2007 Reaffirmation Teams
3.11.3 - 2007 Reaffirmation Teams
The institution operates and maintains physical facilities, both on and off campus, that appropriately serve the needs of the institution's educational programs, support services, and other mission-related activities.
The physical facilities of The University of Texas at Dallas (UT Dallas) are operated and maintained so that they serve not only UT Dallas’ mission but also its aspirations as outlined in the university’s strategic plan, “Creating the Future .” Under the direction of the Vice President for Business Affairs (VPBA), the Facilities Management Division is charged with the adequate functioning of the university’s physical resources. Facilities Management  works to effectively and efficiently provide an environment conducive to supporting the instructional, research, and social responsibilities of the university as defined in UT Dallas’ mission statement . To ensure that Facilities Management accomplishes its mission, it annually sets forth its objectives and measures its progress in achieving those objectives using UT Dallas’ web-based assessment tool, AT6. The annual report and assessment plan included in the supporting documents demonstrate specific actions that Facilities Management has taken in the most recent two years to improve service and to improve the campus and campus facilities  .The Campus
UT Dallas consists of nearly 720 generally contiguous acres located in the cities of Richardson (Collin and Dallas Counties), Dallas (Dallas County), and Plano (Collin County). Eighty-eight acres of this property is either leased out or encumbered by easements. Seventy university facilities consisting of 2,706,612 gross square feet (gsf) are available for university use on campus. These buildings include 69 owned by the university (2,696,692 gsf), of which 26 are third party operated and maintained student housing buildings (483,490 gsf). UT Dallas has one leased building (9,920 gsf) on campus, which is maintained by the university and used for instructional purposes. Other third party owned, operated, and maintained buildings on campus include the Waterview Student Housing apartments Phase I thru IV, The Practice Tee-Golf Driving Range, and Polatomic Inc.’s Magnetic Survey Laboratory. A campus map  is included in the supporting documents to show the layout of the campus.
In addition, the Callier Center consists of eight buildings (100,570 gsf) and is located on 5.5 acres adjacent to The University of Texas Southwestern Medical Center (UT Southwestern) in the city of Dallas. The Center for BrainHealth®, a single building (63,000 gsf) on a 3.5 acre site, is located nearby. A room by room listing for all these buildings is available online via the Texas Higher Education Coordinating Board (THECB) Space Inventory Report  and is updated by the university annually. Usage of UT Dallas campus facilities is governed by Series 80101 of The University of Texas System (UT System) Board of Regents’ Rules and Regulations  and by UT Dallas Policy Memorandum 79-VI.57-25, University Policies for Reservation and Use of Facilities .Campus Master Plan
The first University Campus Master Plan, or Campus Development Plan, was published in 1971 and facilitated by The Oglesby Group. A Campus Master Plan Update facilitated by Good, Fulton & Farrell was completed in 1994, and a second Campus Master Plan Update facilitated by 3D/International was completed in 2002. The 2002 Campus Master Plan Update  is available electronically and hard copies of each of the two previous plans are available in the office of the assistant vice president of facilities management. A new Campus Master Plan effort is currently underway. The new plan focuses on improving the total aesthetics of the university. Peter Walker and Partners are facilitating this undertaking. The VPBA has copies of the documentation for this effort to date.
A broad and diverse representation of the UT Dallas faculty, staff, and students as well as members of the outside community have had input into the development of these plans. The current effort is in conjunction with the new university strategic plan, “Creating the Future .” The plan calls for dramatically increasing the number of teaching and research faculty as well as adding up to 5,000 additional students. The president, in conjunction with his executive staff and the deans, has recently released an implementation plan that details the new buildings (including estimated gsf) and infrastructure updates planned for the next 10 years . In addition to providing a timeframe for the construction, the implementation plan also includes funding sources and responsible university officials.
