Sacramento City College
Fiscal Year 2005-2006
July 1, 2005 – June 30, 2006
Division Name: OPERATIONS
Division Director: Robert Martinelli
The Operations Division provides a variety of support services for the college
community to include the following: custodial services, facilities utilization,
duplicating services, grounds maintenance, general maintenance and repair, and
In addition, to these broad areas of responsibility, the Division manages a
number of critical programs for the campus including key control, hazardous
material handling/disposal, safety programs, waste diversion program, telephone
control and emergency operations.
The Operations Division also maintains an interface with district level facilities
maintenance and planning directorates for work order management,
remodel/renovation and modernization planning and programming, capital outlay
programming, Master Planning, and space inventory and utilization
documentation. Emergency procedures, environmental compliance, waste
diversion, and risk management programs are also coordinated with the District
Personnel: As new facilities are added and modernized on the main campus, a
proportionate increase in custodial and maintenance staff will logically be
required to maintain a consistent level of service to the college. As we are
currently configured, we do not provide routine security, maintenance and
custodial support to the SCC Outreach Centers. If this concept is changed, it will
also require changes/increases to these support personnel requirements.
Authorized Personnel (FTE)
Department/Office FTE FTE FTE FTE
2004-2005 2005-2006 2006-2007 2009-2010
Actual End FY
Division Office 3 3 4 4
Custodial/Receiving/ 32.5 31.5 33.5 33.5
Store Clerk Services Note 1,2 Note 5
Grounds 1 1.5 1.5 1.5
Maintenance Technician 1.5 2 2 2
Facilities 1 1 1.5 2
Note 6 Note 6,7
Duplicating/Mail Service 3 4 4 4
TOTAL 42 43 46.5 47
1. Reclassification action. Change 1.0 custodian to .5 grounds and .5
2. 50%/50% Custodial / Maintenance Tech position reclassified to 1.0
Maintenance Tech I, approved 7/28/05.
3. Additional clerk in duplicating to cover extended hours/faculty expectations
plus mail service to Outreach Centers twice per week.
4. Additional clerk to cover extended hours of operations and vehicle
operations (function to be realigned to Operations from Campus Police
5. Two additional custodial positions to cover increased / new ASF on
campus as a result of modernization plus needed swing space.
6. Facility rental and non-credit class utilization tracking. Space inventory
7. Event supervision, increased office hours.
Technology: The Division has a continuing need for upgrade and replacement of
existing office and department computers. In addition to individual PCs for
supervisors, technicians and clerks, there is also a need for special use
computers to cover on-line training (vehicle safety), emergency operations and
facilities utilization tracking. Given the total division requirement, we would expect
to replace at least one PC system per year to retain a modern, functional IT
Operating Budget: Services and materials that are provided to the college as a
whole drive the majority of the Operations Division budget. For example, paper
and office supplies, custodial supplies, pest control, hazardous material handling
and disposal, waste management are all centrally purchased and managed by
the division for the college community. Therefore, the scope of the operating
budget is a function, in large part, of the needs of the college as a whole and the
levels of service offered are necessarily impacted by any budget shortfalls or
inability to fund at required levels.
From a broader perspective, given the complexity and cost of some projects it is
important and prudent to establish sinking funds to ensure that replacement work
can take place when needed without incurring large budget requirements in a
single year. Examples of this type of expense include carpet and furniture
replacement, boards, clocks and blinds for rooms, or renovation of a major sports
facility like the track or a baseball field.
Facilities: Office space in the division, while constrained is adequate for the
present configuration. However, with the addition of additional personnel as
outlined in the personnel section of this plan, there would be a requirement to
find office/clerical space for at least two additional employees in the Operations
and Facilities offices.
When the multi-story parking structure is completed on campus (estimated Oct
2006), the police services function will relocate to this new structure. This will
vacate building 6 on the main campus. At that point, the Operations Division will
relocate from its present location in SG 129 to building 6. This will include the
division and facilities office functions. The custodial department will remain in SG
129 and the receiving dock. This will provide additional on campus storage space
to offset expected lost space from our current storage area in bay 6. Further, this
will provide the Operations Division office with additional space to accommodate
assumption of responsibility for vehicle operations once the campus police are
moved to the new parking structure.
As part of the district wide directive to establish an emergency operations
capability, the Division has constructed a small Emergency Operations Center
(EOC) within the division spaces. However, this is very inadequate to
accommodate the entire EOC staff when it is formed. Therefore, it is
recommended that a new EOC site be secured for the SCC campus.
