THE WORK WE DOPlant Operations supports UH’s academic facility needs while providing responsible stewardship for the long-term preservation of the university’s physical assets. Our staff strives to deliver high-quality service to the university community while remaining cost effective and competitive.

Planning and ProjectDelivery Process

Introduction Organizational Overview Communications Diagram

Project Phases

Initiate the Project Plan the Project Procure Professional Services Manage Design Procure Construction Services Manage Construction Closeout and Transition

Next Steps

Requesting Service Building Coordinators Sustainability Historic Renovations

Cover Photography: Richard Payne Chauncey Mann Nat Olivia Bauer College of Business

Guide designed by: Aubrey Miller-Schmidt

W elcome to the Guidelines for Planning & Project Delivery at University of Hous-ton. This guide was developed to communi-cate the planning, design and construction phases for new and renovated facilities on

campus. It defi nes the roles and responsibilities of the partici-pants involved in university projects and describes the steps involved in project delivery from early project planning through occupancy of the completed space.

Plant Operations manages the process of planning, design and construction of all campus structures, landscapes and in-frastructure. Project are initiated through Planning, implement-ed by Facilities Planning and Construction (FPC) or Facilities Management (FM) and then transitioned for ongoing support to Operations—all within Plant Operations.

These guidelines provide an overview of steps that are gener-ally consistent for all projects. It is a process that is expanded for large and complex buildings and simplifi ed for small space modifi cations. This process includes requirements of Univer-sity of Houston and State of Texas. Processes presented are guidelines, and variances in the sequence of activities may be required because of unique project circumstances.

It is Plant Operation’s goal to provide clear communications to improve project quality and customer understanding and satis-faction. The guidelines will be reviewed periodically for quality improvements and the evolving needs of the university.

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Plant Operat ions AT

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MAINTENANCE OPERATIONS

Central Facilities Services performs maintenance, custodial, landscaping, grounds, lock and key services.

Utilities provide campus utilities and energy services and sustainability program support.

Minor and Planned Projects manages minor construction renovations and projects under $1M.

Central Facilities Services 3-5688

Utilities 3-5791

Minor and Planned Projects 3-9611

DESIGN, CONSTRUCTION AND PROJECT DELIVERYFacilities Planning and Construction oversees campus design, major construction and renovation projects, technical support services and building design standards.

Facilities Planning & Construction 3-8025

PLANNING AND FACILITIES INFORMATION Planning and Facilities Information supports the university’s planning, property management needs, capital, master, space and renewal and deferred maintenance planning.

Planning 3-2449

Facilities Information 3-5541

STRATEGY AND STRUCTURE Plant Operations Administration includes labor relations, business planning and strategy, operational, administrative services, marketing and communications development.

Administration 3-5566

PROJECT SUPPORT RESOURCESBusiness Services supports fi nancial, purchasing and contracting needs for Plant Operations units, information technology support and services.

Operational Accounting 3-5710

Project Accounting/ Contracts 3-2294

SAFETYEnvironmental Health and Safety/Risk Management(EHS) serves the university’s occupational and environmental health and safety, radiation, biological safety and insurance programs.

EHS & RM3-5858

PROJECT INTAKEFor initial project requests FIXIT

3-4948 www.uh.edu/plantops/services/ employees/project-delivery

ORG

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VERVIEW

PLANNING AND PROJECT DELIVERY PROCESS

INTRODUCTION

PRIMARY COMMUNICATIONS DIAGRAM

The diagram is an overview of the primary communication responsibilities within the Project Team—it is not an organizational chart. Each group provides input, guidance and professional expertise throughout the design, construction and closeout phases of a project.

The Project Team includes representative(s) from four distinct groups formed according to function and expertise: Consultant Group, Technical Group and the University Community Group.

The Project Team is responsible for communicating relevant issues about scope, budget and schedule to project groups and team members. The Project Manager leads the Project Team.

The intent of the Planning and Proj-ect Delivery Process is to provide a comprehensive road map that will enable successful cost, schedule and quality performance on all uni-versity projects. The process pro-vides a balanced, systematic ap-proach to planning and delivery of facilities improvement projects and incorporates project management best practices.

It is important to learn the language of the Guidelines and understand the roles and responsibilities of the different groups and individuals.

The Primary Communications Diagram describes the Project Team, which includes all Project Stakeholders.