As part of its formal annual facilities planning program, the university’s Capital Improvement Plan (CIP)  is submitted to the UT System Board of Regents. The CIP contains a listing and description of all active projects and a listing of potential projects. The Board of Regents reviews all submitted projects to ensure they are in compliance with the latest Campus Master Plan. Series 80402 of UT System Board of Regents’ Rules and Regulations (Major Construction/Repair and Rehabilitation Project ), Series 80403 (Minor Construction/Repair and Rehabilitation Projects ), and Series 80301 (CIP ) govern the development, funding, and approval of the UT Dallas facilities planning program. THECB also reviews all capital projects and maintains a listing of all construction, renovation, and land acquisition projects for the next five years, MP1 . This report is updated annually by the assistant vice president for facilities management and is certified by the president. UT Dallas faithfully adheres to all these rules and regulations in the development of its facilities planning efforts.Facilities Management Division
The Facilities Management Division is responsible for the operation and maintenance of all UT Dallas’ facilities . The assistant vice president for facilities management serves as the university’s chief facilities officer and is a registered professional engineer. The organization  of this group places emphasis on maintenance/repair/operation (MRO) of campus buildings and infrastructure and the provision of facility services to the entire campus community. The south campus support team is dedicated to providing onsite MRO and services to the Callier Center and the Center for BrainHealth®. All members of Facilities Management are encouraged to obtain professional credentialing or licensing where appropriate. The credentials and professional experience of the assistant vice president for facilities management staff are available in the Staff Credentials Navigator . The Facilities Management organization and leadership team are in the process of completing a major restructuring based on recommendations of a peer review conducted by chief facilities officers from three other UT System institutions . It is anticipated this restructuring will significantly strengthen UT Dallas’ Facilities Management Division.Work Order Process
The basic work control system of Facilities Management is the work order process. All work is initiated by the issuance of work orders  . These can be broken down into several categories. First, there are standing or preventative maintenance work orders that are based either on hours of use, mileage, or periodicity. Included in this group is work done by the custodial contractor and the in-house janitorial staff. This reoccurring work is a key component to the long-term functionality of university equipment and infrastructure. The next group is emergency/service work orders. These work orders are initiated on an individual basis due to the inoperability of some element of a facility. This work can be requested by either a facility user or a member of Facilities Management. The third group of work orders involves specific work (ranging from minor renovations to move assistance or event support). This work is completed by a combination of outside contractors including the university’s job order contractors (JOCs) and/or the in-house workforce. The rules and procedures governing the functioning of the work order system are located in the Facilities Management section of UT Dallas’ Administrative Policies and Procedures Manual . Facilities Management is in the process of upgrading its work order software system from Facilities Focus to the more functional Facilities Maximus.Routine and Preventative Maintenance
Preventative and routine maintenance is scheduled through the work order system. Preventative maintenance is developed to support the continuing operation of buildings systems including dynamic equipment and the campus utilities infrastructure. Its proper implementation reduces systems/equipment failure, extends the life expectancy of buildings and infrastructure systems, and maximizes the availability of campus facilities’ support of the university’s mission. It also minimizes breakdown maintenance and repair by replacement. This work receives the highest priority after emergency repairs when scheduling the Facilities Management shops’ workforces. Routine maintenance involves cyclic or scheduled periodic maintenance such as painting and light fixture replacement. When this work is done in a predicted and scheduled manner, it is more cost effective and efficient. Routine maintenance can also be planned and budgeted on a long term/multi-year basis. Copies of preventative and routine maintenance work orders and associated reports are maintained in the Facilities Management business office  .
The Callier Center and the Center for BrainHealth® use the same work order system and have their facilities serviced by the south campus support team, which is augmented as necessary by the other shops and crews in Facilities Management. The policy and procedures for this effort are spelled out in the UT Dallas Administrative Policy and Procedures Manual . The assistant vice president for facilities management meets semi-annually with the directors of the Callier Center and the Center for BrainHealth® team to evaluate the service that these units are receiving.Deferred Maintenance
Deferred Maintenance is broken into two categories by THECB and is defined as follows:
- Critical Deferred Maintenance - The physical condition of a building or facility that places its occupants at risk of harm or the facility at risk of not fulfilling its functions.
- Deferred Maintenance - An existing or imminent building maintenance-related deficiency from prior years that needs to be corrected, or scheduled preventative maintenance tasks that were not performed because other tasks funded within the budget were perceived to have higher priority status .
UT Dallas is required to track and report deferred maintenance annually to the THECB . If deferred maintenance for the campus exceeds 5.0% of the replacement value of educational and general (E&G) space, the university must provide an action plan to remediate the deferred maintenance and show progress in reducing the deferred maintenance in order to have any new major construction or renovation projects approved. UT Dallas does not exceed 5.0% and has no critical deferred maintenance.