Modifications to the SG 129/receiving spaces would provide a more adequate
EOC for the campus. Approximately 800 ASF would be needed for a suitable
EOC facility for the campus. When not in use for emergency operations, this
facility could be used for a general meeting room and/or periodic instructional
Currently, SCC and FM grounds maintenance functions are located in Hughes
Stadium, Bay 7. When/if bay 7 is remodeled (timing TBD), it will be necessary to
find alternate space on the campus for the grounds personnel (6 people) and
their equipment. This will need to be coordinated with the district Facilities
Maintenance Directorate. Part of this problem was caused by the Sacramento
Regional Transit station locating at SCC and requiring the old maintenance
building to be torn down (2003).
Similarly, the campus maintenance function is located in Hughes Stadium, bay 9
along with a substantial amount of storage space for campus functions to include
the entire graduation set. When/if this bay is modified to create additional office,
classroom and laboratory space (timing TBD), it will be necessary to find an
alternate site, on the campus, to house the maintenance function (bay 20 has
potential for this adaptation).
Duplicating Services is currently located in B-140/141. This space is NOT
adequate for the entire duplicating function so some space is borrowed from the
reprographics function in building 31. At some point in the future, a consolidation
of the graphic impressions, reprographics, printing and duplicating services
should be considered for the campus as an efficiency and productivity
management initiative. Building 31 would serve as a suitable consolidated
Duplicating, Reprographics and Printing location for the campus. Space in B-
140/141 could be returned to instructional space.
Major Program Areas:
This section provides an overview of major program areas within the division
along with accomplishments (2004-2005) and objectives (2005-2006) in each
Facility Planning: Work with campus leadership on facility planning and use to
ensure an accessible campus for our students and effective utilization of facility
resources. Provide the interface between the college and the district planning
and programming activities to ensure student access and college operations are
sustained. This includes coordination, development and monitoring of the Capital
Outlay Program, Master Planning, Facility Space Inventory, Special Maintenance
and Repair and modernization projects on the campus and at the Outreach
Centers. Serve as the tri-chair of the Campus Development Committee and
thereby utilize the participatory decision making process to keep the campus
involved through periodic updates/discussions with the Committee. Seek inputs
on campus issues and actions throughout the planning process.
- In coordination with FM and consultant (National Access Consultants),
completed work on the SCC facility assessment for Americans with Disabilities
Act (ADA) compliance
- Directed/coordinated OCR compliance work projects on the campus (Hoos
Pool, Union Stadium and related parking/access areas.
- Signage improvements, campus wide.
- Worked with contractors, Sacramento Regional Transit Authority and District to
complete City College RT Station integration on the campus
- With Campus Development Committee, developed and implemented alternate
construction plan to provide a viable, ADA compliant route from RT station to the
- Coordinated and directed playground improvements for the Child Development
-- Safety compliance improvements
-- Integrated efforts with faculty member who had secured a grant for the
- Coordinated and directed project work for space enhancement and utilization to
help sustain enrollment in academic programs: e.g. Hoos Pool, Business 204/5,
- Developed and implemented numerous tracking and management tools
necessary to manage modernization and parking changes anticipated for the
- Develop and track mitigation options for SCC staff/faculty and student parking
as we work through TAP and Modernization projects
- Develop, coordinate and implement alternate space utilization plans to sustain
and/or grow College enrollment
-- Develop and coordinate projects necessary to offset space lost due to
modernization and/or TAP projects on the campus.
- In coordination with FM and NAC, complete work on the SCC ADA Transition
-- Develop, in coordination with District/FM, a tracking tool for project
completion and funds expended associated with the ADA Transition Plan
-- Develop a prioritization mechanism for completing ADA compliance
projects to meet the highest college needs.
- Track and update College Space Inventory, especially as it relates to Cap-load
- Work with all departments/divisions on optimum space utilization consistent with
College goals and objectives for growth and modernization.
Custodial/Receiving Services, Maintenance and Repair and Grounds: Provide
for the day-to-day maintenance and repair of all college facilities. This includes
custodial services and maintenance and repair projects not directed to the
district. The division office also coordinates and tracks all phone maintenance
and repair requests, work orders, and maintains the key inventory and control
function for the campus.
- Installed new flooring in three buildings (~3000 ASF)
- Completed work with the BSS division and faculty reps on interior
improvements to the Child Development Center to improve doors/gate, floors and
- Completed work on playground structures and shade improvements in both
- Install new flooring/carpeting in buildings (~2500 ASF objective for the year).
