Technical Services and Operations Handbook

TECHNICAL SERVICES AND OPERATIONS HANDBOOK

PURPOSE OF HANDBOOK

This handbook provides a summary of key policies and procedures needed to understand and be successful at your job in the Technical Services and Operations (TechOps) Department. It is also a reference guide for daily operational tasks. Every member of our team should read and be familiar with this handbook. The handbook is divided into different sections of related information. Each section consists of subsections, for ease of reference. The first section describes overall department information, what we do, and how the team is organized. It then flows into the Customer Service Center and Operations responsibilities, which serve as the central point of connectivity between the teams and ensures all service requests are triaged and solved efficiently and expediently. From there, it branches out into different areas of responsibility, with workflow processes and standard operating procedures. The back sections are reference material, including a phone directory and floor plans. WORKFLOW LEGEND

Terminator Subroutine Indicates the beginning or end of a Indicates a predefined process program flow in your diagram

Process Display Indicates any processing function Indicates something displayed for people to read, such as data on a monitor or projector screen Decision Indicates the decision point between two or more paths in a flowchart 02 WHAT WE DO

08 ONBOARDING PROCESS

14 ORGANIZATION

40 COMMUNICATION

54 CENTRAL OPERATIONS Tables 78 FACILITIES OPERATIONS of 96 TECHNICAL OPERATIONS Contents 116 ROOM SCHEDULING 122 DIGITAL LOUNGE

132 BUDGET

146 HEALTH AND SAFETY

152 ANNENBERG DIRECTORY

158 FLOOR PLANS 6 — WHAT WE DO

OPERATIONS HANDBOOK — 2 TechOps Our Customers Our Environment We support over 2,700 students, 160 staff and 180 Through the shared vision of our faculty, staff and the faculty members at the Annenberg School. The Annenberg community, USC Annenberg’s physical space school’s faculty have earned Emmy Awards, National fosters collaboration and community engagement. Communication Association research awards, Providing a breadth of learning spaces, meeting rooms Pulitzer Prizes, Guggenheim Fellowships and PRSA and common areas for use by the Annenberg community, Silver Anvils, while authoring dozens of books and these spaces come in a variety of sizes, technological hundreds of articles. The school’s students come from equipment and flexibility. Faculty, students and staff a variety of different backgrounds, expanding their can modify a space to fit their specific needs, fostering learning experience by choosing from over 10 different collaboration through open environments that maximize undergraduate, graduate and doctoral programs and transparency and daylight. dozens of student organizations. Students and faculty are supported by the school’s staff, who provide a wide range of administrative services.

Our Guiding Principles Our Services Include Provide value through services,technologically-enhanced Classroom Support Hotline teaching, multimedia creation and business workflows. Cultivate stakeholder relationships through aligned Student printing stations communication and governance models. Customer Service Center Achieve operational excellence by focusing on core services with structural efficiencies. Leverage technology as a school-wide competitive advantage.

Customer Service Through the shared vision of our faculty, staff and the Annenberg community, USC Annenberg’s physical space fosters collaboration and community engagement. Providing a breadth of learning spaces, meeting rooms and common areas for use by the Annenberg community, these spaces come in a variety of sizes, technological equipment and flexibility. Faculty, students and staff can modify a space to fit their specific needs, fostering collaboration through open environments that maximize transparency and daylight.

Our Locations

ANN Customer Service Center Digital Lounge Annenberg Research Park Through workshops, events, helpdesk Provides immediate assistance for the support and Adobe Certification Offers a variety of video cameras, school's learning spaces and provides Courses, the Digital Lounge promotes still cameras and audio recording technical and operational support for a culture that empowers students to equipment that can be checked out faculty, staff and student. Located in create and learn. Located in ANN 301, and used for Annenberg curricular ANN L103, on the lower level of Wallis on the third floor of Wallis Annenberg assignments. Located in ANN L117 on Annenberg Hall (ANN). Hall (ANN). the lower level of Wallis Annenberg Hall (ANN).

ASC Customer Service Center Equipment Room Provides mailing services and Provides technical and operational scheduling support. Located in ASC support. This includes faculty and staff 124, on the first floor of the Annenberg offices and classrooms. Located just off building (ASC) in the East Lobby. campus in the Kerckhoff Hall building (KER) in room KER 114. 3 — WHAT WE DO Areas of Specialization

TechOps leverages central campus resources and specializes in areas that are unique to Annenberg’s curricular requirements. Our team supports the school’s classroom environment and provides support for the school with an emphasis on technologically-enhanced learning, training and support. Our team has five areas of specialization: Curricular Support. Centralized Technology, Facilities Maintenance Multimedia Production and Event Services.

Equipment Checkout Workshops and Training Classroom Operations Annenberg students and faculty The Digital Lounge offers Adobe Our team works with the school’s have exclusive access to a variety Certification Courses and one-on- faculty to ensure they are placed of equipment. Video cameras, one assistance in graphic design in the best learning spaces for DSLR cameras and audio recording and web production. Out team their teaching needs. During class equipment can be checked out for hosts training and tutorials to session, the Classroom Support Annenberg curricular assignments and support production in the Media Hotline provides troubleshooting, programs. We work with faculty and Center, including camera and audio either via phone or in-person. students to determine what equipment recording techniques that can be Training sessions are also available will best meet their needs and answer used in our do-it-yourself webcast to familiarize faculty with technology. operational and technical questions. studio.

Learning Spaces Services We support 38 learning spaces for Camera equipment checkout, the Annenberg community. Our Adobe certification courses, in- Curricular technicians maintain equipment, touch person tech support and classroom panel controls, built-in projectors with scheduling. screens and computer connections. Support Each space has access to the Internet, Microsoft Office Suite, SPSS, Adobe Creative Cloud, Skype and a Web/ Document Camera. They come in a variety of sizes with various furniture options, that seat five to a 220 seated auditorium.

Internet and Phone Software Support Computer and Printer Services Working with USC’s Information Our team provides a wide range of We deploy computer equipment, Technology Services (ITS), we make administrative, academic and creative including desktops and laptops, sure our faculty, staff and students software applications. We offer training and provide hardware support to have consistent wired and wireless and troubleshooting for Annenberg faculty and staff, including hard access to the Internet. We support faculty, staff and students that support drives, keyboards, monitors and phone and email services for faculty both Macs and Windows. Software mice. To support administrative and and staff, and our team ensures the applications include the Adobe academic functions we maintain a school’s servers are protected against Creative Cloud and Microsoft Office fleet of printers with email and copy cyber-attacks. Suites. capabilities.

Workshops and Training Services The Digital Lounge offers Adobe Adobe Creative Cloud activation, Centralized Certification Courses and one-on-one Microsoft Office support, and assistance in graphic design and web computer deployment Technology production. Out team hosts training and tutorials to support production in the Media Center, including camera and audio recording techniques that can be used in our do-it-yourself webcast studio.

OPERATIONS HANDBOOK — 4 Building Cultivation Services We ensure that Annenberg’s physical Building and room access, ergonomic infrastructure is operational and the evaluations, patch and paint, mail and foundation for all other support areas. packages, air conditioning and furniture We provide a secure building environment repair and maintenance. while encouraging collaboration and community engagement. With 195,644 square feet across three buildings, we work closely with central USC Facilities Facilities Management Services (FMS), contractors and consultants to maintain the school’s Maintenance reputation.

Broadcast Studio Engineering Media Production By providing audio and video engineering We supervise live technical production for support, we maintain s state-of-the-art student-run media including Annenberg Media Center that hosts industry standard Television News, Annenberg Radio News technology. We ensure radio and television and Annenberg Impact. Our team also trains broadcast equipment is operational to students to edit media content and digitally support Annenberg’s student-run news publish to a media asset management system outlets. called Xchange.

Workshops and Training Services Multimedia Our team helps students develop their Audio and video training, and post- production skills in a professional grade production support. studio environment by training with Production software, media-editing, professional camera and audio recording techniques.

Live Technical Production Room Reservations Our team coordinates and directs We manage a centralized room reservation technical equipment for live event process, Virtual Event Management System production at Annenberg. This includes (VEMS), where Annenberg space can be setting up and operating video cameras, scheduled and reserved. microphones and audio speakers, which allows faculty and staff to focus on other aspects of their event.

Logistic Support Services We help faculty, staff and students Rearranging furniture, recording and Event prepare before an event or conference. streaming, media wall displays, audio and In addition to the services above video recording and tech equipment set-up. includes coordinating cleaning services, Services visual display and setting up basic technical equipment, such as Skype kits and conference call equipment.

5 — WHAT WE DO OPERATIONS HANDBOOK — 6

ONBOARDING PROCESS FOR NEW HIRES

OPERATIONS HANDBOOK — 8 Day One

Schedule, Job Duties, and Expectations If you are non-exempt, a payroll calendar and training for timekeeping system Workday (employees.usc.edu/) will be provided. Clarify your first week’s schedule, and confirm required and recommended training. Show you where to obtain your USCard. Discuss parking/commuting options. Introductions throughout the workplace. Explain how your job fits in the department, and how the department contributes to the university. Review your job description, key responsibilities and expectations.

Work Environment We’ll show you to your work space and orient you to any equipment (computer and otherwise), tools, or logistics needed to get started. Provide keys and any required building access cards or codes. Help you obtain (or order) needed office or work supplies. Tour the departmental area to ensure you’re familiar with entrances/exits, access hours, restroom and kitchen facilities, mail delivery, location of printers, copiers, shredders, or other needed office equipment, and first aid supplies.