Based on the reports that UT Dallas  and the other institutions send, the THECB maintains databases of identified Deferred Maintenance (MP2), schedule for addressing Deferred Maintenance (MP3), and actual expenditures on Deferred Maintenance (MP4). Additionally, UT Dallas, in collaboration with UT System, utilizes the facilities renewal resources model  to predict and to budget for deferred maintenance in future years.Distance Education
Distance Education programming remains a relatively small part of the overall campus operation, although online educational programming has taken a slightly larger role in academic planning over the past several years. The THECB defines distance education as both on-line distance education and courses taught on non-UT Dallas property . A member of the provost’s staff meets annually with other Distance Education coordinators from the North Texas Region to discuss the community colleges’ use of off-site programming; universities are not required to submit an annual report. The report shared at the March 6, 2007, meeting of the Higher Education Regional Council with the other regional coordinators listed 13 courses at nine off-site locations . These courses are traditionally service courses for local colleges, businesses, or museums. Lists of the locations where these courses have been taught in the most recent two years are available in the supporting documents below .
As discussed in the response to Principle 3.12.1 , in Fall 2002, UT Dallas received approval from UT System, THECB, and the SACS Commission on Colleges’ executive director to offer the complete Master of Public Affairs degree program at the Universities Center at Dallas (UCD). Courses were offered in that downtown Dallas facility for one academic year, but students continuing in the program returned to the UT Dallas campus, and the degree program offering was discontinued in 2004. No UT Dallas courses have been offered at the UCD since the fall of 2005 due to limited enrollments at the UCD location and to higher priority being given by the UT Dallas administration for campus-based needs.
UT Dallas participates in the UT System TeleCampus (UTTC) . UTTC is a central support unit that facilitates distance learning or e-learning initiatives for the various institutions within UT System. UTTC staff support and promote the development of distance learning programs and courses to further the UT institutions’ goals of providing more access to higher education for the residents of Texas and beyond. UTTC does not award credit or degrees, but facilitates collaboration among the universities by providing cost-effective tools, methods, and services for distance education programming. UTTC has established oversight committees “to address quality issues of courses offered….Oversight of the development and delivery of a program will be provided by these committees, which will meet regularly to make decisions, and to share ideas and experiences. Ongoing monitoring of courses and program quality will be the responsibility of both the institutions and these collaborative groups .” As discussed in the response to Principle 2.7.4 , UT Dallas offers one on-line degree (MAT in science education) via UTTC, one chess education certificate program, and classes in management and criminal justice
Within the School of Management (SOM), UT Dallas offers a number of programs that include both online and distance education learning modalities. The faculty in SOM handle the annual planning and budgeting for their programs, including the executive education program that includes annual trips abroad. These courses are built on a WebCT platform. Learning Management Systems have been employed at UT Dallas since 2002 for both WebCT and Blackboard systems. WebCT is the enterprise level service, consisting of a load-balancing clustered system and supported as a primary service by systems administration. The vice president for information resources has recently established an eLearning team to enhance UT Dallas’ online learning environment , and the team’s progress is being monitored using AT6 .Customer Feedback
Customer feedback is received from various sources and is constantly assessed by the Facilities Management leadership team with a view of achieving continuous improvement. As mentioned above, a comprehensive peer review and survey regarding Facilities Management was completed in October 2005. Most of the recommendations contained in that report have subsequently been implemented. A copy of this peer review with the survey results is available in the Office of the Assistant Vice President for Facilities Management . The assistant vice president meets at least biweekly with the vice presidents for academic, business, and student affairs, and at least quarterly with the president to discuss ongoing Facilities Management operations and planning. Also, semi-annual feedback meetings are held with the academic deans and other members of the president’s cabinet. The assistant vice president is a member of several campus-wide committees composed of faculty, staff, and students, including the Campus Facilities Committee , chaired by the speaker of the faculty. Department liaisons have been appointed for each large organization on campus , and they provide direct feedback on Facilities Management’s performance . The liaisons have recently formed the Facilities Liaison Committee, which formally meets during the year to discuss process improvements.
Customer feedback forms are prominently available at the important service points such as the key issue department and the transportation maintenance shop. E-mail communications, both of a negative and positive nature, are accepted, acted upon, and retained in separate files by the affected Facilities Management supervisor. All these forms of feedback are used by the Facilities Management leadership team in a continuous effort to improve processes and performance. Once the Facilities Management organization restructuring is complete, the leadership team intends to pursue an Association of Higher Education Facilities Officers (APPA) Award for Excellence in Facilities Management through the Facilities Management evaluation program .