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PROJECT TEAM

UNIVERSITY COMMUNITY

GROUP— Staff— Students— Project Representatives— Faculty— Dean/Academic Director

PLANT OPERATIONS

— Project Manager— Utilities & Technical Systems— Business Services— Planning— Central Facilities Services— EHRM

CONSULTANT GROUP

— Architect— Engineer— Interior Designer— Landscape Architect— Building Coordinator— Contractors— Construction Managers— Commissioning Authority

TECHNICAL GROUP

— Parking & Transportation— Public Safety— ADA Coordinator— Offi ce of Information Technology

— Project Manager — Project Representatives— Architect/Engineer— Construction Manager— Project Accounting & Contracts Staff

PRIMARY COMMUNICATIONS DIAGRAM

Along with the Project Team, fi ve additional teams are formed during the Chartering process, serving different functions throughout the project.

EXECUTIVE TEAM

STAKEHOLDERS FRIENDS & NEIGHBORS

PROGRAMMATIC & TECHNICAL COMMITTEES

DESIGN & PLANNING

TEAM

Final contractual or project cost approvals

Representatives that have indirect infl uence on the project

Representatives that are affected by the project

Provide expertise as needed

Architect and Planning provide expertise as needed

PROJECT TEAM

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A project is defi ned as:

A temporary endeavor undertaken to create a unique product, service or outcome that has a beginning, requires substantial coordination and effort to accomplish, and has an end.

We have identifi ed seven major project phases and steps for each phase. Each phase in the process is described in the following pages.

BUILDING CUSTOMER RELATIONSHIPS

The foundation of a successful project is the development of a strong, service-focused relationship. It is important to remember that the university is also a customer and that Project Managers must balance the needs of the university with the needs of the project user.

The benefi ts of a well-developed Planning and Project Delivery Process are satisfi ed customers who receive high-quality projects that routinely meet expectations, costs and schedule goals; and a consistent customer focus that is adaptable to ever-changing demands and challenges.

All projects are assigned a Project Manager to lead the Proj-ect Team and customers, stakeholders, design consultants and construction contractors through the design and con-struction process.

PRO

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INITIATEthe project

PLANthe project

PROCUREprofessional services

MANAGEdesign

PROCUREconstruction services

MANAGEconstruction

CLOSEOUTand transition

APPROVEBoard of Regents (BOR) & Texas Higher Education Coordinating Board (THECB)

INIT

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PROJECT INTAKEAll projects begin in one of two ways:— Through the Capital Planning Process— Via the Project Request Form: www.uh.edu/plantops/services/employees/project-delivery Call Customer Service FIXIT (3-4948)

CAPITAL PLANNING PROCESSThis is the means by which the university reviews proposed new construction or major renovation projects, regardless of funding sources. Every year the university determines facilities funding allocation from all sources—state allocations, bonds and local funds—for all units. Final recommendations are presented to Senior Management and the Board of Regents.

An ongoing facilities planning effort will include a review of conditions and suitability for the purpose of existing facilities, an analysis of facility needs for all colleges and across the university and prioritization of capital allocations to meet the most urgent needs through renovation, replacement and new construction.

A Project Request Form must be submitted for funding allocations for academic units. Project approvals are determined by academic priority, which aligns facility conditions, func-tional adequacy, building reuse op-portunities, academic needs and pri-orities, and available funds. The plan-ning process promotes sustainability and stewardship and encourages more effi cient use of space and en-hanced interdisciplinary opportunities.

All projects must be initiated through a Project Request Form (PRF) ac-cessed online. This includes request for new space, real estate related requests, study request and requests to initiate projects that have prior ap-proval through the university’s Capital Planning Process.

PROJECT REQUESTS

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— Defi ne the project and validate pre-planning— Develop an estimate— Identify or validate funding— Obtain approvals for the project

GOAL

— Project Request submitted and approved— Project Manager (PM) is assigned— PM validates scope of project with customer— PM reviews project with Planning (if applicable)— PM completes Estimate Letter and obtains approval from customer— Plant Ops staff works with customer to identify or validate funding sources— Plant Ops staff works with customer to transfer funding to project account— For projects more than $4 million, PM obtains Board of Regents approval (if required)

PROJECT INTAKE STEPS

— Completed Project Request Form (PRF)— Signed Estimate Letter or approval of funding

