           3.7.2 The institution regularly evaluates the effectiveness of each faculty member in accord with published criteria, regardless of contractual or tenured status.       Not applicable to unit level.           3.7.3 The institution provides evidence of ongoing professional development of faculty as teachers, scholars, and practitioners.       Not applicable to unit level.     3.7.4 The institution ensures adequate procedures for safeguarding and protecting academic freedom.       Not applicable to unit level.           3.7.5 The institution publishes policies on the responsibility and authority of faculty in academic and governance matters.       Not applicable to unit level.             3.8  Library and Other Learning Resources     3.8.1 The institution provides facilities, services, and other learning/information resources that are appropriate to support its teaching, research, and service mission.       Not applicable to unit level.             3.8.2 The institution ensures that users have access to regular and timely instruction in the use of the library and other learning/information resources.       Not applicable to unit level.           3.8.3 The institution provides a sufficient number of qualified staff--with appropriate education or experiences in library and/or other learning/information resources–to accomplish the mission of the institution.       Not applicable to unit level.           3.9  Student Affairs and Services     3.9.1 The institution publishes a clear and appropriate statement of student rights and responsibilities and disseminates the statement to the campus community.       Not applicable to unit level.           3.9.2 The institution protects the security, confidentiality, and integrity of its student records.       Not applicable to unit level.           3.9.3 The institution provides services supporting its mission with qualified personnel to ensure the quality and effectiveness of its student affairs programs.       Not applicable to unit level.           RESOURCES 3.10  Financial and Physical Resources     3.10.1 The institution’s recent financial history demonstrates financial stability.       Not applicable to unit level.           3.10.2 The institution provides financial statements and related documents, including multiple measures for determining financial health as requested by the Commission, that accurately and appropriately represent the total operation of the institution.       Not applicable to unit level.           3.10.3 The institution audits financial aid programs as required by federal and state regulations.       Not applicable to unit level.           3.10.4 The institution exercises appropriate control over all its financial and physical resources.       Not applicable to unit level.           3.10.5 The institution maintains financial control over externally funded or sponsored research and programs.       Not applicable to unit level.           3.10.6 The institution takes reasonable steps to provide a healthy, safe, and secure environment for all members of the campus community.       JUDGMENT OF COMPLIANCE Yes, Texas Tech University is able to provide a portfolio of evidence supporting compliance. STATEMENT OF RATIONALE FOR JUDGMENT OF COMPLIANCE Texas Tech University (TTU) is committed to strong programs of accident and injury prevention and to complying with all relevant environmental and health and safety laws and regulations. TTU makes all reasonable efforts to: protect the health and safety of TTU faculty, staff and students; provide safe workplaces-academic, research, and administrative-for faculty, staff and students; provide information to faculty, staff, and students about health and safety hazards; identify and correct health and safety hazards and encourage faculty, staff, and students to report hazards; provide information and safeguards for those on campus and in the surrounding community regarding environmental hazards arising from operations at TTU. Safety committees are appointed by the Provost and are composed of representatives from faculty, staff, and students. Safety committees serve in an advisory capacity to the administration on safety, health, and environmental matters. The Environmental Health and Safety Department (EH&S) is responsible for recommending University-wide health and safety policies; ensuring overall institutional compliance with policies, statutes, and regulations; monitoring the effectiveness of the safety programs; and providing central health and safety services to all areas of the University. Safety and health operating policies and procedures are available through the TTU web page http://www.depts.ttu.edu/opmanual/Contents.htm - 60 Additional resource material can be found on the EH&S web page http://www.depts.ttu.edu/ehs.       3.10.7 The institution operates and maintains physical facilities, both on and off campus, that are adequate to serve the needs of the institution’s educational programs, support services, and mission-related activities.         JUDGMENT OF COMPLIANCE Yes, Texas Tech University is able to provide a portfolio of evidence supporting compliance. STATEMENT OF RATIONALE FOR JUDGMENT OF COMPLIANCE Texas Tech University defines adequacy of its physical facilities as the ability to serve the needs of the educational mission, programs, support services of the institution. Policies and practices for the expansion, upgrade, maintenance, and operation of the physical facilities are in place and in use on a daily basis. The primary driver for these policies and practices is the ability to support the educational mission and needs of the university. To this end, all colleges and major departments within the university have input into the Texas Tech University Master Plan, with the physical facilities being a part of this accreditation evaluation. Layout of the campus is viewed by clicking on http://www.ttu.edu/campusMap/ for the Campus Map. To ensure that the existing physical facilities maintain pace with the changing needs of the educational programs, several different tools are