Technology Make sure you know your email address, phone number, and how to log into the USC NetID (Shibboleth) systems (itservices.usc.edu/uscnetid/). It’s important to keep all passwords secure. Obtain help from IT support, if needed, to ensure your email is functioning properly and that you understand the system. Provide information on setting up voice mail.

Learning and Development Allow time for you to visit the Employee Gateway (employees.usc.edu) and other USC sites.

9 — ONBOARDING PROCESS Week One

Schedule, Job Duties, and Expectations Frequent communication and engagement between you and your supervisor is essential; you can expect your supervisor to monitor performance and provide timely feedback.

You’ll be added to relevant email distribution lists. Applicable recurring meetings will be added to your calendar.

Introduce you to the university mission statement (about.usc.edu/files/2011/07/uscrole_ and_missiong_statement_1993.pdf). You can also look at org charts in Workday – the photos are helpful in understanding key personnel. Introductions throughout the workplace. Make sure you can identify the appropriate HR Partner, HR/Payroll Analyst, SBO or other relevant business office personnel, IT help, and communications help. Reminder: You must enroll in benefits within 30 days from start date.

Work Environment Make sure you’re aware of available safety and security protocols and services such as evacuation procedures, emergency preparedness plans, TrojansAlert (trojansalert.usc. edu), USC Trojan Mobile Safety App (usc.edu/mobilesafety). Discuss procedures for handling injuries on the job. Please report all job-related injuries to your supervisor, regardless of how minor.

Technology Please read all content sections of the Employee Gateway to ensure you’re aware of the vast array of opportunities and experiences available to you (including benefits, perks, and other opportunities).

Learning and Development Draft a training plan (reference training in TrojanLearn (trojanlearn.usc.edu)). What are your first impressions, any learning experiences, etc.?

OPERATIONS HANDBOOK — 10 Month One

Schedule, Job Duties, and Expectations Your supervisor will conduct regularly-scheduled meetings during which they will provide timely, meaningful feedback, and elicit feedback from you. Address any questions or concerns you may have. The performance management process for your unit will be discussed. Performance and professional development goals will be discussed.

Work Environment We’ll make sure you are familiar with USC’s ergonomic program (through Environmental Health and Safety), and you can schedule an evaluation if appropriate. Make sure you’re gaining familiarity with the campus area including restaurants, parking structures, etc.

Technology Ensure you understand how to access voice mail remotely if you have need to do so, and have tried other remote access systems if applicable (VPN, etc.).

Learning and Development Ensure required training is being completed (primarily for managers; harassment prevention and Campus SaVE Act training must be completed within 60 days of hire, and Management Essentials is also required).

11 — ONBOARDING PROCESS Student Worker Hiring Process

1 Approved TechOps staff supervisors Student must send supervisor the following discuss student worker budget and 5 information: proposed hours in regards to where support is needed with associated USC 10-digit ID number Operations Director and getting approval Last and first name as it appears on USCard before hiring. Appointment time date Hours of availability International or domestic status Advertise for job posting and conduct 2 interviews while choosing the most Work-study status qualified candidates possible. NSF Grant status

3 Hours of work and pay are agreed upon Student must take a passport, between staff and student worker 6 Driver’s License and or other form of before hiring can begin in written identification for I-9 verification to documentation form. their appointment with the Payroll and Personnel Coordinator.

Associated supervisor makes sure the 4 student worker schedules a time to meet with the Payroll and Personnel Each semester, staff supervisors must fill Coordinator. Use this website to book 7 out New Hire/Change Form for all new an appointment https://booknow. and returning students. appointment-plus.com/3yg35so6/10 (you will be prompted to create a username and password). Students will not be authorized to work until they Once approved, student worker contacts meet with the Payroll and Personnel 8 the TechOps staff supervisor and begins Coordinator. the onboarding process.

OPERATIONS HANDBOOK — 12

ORGANIZATION

OPERATIONS HANDBOOK — 14 Organization Chart

Willow Bay Dean

James Vasquez Associate Dean

Charles Peyton Executive Director, Office of Classroom Management

Ray Barkley Elena Mirzaians Jesus Castillo Erika Hang Stella Lopez Director, Facilities Operations and Technical Operations Digital Lounge Classroom Scheduling and Operations Projects Manager Manager Manager Supervisor Patricia Carvajal Jeff Zito Creative Media Customer Service Jorge Castaneda Center Supervisor Operations Academic Technology Specialist Coordinator Specialist Facilities Maintenance Supervisor Lee Warner Academic Technology Specialist Jim Yoder Audio Visual Technologies Manager John Curtis Academic Technology Specialist

Frank Miuccio David Mora Carlos Villa Tim Yuge Director, Help Desk IT System Equipment Room Information Administrator Administrator Coordinator Technology Bryan Sylvester Megan Vandermark LAN Administrator Network Engineer

Chuck Boyles Director, Victor Figueroa Tom Norris John Goldsmith Sebastian Grubaugh Media Productions Media Productions Media Productions Media Productions Multimedia Consultant Supervisor Supervisor Specialist Technologies

15 — ORGANIZATION Schedule

Events and Classroom Technology Class and Event Scheduling Operations and Special Projects

Facilities Digital Lounge

LEE WARNER

JESUS CASTILLO

JEFF ZITO

JOHN CURTIS

JIM YODER

STELLA LOPEZ

PATRICIA CARVAJAL

ELENA MIRZAIANS

JORGE CASTANEDA

ERIKA HANG 2:00 PM 3:00 PM 5:00 PM 6:00 PM 8:00 PM 9:00 PM 4:00 PM 1:00 PM 7:00 PM 8:00 AM 9:00 AM 7:00 AM 12:00 PM 10:00 PM 11:00 PM 10:00 AM 11:00 AM

OPERATIONS HANDBOOK — 16 TechOps Calendar of Scheduled Preparations 2017-2018

FALL SEMESTER SPRING SEMESTER SUMMER SEMESTER

Replace dead auditorium lights (F) 16th 2017 7th 2017 2018 Classes Begin (A) Classes End (A) Aug Dec Order ASC Building Keys (F) May 16th 28th Update mail list and Memorial Day (A) Move-In (A) legends (F) 21st Replace stair treads (F) Classes Begin (A) Hire students for Fall 2018 6th Program Omnilocks and Lenel semester (O) Open VEMS for and order building keys for Jun reservations (E) instructors (F) Order ASC Building Keys (F) 2018 1-8th Winter Recess (A) Paint classrooms, common Jan 2018 4th areas, offices (F) 8th Independence Day (A) Classes Begin (A) Jul Shampoo carpet of suites, auditoriums, common areas 15th (F) Martin Luther King Replace stair treads (F) Jr.’s Birthday (A) Update mail list and 29th legends (F) Open VEMS for Hire students for Fall reservations (E) semester (O) First week of classes Week before classes start do visits to meet test AV and computers and greet faculty (C) systems in classroom (F) First week of classes do visits to meet and greet faculty (C) 2018 19th Feb President’s Day (A) 2017 4th Labor Day (A) 2018 Sep 11th 11-18th Open VEMS for reservations Mar Spring Recess (A)

2017 22-26th 2018 27th Nov Thanksgiving Break (A) Classes end (A) Apr 28th-May 1st Study Days (A) 1st 2017 Classes End (A) Dec 2018 2-9th 2-5th Exams (A) Study Days (A) May 6-13th 11th Exams (A) Commencement (A) 14-31st Program omnilocks for Winter Recess (A) Summer semester (F) Program Omnilocks and Hire students for Summer Lenel for Spring semester (F) semester (O) Paint classrooms, common areas, offices (F) Shampoo carpet of suites, auditoriums, common areas (F)

(E) EVENTS (F) FACILITIES (A) ACADEMIC (C) CLASSROOM (O) OPERATIONS

17 — ORGANIZATION OPERATIONS HANDBOOK — 18 Facilities and Operations Director Job Description Job Title Director, Facilities and Operations

Reports To Executive Director, Office of Classroom Management

Job Purpose The Facilities and Operations Director is responsible for supervising the day-to-day operations of the entire department. This is done through ensuring that workflows are properly followed by all staff and student workers, in addition to all service requests being responded to and resolved quickly and efficiently. This position directly oversees staff members, teams and student workers who are responsible for Central Operations, Facilities Maintenance, Room Scheduling, Classroom Technical Support and Event Services.

Duties and Responsibilities Manages daily operations for the TechOps Department: Ensures workflows are properly followed. Makes sure service requests are responded to and resolved quickly and efficiently. Works with stakeholders to make sure they are satisfied with services. Manages budget administration for department: Provides forecasts, approves department expenditures and reconciles higher level budget transactions. Analyzes department expenses while looking for cost-effective trends. Manages large facilities renovation projects working with stakeholders, CCD, FMS and other vendor refurbishing spaces. Creates and implements department’s overall workflow strategies while ensuring a critical path is followed for the various service areas we provide. Manages space analysis and utilization. Manages special projects that provide value for the organization and insights for improvement. Communicates consistently with supervisor: Gathers required information for supervisor, bringing their attention to areas that need addressing. Handles issues before escalation.

19 — ORGANIZATION Supervises student worker team. Provides backup support for team members and their responsibilities when out sick or on vaca- tions.

Job Qualifications Specialized Knowledge: Knowledge of databases such as Lenel, Omnilock, Event Management System, Facilities Management Services request system, eMarket, Kuali, Workday and especially knowledgeable of Zendesk. Specialize in workflow strategy and implementation. Good understanding of project management. Works with stakeholders to make sure they are satisfied with services. Understanding of large-scale renovation projects, working with stakeholders, bringing in Capital Construction Development and outside vendors while ensuring project is successful. Good understanding of how HVAC, plumbing and electrical systems operate and integrate.