DELIVERABLES

KEY DEFINITIONSTYPES OF PROJECT REQUESTS

CAPITAL PLAN PROJECTS: Projects approved in the university Capital Plan, or by executive management.COST ESTIMATES: An estimate of the cost of any construction work or renovation related to existing space. The completion of a cost estimate does not guarantee or imply project approval.REAL ESTATE SERVICES: Consultation services or initiating actions needed to purchase real estate, lease space to others or for assistance with site selection, real estate valuation, property management or other real estate activities.REPAIR AND RENOVATIONS: Includes work such as painting; carpeting; adding, removing or moving walls; and adding or removing utilities in space that is already assigned to the unit. A cost estimate will be prepared as part of processing this type of request.SIGNAGE REQUEST: Interior, exterior, commemorative plaques, building directories and studies.SPACE REQUEST: For new, additional or replacement space or to relinquish current assigned space based on assignable square feet (ASF). This could include on- and off-campus space, space owned by UH, and/or space owned by non-UH entities. Some of the options to satisfy your request for space could involve additional costs or fees.STUDY REQUEST: For any type of study, such as a feasibility study for a building renovation or new facility, an engineering/technical study; a physical planning study, such as a master plan, land use or study of a specifi c geographic area or physical campus issue.

CAPITAL FUNDING SOURCES

BOND FUNDS: Bond funds are allocated to earnings and administrative units through a biennial request process.LOCAL FUNDS: Donor funds and unit or departmental funds typically augment state appropriations or bond funds to complete a project.STATE CAPITAL APPROPRIATIONS: Such appropriations are allocated to academic units through the Central Administration and Provost Approval.For further information, visit: www.uh.edu/plantops/services/employees/project-delivery

Project Planning is the process of aligning expectations and identifying the scope of work, estimate and timeline for the project. It includes establishing the project charter and further defi nition.

Chartering is a structured process used to defi ne the Project Team—membership, goals, purpose, critical success factors, roles and responsibilities of team mem-bers, operational guidelines, dispute resolution processes and other elements that give the team the clarity of purpose essential for high-quality performance.

The chartering team may include members of the Project Team, the Executive Team and other support resources.

PLANTHE PROJECT

PROJECT PLANNING STEPS— Align project expectations; identify scope of work, estimate, timeline— Develop charter and work plan

DELIVERABLESProject charter endorsed by participants includes:— Project vision— Team structure— Communications plan— Roles and responsibilities— Budget— Schedule

Additional deliverables, for large-scale projects also can include:— Procurement plan design phase— Procurement plan construction phase— Communications plan— Change/risk management plan

— To understand client(s) needs and expectations; and establish the project delivery team

GOAL

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— To select the most qualifi ed team of professional services consultants for the project

GOAL

This is a qualifi cations-based selection process that includes, in most cases, com-mittee review, public advertisement and interviewing and selecting one of three to six architectural/engineering fi rms deemed most qualifi ed by the selection team.

This Procurement process begins in the Plan the Project phase when the goals, pur-pose and critical success factors are defi ned. This includes the disciplines needed, the qualities for each discipline, appropriate fi rm size, location (if applicable), past performance and other qualifi cations. Sometimes the Project Team participates in the selection of sub-consultants.

Professional Services consists of the architect or engineer and their sub-consultants. This group most often is led by an architect but, in engineering dominated projects, may be led by an engineer. Most often the lead architectural or engineering fi rm proposes a team of sub-consultants representing special disciplines. Specialty con-sultants are sometimes required for such things as acoustics, food service, garages, and lighting.

The Procure Professional Services phase is completed when a contract is executed with the consultants. Typically this is the fi rm that provides the architecture or engi-neering services. For large projects, it can include separate contracts with a commis-sioning consultant and/or other specialty consultants. A construction manager may be included on large projects to advise the team on construction schedule, methods and cost and to lead the construction process.

PROCURE PROFESSIONAL SERVICES

PROFESSIONAL SERVICES PROCUREMENT STEPS— Identify disciplines and selection criteria— Request for Proposal/Qualifi cations (RFP/RFQ)— Review proposals and create shortlist— Interview, rank and select consultant team— Negotiate and execute contract(s)

DELIVERABLESProject charter endorsed by participants includes:— Qualifi cation submittals— Executed contract(s) with selected consultants

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The schematic design phase determines the general scope and design features, including plans, massing, materials, character of the project, siting and relation-ship to its surroundings.

In design development, the project is defi ned to a greater level of detail to defi ne a clear, coordinated description of all the aspects of the project, including systems and materials.