employed. The overall condition of the major buildings is assessed on a routine and rotating basis by qualified skilled craftsperson. During these inspections, each major sub system in the building is assessed and given a numerical rating to. A report is generated on systems that are in need of repair or renovation for input in the maintenance schedule or funding request as appropriate. The program is described in Physical Plant OP 06.01 Facility Audit Program also a copy of these reports can be viewed in the Physical Plant Building room 106. Senior members from the Physical Plant meet on a rotating basis with the occupants of each major educational building to determine the quality of service as seen by the occupant, the condition of the building, and the changes in the educational programs since the last visit. A formal report is generated from each visit and sent to the department head. Copies of these reports are on file in the Physical Plant building room 106. Each College and operational Division is also given an opportunity annually to provide input into the Capital Improvement Program (see TTU OP 61.36) for funding consideration. These inputs are broken down into three categories of projects and funding is allocated based upon availability and justification. Projects less than $270,000 are funded by the Facility Allocation Council which is a committee that is representative of all areas of the university and meets on a bi-monthly basis. Larger projects are handled on an individual case-by-case basis by means of the campus master plan. Minutes of the Facility Allocation Council are distributed to the various college deans and divisional vice-presidents with the original on file in the office of Vice President for Operations, Administration building, room 171C. PHYSICAL FACILITIES Texas Tech University operates and maintains facilities at multiple locations and campuses located over a wide area in the state of Texas. The main campus is located in Lubbock, Texas. Texas Tech University is comprised of 191 buildings and 898 acres of developed land. (Reference Texas Tech University Building Inventory List.) In addition, the university also owns and operates 1082 acres of land in the Lubbock area that is used for the purpose of agriculture and research. Plus, Texas Tech University has satellite campuses that are also located in Abilene, Texas; Junction, Texas; Fredericksburg, Texas; and at the Reese Redevelopment Center near Lubbock, Texas. Residential Facilities Texas Tech University Housing and Residence Life have a designed capacity of 3,202 beds for men, 2,806 beds for women and 706 coed beds for a total of 6,714 beds. These beds are housed in approximately 1.6 million square feet supported by 5 dining facilities, one food court and 3 convenience stores in approximately 160,000 square feet. All of these facilities are located on the main campus of Texas Tech University. Housing and Residence Life has its own assigned maintenance workforce with support from the campus Physical Plant to maintain the large mechanical systems. Each building has daily maintenance and custodial personnel assigned to it and the campus has 24-hour maintenance coverage that covers all residence hall rooms. Annual Resident Surveys are conducted using the Association of College and University Housing Officers International (ACUHO-I Survey) and Education Benchmarking, Inc. (EBI). On a scale from 1 to 7 our halls ranked 5.13 on cleanliness and 5.24 on timeliness of repairs. Further info on the ACUHO-I survey can be obtained at www.webebi.com. For complete information on Texas Tech’s Housing and Residence Life, click on: Texas Tech University Housing and Dining. Recreation Facilities Indoor and outdoor recreational space is an important part of the Texas Tech University campus. Anchoring this concept is the recently expanded and renovated Robert H. Ewalt Student Recreation Center. This 242,000 square foot facility includes 7 basketball/volleyball courts, indoor soccer arena, 12 racquetball courts, 18,000 square feet of weight and cardio equipment, jogging/walking track, fitness studios and a 46,000 square foot aquatic center that features a removable air supported roof allowing for indoor and outdoor swimming. Additional recreational facilities include 8 lighted outdoor tennis courts; four lighted multipurpose fields, four lighted softball fields, sport club field and amphitheater with adjacent lighted sand volleyball courts. Coming on line in the next 12 months is four lighted soccer fields. All facilities have student recreation as their primary focus though they are shared by the Exercise & Sports Sciences Department and Athletics. Students have an opportunity to express their various wishes and desires as well as evaluate existing facilities and programs through several different assessment programs. Each even year the department conducts a major random sample survey of all students assessing their satisfaction of the existing recreation program and facilities and allowing them to also project their future needs. Two student committees, the Student Recreation Center Fee Committee and the Student Employee Advisory Committee, meet regularly to provide input to the department. All departmental programs give evaluation forms to program participants that are used by supervisors for planning and program changes. New programs, additional facilities, updated equipment, additional staff and increased hours are just some of the outcomes that have occurred due to these evaluations and assessments. For complete information on Recreation Sports click on this web site http://www.recsports.ttu.edu.   