Skills and Abilities: Can identify areas that provide a business value to the department, manage projects that create new procedures and implement them as part of operations. Can identify a facilities issue, troubleshoot a problem and contact appropriate service professionals. Good written and verbal skills to be able to take broad concepts from supervisor and translate them into working project deliverables.

Personal Characteristics: Having the attitude to always help customers by providing the best service possible. We are employed because we provide a service that staff and students rely on to perform their respective occupations. We should remember that: Address the question asked and not the one we want to answer. Never escalate challenging situations while always trying to minimize issues and fix the problem. Complete entire service request and ensure customer satisfaction. Be as helpful as possible and always keeping a professional customer service-oriented approach. Minimum Education: Bachelor’s Degree. Minimum Experience Three years experience in the field. Project management experience. Workflow analysis experience.

OPERATIONS HANDBOOK — 20 Operations and Special Projects Manager Job Description

Job Title Manager, Operations and Special Projects

Reports To Director, Facilities and Operations

Job Purpose The Operations and Special Projects Manager has two primary roles. The first is to manage special projects that provide business value to the department, through aligning services with stakeholder expectations, providing better efficiencies with workflows, adding and or removing services that we either don’t have and would be of value or don’t need and are legacy services. The second is to ensure the department follows correct workflows and maintains the ticketing system (Zendesk) the department uses to track service requests.

Duties and Responsibilities Manages special projects: Works with supervisor and stakeholders on projects that add value to the department. Provides updates to supervisor on a consistent basis and delivers projects in specified time frame.

Manages Operations Coordinator at KER: Oversees staff member at KER, addresses issues, answers questions, performs staff evaluations and approve timesheets.

Implements department’s communication strategy: Ensures relevant information is sent at correct times to school’s faculty, staff and students. Creates other mediums for departments to communicate relevant information.

Creates and implements department’s overall workflows: Serves as resident expert for workflow efficiency by training staff as needed through the Customer Service Center. Maintains and programs department ticketing system (Zendesk): Maintains Zendesk system and programs it with new efficiencies. Trains staff and students workers on correct use of system.

21 — ORGANIZATION Aggregates data and creates reports requested by supervisor. Communicates consistently with supervisor: Gathers required information for supervisor, bringing their attention to areas that need addressing. Handles issues before escalation. Supervises student worker team for Special Projects and Front Office. Documents all service requests and as many other tasks as possible by using the Zendesk system. Provides backup support for team members and their responsibilities when out sick or on vacation.

Job Qualifications Specialized Knowledge: Knowledge of databases such as Lenel, Omnilock, Event Management System, Facilities Management Services request system, eMarket, Kuali, Workday and especially knowledgeable of Zendesk. Good understanding of project management. Specializes in communication strategy and implementation. Good understanding of workflow management. Skills and Abilities: Ability to identify areas that provide a business value to the department, manage projects that create new procedures and implement them as part of operations. Able to work with staff and students workers to train on correct policies and procedures. Good written and verbal skills to be able to take broad and vague concepts from supervisor and translating them into work project deliverables.

Personal Characteristics: Having the attitude to always help customers by providing the best service possible. We are employed because we provide a service that staff and students rely on to perform their respective occupations. We should remember that: Address the question asked and not the one we want to answer. Never escalate challenging situation while always trying to minimize issues and fix the problem. Complete entire service request and ensuring customer satisfaction. Be as helpful as possible and always keeping a professional customer service-oriented approach. Minimum Education: Bachelor’s Degree. Minimum Experience Three years experience in the field. Project management experience.

OPERATIONS HANDBOOK — 22 Operations Coordinator Job Description

Job Title Operations Coodinator

Reports To Manager, Operations and Special Projects

Job Purpose The Operations Coordinator supervises the building aesthetics and maintenance for the Annenberg Research Park, which consists of the KER, KCH and EGG Buildings while coordinating with FMS and outside vendors as needed. This staff member also handles daily operations of offices, common areas and classrooms, assisting faculty and staff with basic IT and or classroom AV issues. Finally, this staff member assists their direct supervisor with special projects.

Duties and Responsibilities Assists with special projects: Works with supervisor and stakeholders on projects that add value to the department. Provides updates to supervisor on a consistent basis and delivers projects in specified time frame.

Manages Operations at KER: Assists with basic IT and AV issues, coordinating resolutions and escalating to other staff members as needed. Oversees building cultivation: Manages projects to ensure spaces look pristine, including patch and paint and custodial services. Ensures buildings and spaces are unlocked and locked each morning and evening.

Provides access control solutions: Programs ID cards for Lenel access to stakeholders. Orders and provides keys. Processes and monitors budget transactions: Processes IR’s, PO’s and IBR’s for facilities services and documents transactions in budget spreadsheets. Monitors and analyzes expenses.

23 — ORGANIZATION Communicates consistently with supervisor: Gathers required information for supervisor, bringing their attention to areas that need addressing. Handles issues before escalation. Supervises student worker team for Special Projects and Front Office. Documents all service requests and as many other tasks as possible by using the Zendesk system. Provides backup support for team members and their responsibilities when out sick or on vacation.

Job Qualifications Specialized Knowledge: Knowledge of databases such as Lenel, Omnilock, Event Management System, Facilities Management Services request system, eMarket, Kuali, Workday and Zendesk. Good understanding of how HVAC, plumbing and electrical systems operate and integrate. Skills and Abilities: Ability to identify a facilities issue, troubleshoot nature of problem and contact correct service professional for resolution. Need to develop good working relationship with FMS, which repairs most of the facilities maintenance issues for Annenberg’s physical plans.

Good written and verbal skills while ensuring supervisor has all relevant information for special projects or operational/facilities issues that occur. Personal Characteristics: Having the attitude to always help customers by providing the best service possible. We are employed because we provide a service that staff and students rely on to perform their respective occupations. We should remember that: Address the question asked and not the one we want to answer. Never escalate challenging situations while always trying to minimize issues and fix the problem. Complete entire service request and ensure customer satisfaction. Be as helpful as possible and always keeping a professional customer service-oriented approach. Minimum Education: Associate’s Degree. Minimum Experience Three years experience in the field. Project management experience.

OPERATIONS HANDBOOK — 24 Facilities Maintenance Supervisor Job Description

Job Title Facilities, Maintenance Supervisor

Reports To Director, Facilities and Operations

Job Purpose The Facilities Maintenance Supervisor takes incoming requests from customers related to building cultivation, facilities maintenance issues and access control while providing efficient and expedited communication and resolutions. In addition, this staff member takes a proactive approach to building aesthetics and maintenance by coordinating facilities projects with FMS and outside vendors to ensure spaces are pristine.

Duties and Responsibilities Coordinates facilities maintenance issues: Works with FMS and vendors to ensure facilities infrastructure is operational at all times. Conducts routine maintenance inspections of facilities by identifying deficiencies and coordinating repairs. Manages building cultivation: Handles projects to ensure spaces look pristine, including patch and paint, window washing and custodial services. Oversees daily building and classroom checks by resetting furniture and identifying issues that need further attention. Develops and implements plans for preventative maintenance: This includes replacing batteries on clocks at a set time to prevent battery failure, gathering cost estimates to upgrade lock system or replacing old surge protectors in classrooms if they trip circuit breakers, etc. Ensures buildings and spaces are unlocked and locked each morning and evening. Coordinates facilities maintenance issues: Works with FMS and vendors to ensure facilities infrastructure is operational at all times. Conducts routine maintenance inspections of facilities by identifying deficiencies and coordinating repairs.

25 — ORGANIZATION Provides access control solutions: Programs ID cards for Lenel and Omnilock access to stakeholders. Orders and provides keys. Processes and monitors budget transactions: Processes IR’s, PO’s and Procard transactions for facilities services and documents transactions in budget spreadsheets. Monitors and analyzes facilities expenses. Communicates consistently with supervisor: Gathers required information for supervisor, bringing their attention to areas that need addressing. Handles issues before escalation. Supervises student worker team for Special Projects and Front Office as needed. Documents all service requests and as many other tasks as possible by using the Zendesk system. Coordiates offices moves for faculty and staff while providing recommendations for better efficiency. Coordinates environmental health and safety issues: Assists with ergonomic evaluation reports, purchasing approved equipment, building emergency evacuations, accident reports and coordinating emergency personnel response.

Provides backup support for team members and their responsibilities when out sick or on vacation. Manages facilities renovation projects: Works with stakeholders, CCD, FMS and other vendors refurbishing spaces

Job Qualifications Specialized Knowledge: Knowledge of databases such as Lenel, Omnilock, Event Management System, Facilities Management Services request system, eMarket, Kuali, Workday and Zendesk. Understanding of large-scale renovation projects, working with stakeholders, bringing in Capital Construction Development and outside vendors while ensuring project is successful. Good understanding of how HVAC, plumbing and electrical systems operate and integrate.

Skills and Abilities: Ability to identify a facilities issue, troubleshoot nature of problem and contact correct service professional for resolution. Need to develop good working relationship with FMS, which repairs most of the facilities maintenance issues for Annenberg’s physical plants. Good written and verbal skills is critical. Ensuring supervisor has all relevant information for large facilities issues. Translating facilities terms and issues into concepts stakeholders can understand that include how much time a problem will take to fix and what equipment is impacted, etc.