Creating construction documents is the last design phase and fi nalizes drawings and specifi cations for all components of the project. The primary objective of the construction document phase is to produce bid documents, including drawings and written specifi ca-tions for contractors to bid on construction, and to ob-tain all necessary permits.

The Project Team participates and reviews deliver-ables during each of the four design phase. Each phase includes an approval by the Project Team and cost estimates are provided and schedules are up-dated. Approvals are required to progress to the next design phase, and subsequent phases are based on the decisions and approvals of the previous phase.

— To develop a project design that meets the needs of the project, including the critical success factors documented in the project charter (program, quality, budget and schedule goals)

GO

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The Manage Design phase includes four distinct phases, each with deliverables:— Program development or program verifi cation (POR)— Schematic design (SD)— Design development (DD)— Construction documents (CD)

The program is a written description of the requirements for the project, developed by the university or by the architect/engineer. It includes objectives of the project and detailed information of all spaces, including size, relationships and technical aspects.

DESIGN STEPS— Program development and approval or program verifi cation approval— Schematic design document development and approval— Design document development and approval— Contract document development and approval— Obtain building permit and other required permits

DELIVERABLES— Complete contract documents (bid set)

— Final estimate and schedule

MANAGE DESIGN

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MANAGE DELIVERABLES

Effectively managing the design deliverables of a project is a critical role of the Project Man-ager. This entails continuously monitoring the scope of work being designed and comparing it to the scope of work that is planned and budgeted. The Project Manager proactively ensures that the project meets expectations within the defi ned constraints, including delivering a project on time and on budget and accomplishing the program and quality.

For projects that affect the University Master Plan, including public spaces, the Campus Facil-ities Planning Committee (CFPC) will review the design at three document review meetings and will advise the Project Team. Approval is required at each design phase to proceed to the next. As a result of managing deliverables, change may be deemed necessary.

KEY DEFINITIONS | MANAGING THE PROJECT

MANAGE PROJECT CHANGES

Change management should occur during all design phases of the proj-ect. This involves carefully managing the project to keep it moving forward smoothly. Project Managers gather information so measurements and adjustments can be made to project progress and to ensure that the proj-ect’s goals can be accomplished.

PERFORM PROJECT CONTROLS

Project controls include the budget, schedule, the program or require-ments and previous approved docu-ments. These controls enable Project Managers to communicate progress to the Project Team, management, customers and stakeholders and give Project Managers the justifi cation for making any adjustments to the work plan. Changes that develop in the project should be recognized and act-ed upon in a proactive manner.

PRO

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CON

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Procure Construction Services is often called the Bid and Award phase because the project is publicly advertised for bidding and the lowest responsive (best value) and responsible bidders are selected and contracted. Responsive means they followed the bidding requirements set in the contract specifi cations. Responsible means they can pass a responsibility analysis that takes into consideration past performance, fi nancial stability and capability to perform work.

In the State of Texas, there are typically six methods for construction and repair of permanent improvements to higher education facilities.

— Competitive Sealed Bidding

— Competitive Sealed Proposal (CSP)

— Construction Manager-At-Risk (CMAR)

— Design/Build Delivery Method (D/B)

— Job Order Contract (JOC)

The project is usually coordinated by the lead contractor, which is most often the general trades contractor; however, contractors can be separately contracted by the university. For larger and/or more complex projects, the team of contractors may be managed by a construction manager hired by the university in the Procure Professional Services phase.

PROCURE CONSTRUCTION STEPS— Advertise the project for bidding (total project cost greater than $25,000)— Conduct pre-bid meeting with interested bidding contractors— Receive and analyze bids for lowest responsive bidders— Perform responsibility analysis, if necessary— Select bidders and award contracts

DELIVERABLES— Completed construction contracts and coordinated set of contract documents— Board of Regents resolution for construction bidding approval for projects greater than $4 million

Texas (education code 51.778) governs competitive bidding of procurement of construction services.

— To select the construction contractors

GOAL

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GO

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— To complete project construction per contract documents

MANAGECONSTRUCTION

Construction begins with a pre-construction meeting—a time for the Project Team and construction contractors to review the scope and charter and defi ne roles and responsibilities.

The prime contractors are responsible for the purchase of all compo-nents included in the bid documents, delivery coordination, installation of materials and facilitating inspections to achieve building occupancy.