PHYSICAL PLANT OPERATION AND MAINTENANCE OF FACILITIES Every effort is made to make the exterior and the interior appearance of the campus facilities pleasing and functional. To ensure that the educational mission of the university is not interrupted, reliability of the buildings and utility systems are taken very seriously. While service interruptions due to equipment failure are rare, scheduled shutdowns are necessary from time to time and are coordinated with the building customers to be performed at times when the impact on the mission can be minimized. To reduce downtime of critical equipment and extend the life of the facilities, an extensive maintenance program has been established for the campus facilities, this program has been expanded through the years to include not only the mechanical, electrical and HVAC systems within the building, but also the structure, roofs, exterior systems, and storm drains. An automated scheduling program has been implemented to control these activities. This program is based on a fifty-week work year and produces a listing of all required preventive maintenance work orders for each week of the year. These listings are produced three weeks in advance so that coordination efforts can be accomplished with the using groups. The maintenance records and schedules are available for viewing in the Physical Plant building room 12. Structural and relamping team visits are controlled and scheduled by the Preventive Maintenance Shop. The published listing triggers the Preventive Maintenance Building Inspector to precede the structural team to inspect the building or facility. This inspection not only provides a check of repairs to be made during the visit, but also serves as a coordination visit with each work coordinator assigned with the building so that they are aware of the preventive maintenance visit. The inspectors solicit reports of noted deficiencies or required repairs from each work coordinator so that these may be included in the requirements for the team. There are numerous operating procedures and polices in place to ensure the campus facilities are constructed, operated and maintained to support the needs of the university. Click here for a list: Facilities Related OP’s: http://www.depts.ttu.edu/opmanual/Contents.htm#61 Engineering Design Standards: See website for list of standards.  Actual standards are located in Physical Plant Engineering Services, room 03. http://www.physicalplant.ttu.edu/engr/ds_engr.htm Building Maintenance Work Order/ Project Request and Status information. http://www.physicalplant.ttu.edu/BMC/ProjStatus1.asp Grounds Maintenance Information http://www.physicalplant.ttu.edu/GrndsMaint/index.asp#Responsibilities Texas Tech University Operations Division –General Information http://www.physicalplant.ttu.edu/PhyPlant1/index.htm Facilities Inspection and Audit Program A comprehensive program that records facility conditions and supports project funding requests for deferred maintenance, renovation, and major repair has been developed and put into practice for the university buildings. The program was initiated in 1984 and is fashioned after Harvey H. Kaiser's facilities audit program and has been revised several times to improve the use of the program. Building structures and utility systems are inspected and results recorded on a scheduled basis. Resulting current and historical records document, in detail, the condition of all buildings. Various inspectors inspect structural, mechanical, and electrical segments of the building and systems for compilation into a master building evaluation file. As stated before, the audit program is being updated continuously to add new building systems and programs as required. Most recently, accessibility evaluation was expanded to perform a more comprehensive review. The program is described in Physical Plant OP 06.01 Facility Audit Program. From the audit program, projects are identified and entered into the university capital improvement program that is administered by the Physical Plant. The projects are maintained in a database (located in Physical Plant room 106B) where they can be updated, prioritized, and included in Campus Master Plan submittals, as required. Maintenance and repair projects that are identified from the audits become deferred maintenance when not accomplished with current year appropriated maintenance funds. Approximately once a month, a visit to a specific building is scheduled for the Managing Director for Physical Plant, Director for Physical Plant Services, Director for Physical Plant Engineering Services, Director of Utilities, and the Director for Building Maintenance and Construction. This visit will include a meeting with Deans, Chairpersons, Department Directors, and work coordinators in that building. The purpose of this visit is twofold. The first objective is to encourage open dialogue with the occupants of the building to solicit their comment on service performance and needed improvements. The second is for the Physical Plant directors to take a first-hand look as an experienced facilities management team at the condition of the facilities. Shortcomings are noted and work orders are issued to correct any recognized deficiencies. A formal report is generated from each visit and sent to the department head. Copies of these reports are on file in the Physical Plant building room 106. TTU Campus Master Plan The Texas Tech Board of Regents in 1997 adopted a comprehensive Campus Master Plan for Strategic Growth that would sustain a student population of 30,000. The plan is a living document that defines a framework of opportunities within which the institution makes decisions on upgrading facilities and systems, new construction projects, traffic & parking modifications, necessary demolition and enhancements of the pedestrian environment on campus. As new technologies and changing needs in education and research continue to require the renovation of existing facilities and new construction, the Master Plan will provide the same tactical guidance to ensure that future building projects contribute to the campus fabric and meet the highest standards of architectural and site design. Texas Tech’s Master Plan is structured to create excellent facilities; facilities that will attract and retain quality students, faculty, and staff and facilities that will promote good behavior. The plan is located in the East basement, room 5 of the Administration Building, Facilities Planning and Construction office. Implementation of the Master Plan has required a continuous overview in order that projects reflect any changes in the university’s mission and/or strategic goals. The Capital Expenditure Plan for the institution is tied directly to the Campus Master Plan and the Texas Higher Education Coordinating Board’s (THECB) MP1 Report. For a summary of Texas Tech’s approved master plan costs by category, under reports, click on Summary of Campus Master Plan (MP-1) for FY2003-2007.  