OPERATIONS HANDBOOK — 26 Personal Characteristics: Having the attitude to always help customers by providing the best service possible. We are employed because we provide a service that staff and students rely on to perform their respective occupations. We should remember that: Address the question asked and not the one we want to answer. Never escalate challenging situations while always trying to minimize issues and fix the problem. Complete entire service request and ensure customer satisfaction. Be as helpful as possible and always keeping a professional customer service-oriented approach. Minimum Education: Bachelor’s Degree. Minimum Experience Three years experience in the field. Project management experience.

27 — ORGANIZATION Technical Operations Manager Job Description

Job Title Technical Operations Manager

Reports To Director, Facilities and Operations & Executive Director, Office of Classroom Management

Job Purpose The Classroom Technology Manager supervises a team responsible for supporting the technology in learning spaces; ensuring faculty can leverage those technologies to enhance the student learning experience. Also manages technical and operational event support for the school.

Duties and Responsibilities Manages staff members, addressing issues, answering questions, performing staff evaluations and approving timesheets. Manages team and directly assists maintaining learning spaces: Ensures team members follow correct policies and procedures for the support, maintenance and ongoing cultivation of our technology enhanced learning spaces (fully networked AMX based ecosystem with additionally integrated IP based collaboration, presentation, distribution and recording technologies).

Manages team and directly provides event technical and operational support: Ensures team members follow correct policies and procedures to provide event support, setting up technical and operational equipment for meetings and events. Provides live coverage and post-production work. Assists with space scheduling requests. Provides software, hardware and technical support for students, faculty and staff: Specifically for classrooms and event services, but can backfill for other service areas.

Communicates consistently with supervisor bringing to their attention areas that need addressing.

Handles issues as well as possible before escalating.

Documents all service requests and as many other tasks as possible using the Zendesk system.

OPERATIONS HANDBOOK — 28 Manages team and directly assists with monitoring and maintaining the classroom VLANs/Networks: This includes auditing devices, troubleshooting the network, adjusting configurations on devices, and liaising with internal and external telecom specialists, consultants, and vendors. Provides backup support for team members and their responsibilities when out sick or on vacation.

Job Qualifications Specialized Knowledge: Knowledge of databases such as Lenel, Omnilock, Event Management System, eMarket, Kuali, Workday and Zendesk. Experience and or educational foundation to support and maintain a multi-platform, fully networked, computer/presentation system with IP distributed video and multimedia functionalities. Knowledge to troubleshoot programming, configuration and issues of classroom automation and user interface systems. As well, making recommendations for improvement and coordinating fixes with consultants, programmers and vendors when required. Comfortable working with Macs, PCs, and mobile devices in a platform-agnostic, innovative, “BYOD” environment. Skills and Abilities: Ability to manage a diverse team, ensuring procedures are followed correctly. Ability to troubleshoot and quickly learn and support new software and solutions. Ability to physically setup, wire, install, replace, and re-work hardware installations including basic servers, desktops, audio visual components, and new technologies. Ability to explain technical concepts to non-technical people in a positive, patient and friendly manner. Personal Characteristics: Having the attitude to always help customers by providing the best service possible. We are employed because we provide a service that staff and students rely on to perform their respective occupations. We should remember that: Address the question asked and not the one we want to answer. Never escalate challenging situations while always trying to minimize issues and fix the problem. Complete entire service request and ensure customer satisfaction. Be as helpful as possible and always keeping a professional customer service-oriented approach. Minimum Education: Bachelor’s Degree. Minimum Experience Live production, audio mixing consoles, switchers and camera controls. Multimedia post production. AMX technologies, including DX Link, Modera, Enova, and “Inspired signage” solutions. AMX programming, automation and user interface design. 3 years experience in field. Management experience.

29 — ORGANIZATION Academic Technology Specialist Job Description Job Title Academic Technology Specialist Reports To Classroom Technology Manager Job Purpose The Academic Technology Specialist helps support faculty in leveraging the best pedagogical practices and technologies to enhance the student learning experience. The staff member plays a crucial role in supporting digital literacy efforts, school-wide technology initiatives, and events. Duties and Responsibilities Maintains learning spaces: Supports and maintains ongoing cultivation of our technology enhanced learning spaces (fully networked AMX based ecosystem with additionally integrated IP based collaboration, presentation, distribution and recording technologies). Conceptualizes and develops training materials, including screencasts and web materials. Provides software, hardware and technical support for students, faculty and staff. Specifically for classrooms and event services, but can backfill for other service areas. Ensures buildings and spaces are unlocked and operational each morning and secured each evening. Communicates consistently with supervisor by gathering required information, bringing to their attention areas that need addressing. Handles issues as well as possible before escalation. Provides access control solutions: Programs ID cards for Lenel and Omnilock access for stakeholders, unlocks and locks doors if requested. Conducts research on new and emerging technologies. Makes recommendations and generates reports. Supervises student worker team for events, classroom tech and Front Office. Processes and monitors budget transactions: Processes IR’s, PO’s, and Procard transactions for technical services. Documents transactions in budget spreadsheet. Monitors and analyzes technical expenses. Documents all services and as many other tasks as possible: Uses Zendesk system to appropriately document service requests from stakeholders.

OPERATIONS HANDBOOK — 30 Assists with monitoring and maintaining the classroom VLANs/Networks: This includes auditing devices, troubleshooting the network, adjusting configurations on devices and liaising with internal and external telecom specialists, consultants and vendors as required.

Provides backup support for team members and their responsibilities when out sick or on vacation. Provides technical and operational support for meetings and events: Live coverage and post-production work. Assist with space scheduling requests. Job Qualifications Specialized Knowledge: Knowledge of databases such as Lenel, Omnilock, Event Management System, eMarket, Kuali, Workday and Zendesk. Experience and or educational foundation to support and maintain a multi-platform, fully networked, computer/presentation system with IP distributed video and multimedia functionalities. Knowledge to audit a virtual network, register devices, assign IP addresses and host names, and troubleshoot devices corresponding configurations to improve functionality and performance. Knowledge to troubleshoot programming, configuration and issues of classroom automation and user interface systems. As well, making recommendations for improvement and coordinating fixes with consultants, programmers and vendors when required. Skills and Abilities: Ability to troubleshoot and quickly learn and support new software and solutions. Ability to physically setup, wire, install, replace, and re-work hardware installations including basic servers, desktops, audio visual components, and new technologies. Ability to explain technical concepts to non-technical people in a positive, patient and friendly manner. Personal Characteristics: Having the attitude to always help customers by providing the best service possible. We are employed because we provide a service that staff and students rely on to perform their respective occupations. We should remember that: Address the question asked and not the one we want to answer. Never escalate challenging situations while always trying to minimize issues and fix the problem. Complete entire service request and ensure customer satisfaction. Be as helpful as possible and always keeping a professional customer service-oriented approach. Minimum Education: Bachelor’s Degree. Minimum Experience Live production, audio mixing consoles, switchers and camera controls. Multimedia post production. AMX technologies, including DX Link, Modera, Enova, and “Inspired signage” solutions. AMX programming, automation and user interface design. 3 years experience in field.

31 — ORGANIZATION Audio Visual Technologies Manager Job Description Job Title Audio Visual Technologies Manager Reports To Classroom Technology Manager Job Purpose The Audio Visual Technologies Manager helps support faculty in leveraging the best pedagogical practices and technologies to enhance the student learning experience, similar to the Academic Technology Specialist. This staff member also has a primary role in event scheduling and management of event service requests, as well as supervising student workers. Duties and Responsibilities Maintains learning spaces: Supports and maintains ongoing cultivation of our technology enhanced learning spaces (fully networked AMX based ecosystem with additionally integrated IP based collaboration, presentation, distribution and recording technologies). Provides technical and operational support by setting up equipment for meetings and events: Live coverage and post-production work. Assists with space scheduling requests. Send daily event itineraries to the team, ensuring service requests are completed. Supervises student worker team for events, classroom tech and Front Office, as needed. Maintains an inventory of extra classroom technical equipment: To replace quickly if installed equipment goes down (touch panels, for example). Maintains an inventory of technical and operational equipment, to fulfill event and meeting service requests. Manages process for replacing faulty technical equipment, coordinating with vendors for shipment. Provides software, hardware and technical support for students, faculty and staff for classrooms and event services, but can backfill for other service areas if needed. Communicates consistently with supervisor and gathers required information for supervisor, bringing to their attention areas they need to address. Handles issues before escalation. Provides access control solutions: Program ID cards for Lenel and Omnilock access for stakeholders, unlocks and locks doors if requested. Documents all service requests and as many other tasks as possible by using the Zendesk system.