Project and Executive Team meetings continue during construction to review project progress and make decisions. The architect/engineer will review submittals from contractors and will be on site to respond to questions and review work.

Throughout the course of construction, the architect/engineer, Project Manager, Project Representative, Construction Manager and prime contractors will meet regularly to report on construction activities and track submittal status, budget and schedule. This is a time to resolve confl icts and other project issues. The lead contractor or architect/en-gineer leads and documents these meetings.

Whether generated by unknown conditions, coordination issues or er-rors and omissions in documents, changes will occur during construc-tion. Managing and executing change documents are fundamental ac-tivities during construction. A construction contingency is included in the budget to pay for changes during construction. Customers also may request changes in the work and carry a contingency to pay for these requests. Several of the most common proj-ect changes are detailed on the next page.

Sometimes there are dis-putes among the univer-sity and contractors that need to be resolved by the Project Team. The construction contracts and the specifi cations for the project describe the process for the resolu-tion of disputes, changes in schedule and scope of work, contractor pay-ments and other matters of process.

CONSTRUCTION STEPS

— Pre-construction meeting— Regular project meetings— Review and approval of submittals— Review and approval of completed work— Manage change and disputes— Make adjustments as needed to the schedule and budget— Approve contractor payments

DELIVERABLES

— Completed project ready for use

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MANAGING CHANGE: CHANGE ORDERS

DIFFERING CONDITION: This refers to a condition that could not have been anticipated within the “standard of care” for the profession. This is more often in a renovation where existing conditions could not be predicted.

ERROR/OMISSION: A change caused by an error on the contract documents or missing scope or omission that was intended to be included in the contract documents or should have been included within the “standard of care” for the profession.

FIELD RESOLUTION: Most often associated with disputes between contractors or between a con-tractor and the university. It could be used to redistribute funds when a contractor affects the work of another or the project requires supplementing work of a contractor.

OWNER REQUEST OTHER: An increase in the scope of the program beyond what was anticipated for inclusion in the contract documents that benefi ts the university, not just a user of the facility. It is typically the judgment of the Project Manager that it benefi ts the project. An example would be a vari-ance from the Building Design Standards or the addition of bike racks.

OWNER REQUEST USER: An increase in the scope of the program beyond what was anticipated for inclusion in the contract documents that is requested by and only benefi ts the user of the facility. Examples include additional cabinets, moving a wall and requesting better fi nish materials.

VALUE ENGINEERING: Reducing scope to reduce the cost of the project, fi nding the “second right answer” to bring the project back in budget.

MANAGING CHANGE: CONTINGENCIES

CONSTRUCTION CONTINGENCY: Money held as “soft cost” funds to assist in any monetary issues that may arise after the project is bid. The amount held varies, primarily because of complexity and phasing of the project but is normally budgeted at 10 percent of the construction cost.

DESIGN CONTINGENCY OR ESTIMATING CONTINGENCY: Money held as “hard cost” funds to assist in covering costs that cannot be anticipated during the design period. Generally, this amount starts between 9 to 6 percent during schematics, reduces to 6 percent during design development and ends at 0 percent when the fi nal estimate is established before bidding.

KEY DEFINITIONS

Once a Certifi cate of Occupancy or Tem-porary Certifi cate of Occupancy has been received, the building or space can be oc-cupied. Once the building or space is occu-pied, the ownership of the project is turned over to the customer and Plant Opera-tions. Before project completion, a transi-tion meeting will occur with the customer, Project Manager and Plant Operations staff. Services that Plant Ops will provide and contact information will be discussed and shared with the customer during this meeting. Customers should contact FIXIT with any service requests once transition has occurred.

CLOSEOUTAND TRANSITION

— To facilitate the occupancy and turnover of the fi nished project to the customer and Plant Operations (or an auxiliary maintenance/operations area).

Assessments, evaluations and lessons learned are facilitated by the Project Manager during this phase. This provides the customer with an opportunity to provide feedback and suggest improvements in the Planning and Project Delivery process.

After customers occupy the facility, it continues to be the Project Team’s responsibility to ensure any outstanding work is com-pleted. Warranty items are reviewed 11 months after occupancy with the architect/engineer, Plant Operations and the customer. The Closeout and Transition phase lasts through the duration of the project warranties (typically one year). Project closure also requires that all contracted work be completed and fi nal invoices processed for payment. Once the project Account is reconciled with the university’s general ledger, the project can be marked closed.