- Install new boards, screens consistent with instructional program needs.
- Work with the BSS division and faculty reps on interior improvements to the
Child Development Center to improve doors/gate, floors and space utilization on
the infant side and to replace major kitchen appliances in the facility.
- Work with FM, District and campus on defining manpower standards for
classified functions within the Operations division (grounds, maintenance and
- Continue work to correct FTE shortfalls necessary to properly manage campus
facilities to include the stadiums and buildings used for rental activities.
Emergency Preparedness, Environmental/Life/Safety Programs: The division
office writes, coordinates and manages all updates to a variety of plans and
programs required by compliance agencies in the local community and from the
state of California. This also includes the emergency operations plan for the
campus. A summary of planning responsibilities is outlined in the following table.
PLAN TITLE BY GENERAL DESCRIPTION/REQUIREMENTS
AB75 – Waste Calif. Assembly Bill 75 – enacted in January of 2000, requires the
Reduction Act Integrated campus to reduce its waste to landfill by 25% at the end of
And IWM Mandated Waste 2002, and by 50% by the end of 2004. Additionally, the
Reimbursement Management CIWMB is required to return costs to compliance institutions.
Americans with OCR & EEOC Signed into law on July 26, 1990, with implementation effective
Disabilities Act & (reactive) dates for specified requirements from July 26, 1992, through
Architectural Barrier dates in 2010.
& Transition Plan
Bloodborn Cal-OSHA District plan to comply with guidance and restrictions in OSHA
Pathogens CFR Part 1910.1030 and Cal/OSHA title 8. It applies to all
LRCCD employees, who by virtue of their job, may be
exposed to bloodborn pathogens.
Chemical Hygiene Cal-OSHA This is the District Program to comply with the requirements of
Program Cal/OSHA Title 8 Standards and OSHA CFR Part 1910.1450.
by OSHA definition, they only apply to chemicals used in non-
production laboratory processes.
Child Care CCR Title 22 Requires the daily inspection of Child Development Center
Inspections grounds by CDC staff (high frequency) and once every
semester (low frequency) by Campus Maint. Tech.
DMV Pull Program LRCCD Risk Management requirement to test, track, and approve all
campus vehicle drivers
Elevator Cal. Industrial Industrial Relations does annual inspection and permit
Inspections and Relations issuance. Actual elevator work is done through Fac Mgmt.
Permits Ops. Has permits.
Emer. Proc./EOC Cal-OSHA SB198 Requirement, OSHA CFR 1910.38 and Title 19
Fuel Logs SMAQMD Requires the daily inspection of the unleaded dispenser unit at
Rule 449 the vehicle compound. Inspections done by Custodial,
tracking and reports completed by Operations.
Fire Extinguisher CSH SC Requires that fire extinguishers be checked for operation each
Checks 13160-13190 month.
Hazardous Material Sacramento The County requires the annual re-submission of a Hazardous
Business Plan County Materials Business Plan for (primarily) use by the Fire
-Campus Hazardous Department during emergencies, and for tracking/permitting
-Hangar Materials Div. hazardous materials.
Hazardous Waste OSHA, EPA, All hazardous waste removal required to be manifested.
HazMat/HazCom OSHA, EPA, All programs relating to the use, control, release, handling, and
County, City, disposal of identified hazardous materials, to include
State substances under the Clean Water Act, The Clean Air Act,
RCRA, Toxic Substances Control Act, and OSHA designation
per CFR Subpart H. 1910.
Indoor Air Quality EPA & OSHA EPA and OSHA program guidance is generic. This plan was
developed to provide an organized vehicle for response,
investigation, tracking, and closure of indoor air quality reports
Injury/Illness Cal-OSHA This is a comprehensive Los Rios IIPP to comply with the
Prevention SB198 requirements. Effective 7-1-91
OSHA Standards Cal-OSHA OSHA General Industry Standards delineating areas of
for General Industry application at the college and within the district. These go
(29CFR Part 1910) toward employee working safety.
Sacramento County SAQMD The Sacramento Air Quality Management District essentially is
Air Quality interested in our District vehicles and our Underground
Management Storage Tanks and systems. Thus far, we’ve had no
Regulations compliance items from a vehicle/employee numbers
standpoint, but we have undergone several very thorough and
detailed inspections of our HazMat, HazCom, and tank/tank
SB198 – Safety Cal-OSHA In 1989 the California Governor signed Senate Bill 198 into
law. This law mandates that all employers establish and
maintain a written Injury/Illness Prevention Program (IIPP) for
their employees, and that Cal/OSHA direct, administer, and
inspect the program.