OPERATIONS HANDBOOK — 32 Processes and monitors budget transactions: Processes IR’s, PO’s, and Procard transactions for technical services. Documents transactions in budget spreadsheet. Monitors and analyzes technical expenses. Assists with monitoring and maintaining the classroom VLANs/Network that includes auditing devices, troubleshooting the network, adjusting configurations on devices, and liaising with internal and external telecom specialists, consultants, and vendors as required. Provides backup support for other team members and their responsibilities to when out sick or on vacation. Job Qualifications Specialized Knowledge: Knowledge of databases such as Lenel, Omnilock, Event Management System, eMarket, Kuali, Workday and Zendesk. Experience and or educational foundation to support and maintain a multi-platform, fully networked, computer/presentation system with IP distributed video and multimedia functionalities. Knowledge to troubleshoot programming, configuration, and issues on classroom automation and user interface systems, make recommendations for improvement, and coordinate fixes with consultants, programmers and vendors when required. Comfortable working with Macs, PCs, and mobile devices in a platform-agnostic, innovative, “BYOD” environment Skills and Abilities: Ability to troubleshoot and quickly learn and support new software and solutions. Ability to physically setup, wire, install, replace, and re-work hardware installations including basic servers, desktops, audio visual components, and new technologies. Ability to explain technical concepts to non-technical people in a positive, patient and friendly manner. Personal Characteristics: Having the attitude to always help customers by providing the best service possible. We are employed because we provide a service that staff and students rely on to perform their respective occupations. We should remember that: Address the question asked and not the one we want to answer. Never escalate challenging situations while always trying to minimize issues and fix the problem. Complete entire service request and ensuring customer satisfaction. Be as helpful as possible and always keeping a professional customer service-oriented approach. Minimum Education: Bachelor’s Degree. Minimum Experience Live production, audio mixing consoles, switchers and camera controls. Multimedia post production. AMX technologies, including DX Link, Modera, Enova, and “Inspired signage” solutions. AMX programming, automation and user interface design. 3 years experience in field.

33 — ORGANIZATION Classroom Scheduling Supervisor Job Description Job Title Classroom Scheduling Supervisor

Reports To Director, Facilities and Operations

Job Purpose The Classroom Scheduling Supervisor ensures classes are placed in appropriate learning spaces each semester. This is accomplished working with department scheduling staff, central University services, and individual faculty, balancing the needs of each group and ensuring University deadlines are met.

Duties and Responsibilities Coordinates with Communication and Journalism Departments to schedule classes into appropriate learning spaces for class needs Communicates with schedulers in each department, ensuring an equitable distribution of learning spaces each semester. Creates master course grids with classes in learning spaces for department, deans and directors to view Addresses any concerns, and adjusts grids as needed. Works with access control supervisors to make sure faculty and students have access to their classrooms. Works with Event Management System (EMS) scheduler to make sure classes are placed in correct learning spaces, before meetings and events are scheduled. Updates classroom signage outside learning spaces each semester. Views and updates Student Information System (SIS) database class records, placing them in correct locations and ensuring student information is accurate. Assists departments with textbook orders as needed. Works with individual faculty on room changes each semester. Helps faculty and students with Blackboard questions not technical in nature, the system used by instructors to post and distribute course content like syllabi and handouts. Communicates consistently with supervisor, bringing to their attention areas that need addressing. Handles issues as well as possible before escalating.

OPERATIONS HANDBOOK — 34 Supervises student worker team for Front Office. Provides backup support for other team members and their responsibilities when out sick or on vacation. Reserves off-site space (in other buildings that ASCJ) if needed.

Personal Characteristics: All staff members should “want to help” customers by providing the best service possible. We are employed because we provide a service that staff and students rely on to perform their respective occupations. We should remember that: Address the question asked and not the one we want to answer. Never escalate challenging situation while always trying to minimize issues and fix the problem. Complete entire service request and ensure customer satisfaction. Be as helpful as possible and always keeping a professional customer service-oriented approach. Minimum Education: Bachelor’s Degree. Minimum Experience 3 years experience in field. Project management experience.

35 — ORGANIZATION Customer Service Center Supervisor Job Description Job Title Customer Service Center Supervisor

Reports To Director, Facilities and Operations Job Purpose The Customer Service Center Supervisor has two primary roles. The first is department workflow, ensuring service requests are documented, triaged, and resolved by TechOps staff and student workers quickly and efficiently following the correct policies and procedures. The second is managing the main Customer Service Center for the TechOps department, including student worker supervision. Duties and Responsibilities Manages department workflow: Supervises service request documentation, triage and resolution for TechOps staff and student workers. Follows up with staff if service requests are not being completed on time or correct procedures are not followed. Implements new policies and procedures as set by supervisor. Manages Customer Service Center: Supervises student workers, ensuring all follow customer service standards and procedures. Addresses questions from customers and sets Front Office policies and procedures. Creates and implements department workflows and serves as resident expert for workflow efficiency, training staff as needed through Customer Service Center. Evaluates workflow effectiveness: By testing existing workflow and making recommendations for improvements. Ensures procedures are in-line with stakeholder expectations, escalates issues to supervisor. Maintains and programs department ticketing system (Zendesk): Trains staff and student workers on correct use of system. Aggregates data and creates reports as requested by supervisor. Communicates consistently with supervisor and gathers required information for supervisor, bringing to their attention areas they need to address. Handles issues as well as possible before escalating. Maintains and updates mail bins for faculty and Facilities staff. Updates office signage and phone directory for faculty/staff.

OPERATIONS HANDBOOK — 36 Coordinates onboarding and offboarding on of faculty and staff on behalf of department. Documents all services and as many other tasks as possible: Uses Zendesk system to appropriately document service requests from stakeholders. Provides backup support as needed for other team members and their responsibilities to backfill for other areas if team members call in sick or are on vacation. Works with ASCJ faculty, staff and students, ensuring TechOps services are being delivered efficiently by managing day-to-day demand versus resource bandwidth, prioritizing more urgent tasks. Communicates TechOps services to different cohorts of stakeholders by meeting with customers. Processes and monitors budget transactions: Processes IR’s, PO’s and Procard transactions for department services. Documents, monitors and analyzes transactions in budget spreadsheet.

Job Qualifications Specialized Knowledge: Staff member should have knowledge to program, maintain and/or use information systems and databases such as Zendesk, Event Management System, Workday. Especially knowledgeable with Student Information System (SIS), and to a lesser extent, Blackboard. Specialize in communication strategy and implementation. Good understanding of workflow management. Skills and Abilities: Ability to identify areas where workflows need to improved, added or removed, depending on department resources and stakeholder expectations. Ability to work with staff and student workers, training them on correct policies and procedures. Good written and verbal communication is critical, taking multiple service requests per day from customers and translating them into efficient resolutions. Personal Characteristics: All staff members should “want to help” customers by providing the best service possible. We are employed because we provide a service that staff and students rely on to perform their respective occupations. We should remember that: Address the question asked and not the one we want to answer. Never escalate challenging situation while always trying to minimize issues and fix the problem. Complete entire service request and ensure customer satisfaction. Be as helpful as possible and always keeping a professional customer service-oriented approach. Minimum Education: Bachelor’s Degree. Minimum Experience 3 years experience in field. Experience managing a helpdesk. Experience implementing department workflows.

37 — ORGANIZATION OPERATIONS HANDBOOK — 38

COMMUNICATION

OPERATIONS HANDBOOK — 40 Process MESSAGES

A big challenge in communication was determining what we should communicate. We have identified key messages our department conveys to students and categorized them into two components: services and announcements. This has become the framework for determining what we are saying to students. Services Our services define what we do for Annenberg students. They are always relevant and give background information on our team. They are not date specific, but are helpful to communicate when someone enters our space. We use icons that symbolize our services, this helps us visually communicate what we do with students. We use icons that are found in our style guidelines.

A collection of our service and policy documentation can be found in our library of messages. All requests to adjust this documentation must follow the service change approval process. Announcements We make announcements on our hours of operation, campus closures or changes to our services. These are date specific, and we always schedule an announcement at least one week before an adjustment to hours of operation or campus closures.

Announcements are drafted and updated each year in the annual planning process. A library of our scheduled announcements can be found in our library of messages. All requests to communicate urgent or unplanned messages must follow the urgent announcement approval process. Student Communication Strategy | 3 41 — COMMUNICATION Process WORKFLOW

We plan our communication efforts to make sure they are on-message, accurate and appropriately timed. This includes communicating our services and announcements. We email students, notify our team (including student workers), create a post in our Help Center, then share the link on Twitter. When applicable, we also Tweet predetermined reminders on the effective date.

By planning ahead we are able to keep things automated and on time by using a line-up of communication tools and channels. All our planned announcements are made 5 business days before the effective date.

Student Communication Strategy | 4 OPERATIONS HANDBOOK — 42 Tools Internally, we use a series of online applications. A member of the operations team should be trained and able to use the following tools.

Google Drive Google Drive is used to create, draft and collaborate on copy for email, web and twitter posts. In general email and web copy are the same. For details see library of messages and Google Drive tools guide. Google Calendar The two calendars we use help us visualize what we need to plan for and when it is effective. These calendars are public and sharable. For details see calendars. Buffer Buffer is a tool we use to plan and schedule our Tweets. It helps us schedule planned announcements and repeat recurring messages about our services and contact information. Timeliness on Twitter is important for us since our recent tweets are featured on our website and displayed on the Media Wall (via #ASCJ). For directions see Buffer tools guide. MailChimp MailChimp helps us schedule, post and analyze our open and click-through rates. It lets us gauge how many students actually read our announcements and how they respond to them. We distribute information to both students and our team. For directions see MailChimp tools guide.

Zendesk Help Center Our Help Center is a page that is referred to on our website. We use this to archive all of our emails, so students can refer back to them. We also host policies and directions here that we can link to. For directions see Zendesk Help Center tools guide.

Channels We communicate with students on four channels: email, our website, Twitter and in person in our office locations.

Student Communication Strategy | 5 43 — COMMUNICATION Process ANNUAL PLANNING

We plan out our communication efforts to make sure they are on-message, accurate and appropriately timed. This includes communicating our services and announcements. If a situation arises where day-to-day academic operations are disrupted, we will communicate with students.