Texas Tech University is found on page 22 of report. ( http://www.thecb.state.tx.us/CampusPlanning) The THECB requires institutions to submit a list of all construction, renovation and information resources projects and land acquisitions planned for the following five years. To review an actual list of the approved projects for Texas Tech University, contact the Facilities Planning and Construction office, located in room 5 of the Administration building. Budget Control The Texas Tech Physical Plant is responsible for coordinating renovation projects up to $2,000,000 and new construction projects up to $1,000,000. Funding for these major projects is provided through the university’s annual capital improvement and capital deferred maintenance programs that are a prioritized compilation of requirements in support of the needs of the university departments. The project budgets are requested through the university Facility Allocation Council that represents the faculty, staff, administration, and other interested parties. Requested project budgets are prioritized in accordance with the university’s strategic goals and mission priorities. The Physical Plant administers approved project budgets. The budget process is administered and files kept in the Physical Plant Financial Services office located in room 108. The Physical Plant preventive maintenance schedules and approved lists of maintenance projects provide the basis for annual operating budget requests and the use thereof. Maintenance schedules are maintained in Physical Plant, room 12. Routine and Non-routine Maintenance Procedures The Texas Tech University Physical Plant utilizes both university employees and contract services to perform the maintenance needs of the university facilities. The plant uses a computerized system call 4-Site to develop work orders, purchase materials and provide labor input to complete the requirements. Campus customers have access to report maintenance requirements via e-mail, telephone and web site. http://www.physicalplant.ttu.edu/BMC/ProjStatus1.asp The Physical Plant has an emergency maintenance function that is a 24/7 operation to receive emergency maintenance requests for the campus customers and to work closely with the facility manager for providing environmental conditions based on classroom schedules. Renovations and Capital Improvements A five-year plan for capital expansion/renovation is submitted to the Texas Tech University System Chancellor on an annual basis. Projects included in this Capital Project Plan meet at least one of the following criteria: (1) new construction valued in excess of $1,000,000; (2) repair or renovation of an existing structure valued in excess of $2,000,000, (3) the acquisition of new land. This plan is also submitted to the Texas Higher Education Coordinating Board on an annual basis. Under reports, click on Summary of Campus Master Plan (MP-1) for FY2003-2007.  Texas Tech University is found on page 22 of report. http://www.thecb.state.tx.us/CampusPlanning For projects less than $1,000,000 for new construction and $2,000,000 renovations are addressed in the university Capital Improvement Program (see TTU OP 61.36). Projects are broken down into three categories for funding consideration. Projects less than $270,000 are funded by the Facility Allocation Council which is a committee that is representative of all areas of the university and meets on a bi-monthly basis. Larger projects are handled on an individual case-by-case basis by means of the campus master plan. Minutes of the Facility Allocation Council are distributed to the various college deans and divisional vice-presidents with the original on file in the office of Vice President for Operations, Administration building, room 171C.   Section 4:  FEDERAL REQUIREMENTS   4.1 When evaluating success with respect to student achievement in relation to the institution’s mission, the institution includes, as appropriate, consideration of course completion, state licensing examinations, and job placement rates.         Not applicable to unit level.             4.2 The institution maintains a curriculum that is directly related and appropriate to the purpose and goals of the institution and the diplomas, certificates or degrees awarded.         Not applicable to unit level.             4.3 The institution makes available to students and the public current academic calendars, grading policies, and refund policies.         Not applicable to unit level.             4.4 The institution demonstrates that program length is appropriate for each of the degrees offered.         Not applicable to unit level.             4.5 The institution has adequate procedures for addressing written student complaints and is responsible for demonstrating that it follows those procedures when resolving student complaints. (See Commission Policy "The Review of Complaints Involving the Commission or its Accredited institutions.")         Not applicable to unit level.             4.6 Recruitment materials and presentations accurately represent the institution’s practices and policies.         Not applicable to unit level.             4.7 The institution publishes the name of its primary accreditor and its address and phone number.         Not applicable to unit level.             4.8 The institution is in compliance with its program responsibilities under Title IV of the 1998 Higher Education Amendments. (In reviewing the institution's compliance with these program responsibilities, the Commission relies on documentation forwarded to it by the Secretary of Education.)         Not applicable to unit level.