CLOSEOUT AND TRANSITION STEPS

— Final Commissioning— Comply with Texas Department of Licensing and Regulation (TDLR) for Architectural Barriers • Code 469.101 (Provisions) • Code 68.80 (Fees)— Complete any outstanding work— Project transition to Plant Operations and customers

DELIVERABLES

— Certifi cate of Occupancy (e.g., Temporary Certifi cate, Final Occupancy, and 100% Final Reports)— Final drawings that refl ect any changes (record drawings) and operating and maintenance manuals— Benefi cial occupancy notifi cations from Public Safety— Planned building turnover to customer and Plant Operations

GOAL

— Training programs for building operating systems— Customers move in— Final payments are made— Project assessments and lessons are learned— Final fi nancial reconciliation

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To submit a service request, Dial 3-4948 (FIXIT)

SERVICE REQUESTS

Once the building or space has been transitioned to the customer and Plant Operations, routine Service Requests for buildings on main campus should be requested through www.uh.edu/plantops/services/online-request. A full list of services can be found at www.uh.edu/plantops/services.

If an additional scope of work for design, construction cost estimates or signage is identifi ed once the project is complete, a new Project Request Form should be submitted.

NEXT STEPS

REQUESTING A SERVICE

FIXIT handles all routine customer requests on main campus, including:— Custodial— Elevator Service— General Facility Support— Grounds— Maintenance— Service Questions— Small Project Requests— Utilities

GET TO KNOW YOUR PLANT OPERATIONS STAFFFacilities Management Operations offers an integrated service model that provides customers with a single point of contact and around-the-clock service.

Plant Ops Leaders work closely with Building Contacts to provide personalized service for each building, department and college.

SOME UH SUSTAINABILITY PROGRAMS:

ENERGY

UH is committed to improving energy ef-fi ciency, reducing energy consumption and investigating cost-effective options for use of renewable energy sources.

WASTE MANAGEMENT: RECYCLING AND COMPOSTING

Disposal of materials represents an in-creasing cost to the environment and the university. As a result, the university has adopted a waste reduction goal.

WATER USAGE

Low-water fl ush valves and fl ow restric-tors are used in all applicable areas. Landscape design strives to utilize na-tive plantings that require minimal main-tenance, and rainfall will be utilized for irrigation.

BUILDING ENERGY MANAGEMENT AND UTILITY METERING

Energy audits and utility metering ensure that systems are operating effi ciently. As funded, building system controls will be added to existing systems, and new buildings will have full metering capabili-ties to reduce energy use and costs.

SUST

AIN

ABI

LITY

CREATING A CAMPUS THAT IS TIMELESS, maintainable and fl exible, incorporating responsible use of fi scal, environmental and human resources and having minimal environmental impact.

The commitment to campus sustainability and stewardship is a responsibility shared by each and every member of our campus community

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AIM Center for Investment Management, C.T. Bauer College of Business

Melcher Hall was fi rst constructed in 1986. In August 2000, it went from being known as the College of Business Ad-

ministration to the College of Business af-ter receiving a $40M gift from Charles T. Bauer. In fall 2001, the facility underwent renovations including the development of Wall Street styled investment management center with a NASDAQ ticker, plus a rede-signed lobby and front building entrance.TYPE OF PROJECT: Renovation of lobby and creation of investment centerCOST: $1.3 millionARCHITECT: Gensler

M.D. Anderson Memorial Library

M.D. Anderson Library opened in the fall of 1950. In February 2005, the library was expanded by an additional 170,015 sq. ft. of new space and was designed to meet the technological needs of faculty, students, and staff, plus provide room for its increased volumes of books and journals. New enhance-ments included two training rooms, a special function room

built for multi-purpose activities, a dramatic new entrance with a circular, a three-story atrium, 24-hour access study areas, and computer workstations.TYPE OF PROJECT: Complete renovation of library and Honors CollegeCOST: $45.2 millionARCHITECT: Morris Architects | Shepley Bulfi nch Richardson & Abbott

Plant Operations supports The University of Houston’s academic facility needs while working to provide responsible stewardship for the long-term preservation of the university’s physical assets.

HISTORIC RENOVATIONS AT THE UNIVERSITY OF HOUSTON

Plant Operations4211 Elgin St.Houston, TX 77204Facilities Management713.743.5566713.743.5741Facilities Planning & Construction713.743.8025713.743.5741www.uh.edu/plantops

Plant Operat ions AT