A detailed schedule for communication can be found in the announcement calendar. We schedule announcements 5 business days before they take effect. We have templates that our team can use for urgent announcements (i.e. water shut downs, Wi-Fi or electricity outages), this can be found in our library of messages. All requests to communicate urgent or unplanned messages must follow the urgent announcement approval process. The effective date(s) are scheduled on the TechOps calendar, which is live updated on our website.

Every summer we look through and extract relevant effective dates from the University Academic Calendar and the University Holiday Calendar. Additionally we cross reference and identify the dates for all Orientation Programs and Annenberg Advising to make sure that our projects align with the overarching student experience. During this period we also draft all copy and create all graphics for all communication channels. All communication must follow our style guidelines.

To help keep us on track and on time with our communication, we plan ahead of time, draft and queue all of our planned announcements.

Checklist □ Fill out the hours of operation worksheet □ Fill out annual announcement worksheet □ Update the calendars □ Update the library of messages □ Complete the email and Twitter checklists □ Audit to make sure all content abides by the style guidelines □ Get final approval via service change approval process □ Implement workflow □ Receive SIS data export from IT Director □ Use MailChimp guide to create lists and groups

Student Communication Strategy | 6 OPERATIONS HANDBOOK — 44 Process APPROVAL

In order to keep our communication as relevant as possible, we limit our and make sure students are only notified when things need their attention. We also make sure students know who is talking to them, by being consistent with content, tone and graphics.

A member of the Operations team is responsible for the workflow and annual planning. At the end of planning, the Operations manager and director provide feedback and approve the annual plan.

We try to limit our communication to only planned messages. If a situation arises where day-to-day academic operations are disrupted or changed, we will communicate with students once either the urgent announcement approval process or service change approval process is complete. (An urgent message is a message that needs to be sent out within 1 business day). Both of these processes have the following people involved: Requesting supervisor Operations manager Operations director Associate dean

The requesting supervisor is responsible for drafting their communication and must do their best to abide by our style guidelines. It is recommended they refer to templates in our library of messages. The Operations Manager and Operations Director assess for scope and reason for communication. If direct communication is warranted, they will edit and revise the requested communication. The final step is for the associate dean to approve of the message. The Operations team disperses the message on all necessary channels.

Student Communication Strategy | 7 45 — COMMUNICATION Process SERVICE CHANGE APPROVAL

Student Communication Strategy | 8 OPERATIONS HANDBOOK — 46 Process URGENT ANNOUNCEMENT APPROVAL

Note: An announcement qualifies as being urgent if it must be sent out within 1 business day

Student Communication Strategy | 9 47 — COMMUNICATION Process References URGENT ANNOUNCEMENT HOURS OF OPERATION APPROVAL

Note: An announcement qualifies as being urgent if it must be sent out within 1 business day Download the entire worksheet

Student Communication Strategy | 9 Student Communication Strategy | 23 OPERATIONS HANDBOOK — 48 References ANNUAL ANNOUNCEMENTS

Download the entire worksheet

Student Communication Strategy | 24 49 — COMMUNICATION References CALENDARS

The following calendars exist as separate public Google Calendars. They can be viewed independently or layered on top of each other. TechOps Calendar This calendar outlines all planned closures and hours of operation. This calendar is referenced on our website. Announcement Calendar This calendar outlines all planned annual announcements. We make all announcements 5 business days before their effective date.

Access the full calendars: TechOps calendar Announcement calendar

Student Communication Strategy | 25 OPERATIONS HANDBOOK — 50 References LIBRARY OF MESSAGES

Our library of messages is hosted in Google Drive. All of our approved messages are kept up to date here and ready to refer to and use at any time. Each year we make sure all messages in our library are accurate. Any adjustments must be approved via the service changes process. See the Google Drive tools guide for more details.

Student Communication Strategy | 26 51 — COMMUNICATION References STYLE GUIDELINES

Style Our style is modern, simple and colorful with flat design elements. We use white space and color to guide reader’s eyes to the most important sections. A single solid 1 point line can be used to emphasize titles and headings. When we communicate with students we primarily use orange.

Download the full style guidelines

Student Communication Strategy | 27 OPERATIONS HANDBOOK — 52

CENTRAL OPERATIONS

OPERATIONS HANDBOOK — 54 Customer Service Center Standard Operating Procedures The following is intended to provide a baseline understanding of the service requests that will be managed by the TechOps team. Problem resolution relies on three primary groups of people: The TechOps team, USC services (FMS, ITS, etc.) and our customers. This document defines the roles and responsibilities of the TechOps team in detail, first response and full resolution targets.

What We Do The Customer Service Center receives and triages all requests to their appropriate support teams. Our support teams optimize TechOps’ resources, ensuring a consistent response to service requests, status reporting and notification of changes related to Annenberg’s facilities and technology.

How We Do It We use a ticketing system called Zendesk to document, monitor, and resolve services requests and projects. A request should be entered into the Zendesk system for any assistance provided by the TechOps team. We work to resolve, deflect, and analyze tickets. End-users submit tickets. They have questions, issues that need to be addressed and agents respond to them. These are our customers (faculty, students and staff). Agents respond to customers and primarily solve tickets. It is important to note that our customers experience tickets in a different way than our team does. Customers do not ever log or sign into Zendesk. In fact they experience Public Replies as an email. Anytime an agent posts a Public Reply in Zendesk, customers receive an email. When a ticket is submitted as solved, if posted, the customer will receive the public reply that was posted.

Channels TechOps utilizes Zendesk as our internal ticketing database. Zendesk streamlines our workflow and customer communication. There are multiple channels to create tickets in Zendesk.

E-Mail Website Customer Service Center Customers can bypass the Customers can submit tickets Customers can call the Customer website and create tickets by through AnnenbergTechOps. Service Center (ext. 05297) or emailing [email protected]. com. The Customer Service stop-by our office in ANN L103 or These tickets are triaged by the Center triages these tickets and ASC 124. Our Customer Service Customer Service Center and assign them to support teams. Representatives create tickets and assigned to support teams. assign them to support teams.

Customer Service Center Responsibilities The Customer Service Center is responsible for triaging all new tickets from different channels: email, website, phone, walk-in, agent created. This is done by assigning a “form.” The form assignment triggers a notification to the appropriate support team. Our team does the surface layer of troubleshooting and strive to help customers. They know about the services TechOps provides and plans out escalation of appropriate request.

55 — CENTRAL OPERATIONS Support Team Responsibilities When a ticket is assigned to a support team, it becomes the team’s responsibility to begin working on the ticket. Support teams are required to respond to customers via public reply, post internal notes and document procedures in the internal knowledge base. Ability to evaluate, troubleshoot, and follow-up on customer issues as well as replicate and document for further escalation.

The assigned agent is responsible for: Knowing what the customer wants and why they want it. Acknowledging a service request. Logging the status or progress of a ticket at frequent intervals. Agents Upon completion, log the resolution (this provides a knowledge base of information that others on the TechOps team can refer to). Transferring the ticket as well as relevant information to another support team when needed. Documenting trending issues on the website’s FAQ page.

Key Performance Indicators Get requests to the right team members. Assignment The time it takes a team member to take responsibility of a ticket results in faster resolution times.

Resolution Time and Efficiency Fast and efficient responses results in quick customer communication. We want to minimize unnecessary back-and-forth exchanges by reading and answering tickets carefully while aiming to resolve the ticket as quickly as possible. We measure this in:

Public Replies Resolution Time The number of comments our team members Duration it takes for a team member to resolve a send to customers (Customers experience ticket. Quicker resolution times allow customers to get these as emails). back to their core responsibilities.

Assists First Reply Number of tickets a team member helped Time elapsed between submission of a ticket by a solve that was not assigned to them. customer and the first response from our team.

One-Touch Tickets Field Insufficiency Tickets that are not completed appropriately by our Tickets resolved with just one reply to the agents cannot be measured and hinder reporting customer. Higher percentages of one-touch accuracy. We can compile valuable data and analysis tickets is an indicator of greater efficiency. with properly filled out tickets.

OPERATIONS HANDBOOK — 56 Zendesk Ticket Workflow

General overview of Zendesk ticket workflow.

Website: Phone: Email: [email protected] Walk-in: L103 Agent annenbergtechops.com 05297 or 10808 REQUEST REQUEST RECEIVED

Ticket Automatically Ticket Manually Generated Generated TICKET CREATION

New ticket assigned to your group TICKET

ASSIGNMENT Place ticket form to Fill out ticket form Yes Does this belong to No default and explain and type me or my group? misassignment as internal note. Cc Ops manager.

Post public reply to Fill out subject and Choose ticket customer or internal note description status to team RESOLUTION

Solve ticket

57 — CENTRAL OPERATIONS Zendesk terminology and instructions on how to correctly document and resolve tickets.

Take It Internal Knowledge Base Internal Note Support Teams must assign or When a new issue is encountered Agents must post internal notes take tickets appropriately keeping that effects more than one customer, to keep their entire support team in mind that they are expected to an internal knowledge base article in the loop of progress and detail communicate with customers via must be written to document issues they encounter. Public Reply within 1 hour (this is work-arounds, actions taken and called a First Reply). procedures for the future.

Public Reply Views Agents must post a public reply This is a way for agents to organize within 1 hour of receiving a ticket. tickets by grouping them into lists The first reply must include their based on certain criteria. It can name, how long they anticipate help determine what tickets need working on the request and attention. For example, agents can inquiries for additional information create a view for unsolved tickets (if necessary). Agents must also assigned to them. periodically reply to customers every day for pending and on-hold requests.