Storm Water SWRCB The regulation pertains to the containment and diversion of
Resource Controls hazardous materials flowing into storm water drains. This
program primarily relates to the Aeronautics Hangar.
Universal Waste Calif. Universal waste is described as non-hazardous, non-infectious
Act Integrated material that qualifies under a specific category, such as
Waste mercury, ballasts, etc. (Description is within the regulatory
Management listing.) This was set-up as a temporary Act, and is still
Board pending permanent regulation.
Serve as the tri-chair of the Campus Safety Committee and thereby utilize the
participatory decision making process to keep the campus involved through
periodic updates/discussions with the Committee. Seek inputs on campus issues
and actions throughout the planning process. Provide update briefings on trends
associated with health and safety issues on the campus.
- Completed and updated campus wide hazardous materials inventory
- With Campus Safety Committee, developed a routine Safety Inspection process
for campus activities that is reviewed by the safety committee.
- With Campus Safety Committee, developed the procedures and equipment
requirements necessary to implement a staff/faculty ID card system to enhance
security of the campus (OBE’d by district initiative—not yet implemented).
- Maintained an alert system that tracked the Homeland Security Alert Status for
the campus and advised of appropriate ‘watch’ procedures.
- Developed and implemented district vehicle utilization mechanisms to ensure
compliance with new district regulations on vehicle use and driver safety
- Update all College Emergency Procedures Flip Charts to include all three
- In coordination with LRCCD Police Services
-- Update the Campus Communications Plan
-- Update and ensure proper coordination of EOC and Emergency
-- Update and ensure proper security notification procedures are in place
for Homeland Security alert status changes
- In coordination with the Safety Committee
-- Develop/implement fire safety inspections on fire fighting systems (to
include building standpipe systems, fume hood/Ansul system and hand held fire
-- Continue area/division safety inspections campus wide (off-site
-- Lighting and security improvements campus wide (LRCCD CPTED
Facility Utilization/Community Use Programs: This activity provides oversight
and scheduling services to the campus for non-instructional use of spaces for
meeting, special events and rental activity. The rental activity is consistent with
district directed community use programs and provides a service to outside
agencies seeking to utilize the campus facilities. Contracts are developed and
executed and revenue from rental activity is collected and budgeted throughout
- Developed and refined improved scheduling procedures for non-instructional
use activity on the campus.
- Developed a tracking tool for revenue received and invoice procedures.
- Developed improved budgeting and tracking procedures.
- Revised invoice procedures for reimbursement expenses and revenue.
- Developed an electronic version of the weekly calendar to reduce paper and
reproduction requirements and ensure distribution, district wide, to all impacted
- With Campus Development Committee, developed process to codify numerous
campus policies and procedures into a single reference source.
- Continue to refine invoice and revenue tracking procedures.
- Continue work to correct FTE shortfalls necessary to properly manage campus
facilities to include the stadiums and buildings used for rental activities.
Duplicating Services: This department is responsible for providing timely and
responsive duplicating services for the campus. In addition, department staff
provide mail sorting and distribution service for the campus and outreach
- Purchased three new print engines & software
- Copy Requests reduced turn-around time
-- Completed within a 24 hour period (minimum on form is 3 days)
-- Re-arranged paper drawers in front copy machine to reduce the amount
of time it takes staff to load paper.
-- Added white paper storage
- Reduced Paper Usage
-- Campus maps (online)
-- While You Were Gone Telephone Pads (removed from circulation)
-- Staff News (online)
-- Utilize two part instead of three part NCR Duplicating Request Form
-- Centralized the paper ordering (on campus ordering)
-- Reduced cost by no longer ordering pre-three hole punch paper
-Reduced mail costs by consolidating same weight mail items
-Purchased new shrink-wrap machine
-Mail Courier – learned new skills
-- computer skill – e-mailing, internet
-- computer skill – use of global list
-- Office equipment - copy machine equipment and fax machine
- Purchase new mail machine (compliance of Federal Reg.)
- Complete EFI / Fiery system interfaced with campus e-mail system
- Make available online printing for faculty and staff
- Adjust assigned manpower to ensure longer operating hours for better
customer service and pick up mail service operations from the Custodial