OPERATIONS HANDBOOK — 58 Ticket Triage

New tickets that need to be assigned Phones to a form so that a staff member can Adobe Creative Cloud invitation help the customer. Use your best and installation judgement to select one of the ticket forms below. There should NOT be Printer issue (Xerox and HP, jam, Default any tickets in this form. Check every install, toner replacement) Ticket Form 15 minutes. Information Internet connectivity Technology Email issue Anything in a classroom (including Computer help (hardware, Skype set-up) software) Immediate or scheduled help during Phone support a class Projector issue Laptop connection (including Room reservations (meetings, Classroom adapter, dongle) events, conferences) Support Presentation clickers Need extra chairs or tables Training on classroom technology Mic, recording Facilities issues in a classroom Auditorium or forum event (AC, patch, paint, cleaning) Event Technology issues in a classroom Support Recording a class

Replenish supplies (water, paper, supplies) Annenberg Technology Fee (aka “tech fee”) Order supplies Blackboard, SIS, Registrar Electric cart reservation HP Toner Class Lost and found Scheduling Phone directory Operations Office signage Mail services Register for certification Miscellaneous issues or course coordination Workshop schedule Digital Keys, ID Programming, Lenel, Omnilock Lounge Furniture maintenance (broken furniture, paint, repairs) Studio A, ATVN, ARN Moving furniture Adjustments to staff or faculty Facilities offices Infrastructure Air conditioning Media Plumbing Center Cleaning Alarms

59 — CENTRAL OPERATIONS Zendesk Communication Process How to communicate with customers and within TechOps team.

Tickets that are unassigned A TechOps Agent contacts the user are triaged by customer support agent via Public Reply to verify Customer or Agent service representatives of the assigned assignment, receipt of create ticket to appropriate support support team the ticket, and verify teams. takes the ticket. acceptance.

On the ticket: Fill out all fields, search for existing solution within internal knowledge base, search to see if more than one person is experiencing this issue, and determine a plan of action. Complete customer communication and internal communication.

First reply- initial response must communicate: understanding of Create “Agent Only” articles in the issue, plan of action, estimated Zendesk to share directions, resolution time, who is accountable Customer Internal tutorials, service operation for resolution, who are the Communication Communication procedures, notes, and tips to customers affected, ask for more other agents only information if needed.

Transfer reply- If resolution time limit has passed, the priority Click “Add Content” then click level is escalated. If current agent “Article.” You can either type the is unable to resolve ticket and article you wish to publish to another agent takes ownership, agents or upload a file by clicking original agent must communicate the “Add file” button. this with the customer.

Reminder reply- Maximum allowed time to leave ticket in pending or Under the show in section, on-hold status. When threshold is from the dropdown select passed, ticket status is changed “Agents Only” then click the back to open and agents are appropriate category for your expected to communicate again article with the customer.

Click “Add” to publish Under “Labels” input Resolve reply (one touch, Reopen or Follow-up searchable keywords related to automatically comes to (Thank you, unresolved, or the article. your article. this). new issue)

OPERATIONS HANDBOOK — 60 Zendesk Ticket Statuses Use this information to determine the correct status to put a ticket in.

New Solved Request has been received but not Agent has resolved the service request. Solved opened and has not been assigned to tickets are automatically closed 5 days after an agent. The Customer Service Center being solved. The requester can reopen a is determining which Support Team solved ticket if, for example, the requester 1 should be assigned to it. 5 doesn’t agree that their issue was resolved.

Open Closed Ticket has been assigned to an agent Five days after a ticket has been solved by or group that should work to resolve it. an agent, it is automatically closed. It is now Also, anytime a requester replies the completely closed and cannot be reopened or ticket automatically reverts to “open” changed. Requesters and agents can create 2 status. 6 follow-up requests for closed tickets.

Pending Follow-Up Ticket is assigned to an agent and has follow- If an issue arises after a ticket has been closed, up question for the requester. Tickets remain a follow-up can be created that refers back to pending until the requester replies. After 10 days the initial ticket. of pending, tickets will revert to open status to 3 remind agents to follow-up with their customers. 7

On-Hold Ticket requires input from a third party 4 (external vendor).

61 — CENTRAL OPERATIONS Zendesk Ticket Types There are four values for type: Question, Incident, Problem, and Task. You can also set the type to none, if you wish; it is not a required ticket field. Setting the type helps you to categorize your tickets, which you can then use in your workflow. For example, you can create views of tickets by their type.

1 Question Question is used to indicate that the requester’s issue is a question rather than a problem that needs to be solved. Used mainly for ticket forms: Classroom Support, Operations, Facilities Infrastructure, Event Support, Information Technology, Digital Lounge, Class Scheduling.

2 Problem Problem is used to indicate that the requester is having an issue with your product or service that needs to be resolved as quickly as possible. These do not have a “due date.” Used mainly for ticket forms: Xchange, Media Center, Classroom Support, Operations, Facilities Infrastructure, Event Support, Information Technology, Digital Lounge, Class Scheduling.

3 Incident Incident is used for occurrences of a problem that affect more than one person. For example, if the wireless network in an office stops working, the problem will probably generate several support requests. Instead of handling each ticket separately, create one ticket describing the problem and set the type to Problem. Next, link the incident tickets to the problem ticket. When you solve the problem ticket, all of the linked incident tickets are solved too. Used mainly for ticket forms: Xchange, Media Center, Classroom Support, Operations, Facilities Infra- structure, Event Support, Information Technology, Digital Lounge, Class Scheduling to link to a problem that effects more than one person.

4 Task Task is used when you want to assign the ticket as a task to a specific agent or assign to yourself with a predefined due date in the future. These do not qualify as Problems and should not be used when a customer is requesting service (exceptions for Event Support ticket form based on when the event takes place). When you select Task, you also set the Task Due Date. Used mainly for ticket forms: Research and Training, Projects, Event Support.

OPERATIONS HANDBOOK — 62 63 — CENTRAL OPERATIONS OPERATIONS HANDBOOK — 64 Student Workers Standard Operating Procedures The following is intended to provide a baseline understanding of the services TechOps student workers are expected to perform. Student workers assist TechOps staff members on general tasks, providing an essential value to the department and school. This document defines the roles and responsibilities of the TechOps student workers in detail.

What We Do Student workers assist by working in one of several open offices, taking requests and questions from customers and assisting directly when possible, otherwise triaging those requests to the appropriate teams and staff as quickly as possible. They also assist in the field, providing additional help by supporting equipment or assisting customers with specific issues.

How We Do It Many procedures are outlined in this section, and you are encouraged to read through them all. However also look to your staff supervisors for the best methods for accomplishing your responsibilities. Much will be defined by area of responsibility and what tasks are needed for your individual shifts.

Documentation A request should be entered into the Zendesk system for any assistance provided by the TechOps team. We work to resolve requests and provide excellent communication:

End-users submit tickets. They have questions, issues that need to be addressed and agents respond to them. These are our customers (faculty, students and staff). TechOps staff and student workers respond to customers and primarily solve tickets. TechOps staff and student workers should document new procedures in the internal knowledge base.

It is “business-standard” to document each and every service request received and should be seen as a default job responsibility that is essential for the team to provide a narrative on services we offer.

Responsibilities The student worker teams support the following areas: The ANN L103 Front Office is the central hub for TechOps requests, where Zendesk tickets are triaged to support teams, in addition to assisting with classroom support issues. The ASC 124 Front Office, where they take customer requests are taken and mail sortedh for the school. The Digital Lounge provides guidance with Adobe Creative Cloud software, in addition to supporting a lounge/ study environment for students. Other student workers help support two large auditorium and events with technical and operational services. Finally, facilities student workers assist with access control and building cultivation, including building and classroom checks.

65 — CENTRAL OPERATIONS Student Worker Responsibilities Keep front office tidy at all times. Keep front office tidy at all times. Replenish toner, coffee, water and printing Replenish toner, coffee, water and printing paper supplies on a weekly basis at ASC. paper supplies on a weekly basis at ANN. Manage electric cart reservations. ANN L103 Triage Zendesk tickets quickly. ASC 124 Front Office Answer phones, address walk-ins in a Front Office Answer phones, address walk-ins in a professional manner. professional manner. Manage building lost and found database. Manage building lost and found database. Accept mail and packages and sort all mail into mail bins daily. Mail sorting should not wait until Answer Classroom Support Hotline and the next day. respond to classroom issues directly. If you cannot fix a problem, tell a staff member. Answer questions and address problems whenever possible. Unlock/Lock ASC and ANN buildings each day. Assist TechOps staff with projects and operational tasks. Answer questions and address problemhs whenever possible. Assist TechOps staff with projects and tasks.

How We Measure Success

General Responsibilities Front Office Support Student workers are expected to submit timesheets For those student workers assigned to a front office accurately and on-time, and to give at least 5 location, success will be measured subjectively by day notices for absences. If you are sick, notify a staff supervisor looking at how professional and supervisor as quickly as possible and reach out to helpful you are to customers; make sure you address fellow student workers for shift coverage. Student questions in a courteous way, are attentive at all workers are expected to resolve all differences times, and quickly address issues that come up. amicably and only escalate personnel issues to staff You are also expected to keep the front office tidy. members when appropriate. Failure to do these Always try to make the TechOps staff member’s job basic tasks could result in dismissal. as easy as possible.

Resolution Time, Communication and Assisting in the Field Documentation For all the various tasks assigned to student workers For all team members, fast and efficient responses “in the field” accomplish tasks assigned to as results in quick customer communication. We want quickly and efficiently as possible, ensuring you are to minimize unnecessary back-and-forth exchanges resolving the issue in its entirety and alerting your by reading and answering requests carefully while supervisor to any problems encountered. When aiming to resolve the request as quickly as possible. assigned a task, accomplish it quickly, and then Communication should be provided by student worker check back in with your staff supervisor to see if to customer within 1 hour of taking a ticket, and resolved there is anything else you can assist with. As with as quickly as possible. Feedback will be provided by the front office support, always try to make the TechOps Centralized Operations Team and direct supervisor. All staff member’s job as easy as possible. service requests and as many other tasks as possible should be documented in Zendesk.

OPERATIONS HANDBOOK — 66 Front Office Etiquette Guidelines 1 When someone walks in, always look up and greet the customer. 2 Ask if the customer needs assistance with anything. Then proceed to help or direct them to the correct person. 3 Do not have earphones in. 4 Wear your nametag at all times during work. 5 Keep all our areas clean and tidy: front desk, break rooms, storage areas, teacher lounges, etc. 6 Take initiative to help customer (printing issues, opening the door, etc.)

Taking Phone Calls 1 Answer the phone with, “Annenberg TechOps, this is (your name), how may I help you?” 2 Ask politely who is calling and what this is regarding. 3 Help the customer if you can, or transfer them to the person they are trying to reach. Before transferring, make sure to let the transfer know who is calling and what the customer needs to talk about, so that they are prepared to take the transfer. 4 Keep a positive demeanor, speak politely, and end the conversation appropriately.

Classroom Support Call 1 If someone calls and needs classroom support, gather all the necessary information and respond immediately. 2 Bring a radio with you (in case you need to call for extra assistance). 3 Troubleshoot and fix the problem within two minutes. If unable to, radio classroom support staff and continue working on the issue until they show up. 4 Use Zendesk to document the issue, resolution, and other information. If staff resolved the issue, contact them for a status update.

Escalation Process for Classroom Tech Issue 1 Before an issue escalates, gather all appropriate information and create a Zendesk ticket. 2 Then, call or radio the following staff members applicable to the situation: John (7:30am-3 30pm): (310) 381-9743 Jeff (3pm-closing):x16146 or (310) 613-9167 Jim (until 5pm): x12897 Chuy (until 6pm): x10085 Raymond (until 3:30pm): x11406 or (213) 379-6576

67 — CENTRAL OPERATIONS Replenishing Supplies To ensure the department has the supplies it needs on a daily basis. By assigning these weekly tasks, we maximize use of supplies: such as water, paper, coffee supplies, utensils, etc.

Replenishing Supplies Schedule MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY

ANN L103 ANN L103A ANN L103 ANN L103A ANN 310 Arrowhead 5 Gallon (3) Replenish water Arrowhead 5 Gallon (3) Replenish water Replenish coffee supplies ANN L117 bottles, soda, paper ANN L117 bottles, soda, paper towels, dish soap, towels, dish soap, ANN 414 Arrowhead 5 Gallon (2) hand soap Arrowhead 5 Gallon (2) hand soap ANN L103, 304, 310, 414 Replenish coffee ANN L103, 304, 310, 414 ANN L112 & 402 ANN L112 & 402 supplies Replenish paper in Replenish soda, coffee Replenish paper in Replenish soda, coffee Xerox machines supplies, utensils Xerox machines supplies, utensils

Empty gallons are in the L103 storage cabinet or at L117, replace these with the filled ones in L114 Supplies are stored either in L114 or L112, make sure all supplies are fully stocked and the area looks presentable Paper is stored in L114 Update “Supplies List” spreadsheet and email student manager what we need to order Replenishing Coffee, Soda, and Water Guide 310 401 414 Newman’s Own (4 boxes) Newman’s Own (4 boxes) Newman’s Own (4 boxes) Hot Chocolate (4 boxes) Hot Chocolate (4 boxes) Hot Chocolate (4 boxes) Green Tea (4 boxes) Green Tea (4 boxes) Green Tea (4 boxes) Chai Latte (4 boxes) Chai Latte (4 boxes) Chai Latte (4 boxes) English Breakfast (4 boxes) English Breakfast (4 boxes) English Breakfast (4 boxes) Coffee Cups (1 sleeve) Coffee Cups (1 sleeve) Coffee Cups (1 sleeve) Water Cups (1 sleeve) Water Cups (1 sleeve) Water Cups (1 sleeve) Sugar (1 box) Sugar (1 box) Sugar (1 box) Stirrers (1 box) Stirrers (1 box) Stirrers (1 box) Forks (2 boxes) Forks (2 boxes) Forks (2 boxes) Spoons (2 boxes) Spoons (2 boxes) Spoons (2 boxes)

L103 L112 Coke (12) Newman’s Own (1 box) Forks (2 boxes) Diet Coke (12) Hot Chocolate (1 box) Spoons (2 boxes) Sprite (12) Green Tea (1 box) Sugar (1 box) Orange Fanta (12) Chai Latte (1 box) Diet Coke (12) English Breakfast (1 box) Orange Fanta (12) Water Bottles (12) Coffee Cups (1 sleeve) Water Bottles (12) Paper Plates (100) Water Cups (1 sleeve) Paper Plates (100) Forks (2 boxes) Stirrers (1 box) Paper Towels (6 rolls) Spoons (2 boxes) Sprite (12) Coke (12)

OPERATIONS HANDBOOK — 68 General Operational Instructions Electric Cart Reservation 1 Use the front desk computer and go into ‘Front Office Magic’ —> ‘Electric Carts.’ 2 Then choose the ‘Red’ or ‘White’ cart and block off desired time slots. Write down the name of the person in the time slots. 3 Ask the person to pick up the key to the carts (both red and white carts use the same key). Student Assignment Timestamps 1 Stamp the time onto the assignment with the time stamp. 2 Put the assignment into professor’s box. Classroom Support Call 1 If someone calls and needs classroom support, gather all the necessary information and respond immediately. 2 Bring a radio with you (in case you need to call for extra assistance). 3 Troubleshoot and fix the problem within two minutes. If unable to, radio classroom support staff and continue working on the issue until they show up. 4 Use Zendesk to document the issue, resolution, and other information. If staff resolved the issue, contact them for a status update. Lost and Found If someone finds an item: 1 Use front desk computer and go into the ‘Lost and Found’ folder, open the ANN Lost & Found Microsoft Spreadsheet (ASC: open ‘Lost and Found 20xx-20xx’ file). 2 Log in item according to the spreadsheet and make sure all appropriate details are obtained. 3 Reference the Inventory Number from the spreadsheet to make a label using the label maker. 4 Stick the label on the item and place it into the drawer in the bench next to Raymond’s desk (ASC: Lost and Found Cabinet). If someone lost an item: 1 Use the Front Desk computer and go into the ‘Lost and Found’ folder, open the ANN/ASC Lost & Found Microsoft Spreadsheet. 2 Search for the item (look up description, date lost, or place it was lost at). 3 If item is in our system, get the Inventory Number and find it from the drawer (ASC: Lost and Found Cabinet). Verify with the customer that it is the correct item. 4 Enter the found date into the spreadsheet.

69 — CENTRAL OPERATIONS Budget Administration If you have created a purchase order, internal bill requisition, or other financial transaction it must be documented! 1 Log onto desktop computer using password “Supp233.” 2 Go into ‘Front Office Magic’ -> ‘Budget’ -> Open ‘Budget Template’ Excel Sheet 3 Transaction Date refers to date of transaction. 4 Payment Type has the option of Internal Requisition, Journal Voucher, Procard, Purchase Order or Travel Card. Ex: Supplies ordered from Office Depot is a Purchase Order, bank statements can be under Procard. 5 Service Area has the choices of: Classroom Tech, Creative Media Team, Equipment Room, Events, Facilities, IT, Media Center, Operations, or Web Hosting. Pick the department that the transaction came from. 6 Expense Category has the choices of: Operational Expenses, Materials and Supplies, Licensing and Services, Professional Development, Staffing Student, Staffing Temp, Staffing OT, Staffing, and Equipment. Choose the category that best fits the reason for the transaction. 7 Expense Details is based upon Service Area and Expense Category. Choices will differ for each transaction, and sometimes this column may not be necessary. 8 Business Purpose refers to the one stated on the transaction. It should be a phrase to describe the transaction.

Mail Services Received mail: 1 Refer to ‘Mail List 20xx-20xx’ file in ‘Front Office Magic’ -> ‘Mail and Copy’ -> Mail Lists. 2 Distribute mail according to each person’s mailbox number. 3 If person does not exist, put mail in ‘Troubled Mail’ box.

Outgoing mail: 1 Put all outgoing mail into ‘Outgoing’ mailbox. 2 If it’s campus mail, make sure the mail has the extension (ex. xx025). 3 If not, make sure it has the proper return and destination addresses and a postage. 3 If for FedEx or other special pickup, leave near front desk where it is clear for pickup.

Updating Mail bins: Each semester, mail bins are updated as new faculty join the school. 1 Contact Journalism and Communication coordinators seveal weeks before each semester, getting updated list of adjunct faculty. 2 Remove old mail for adjuct faculty no longer here and return to department coordinators. 3 Assign mailbox to each new faculty member, with identification number. 3 Update mail list in ‘Front Office Magic’.

OPERATIONS HANDBOOK — 70 New Faculty and Staff Onboarding Process

Follow this process when a staff or faculty member is hired at the school.

Notification of new staff/faculty hiring

CSC Supervisor gathers details from HR or hiring manager and creates Zendesk tickets (using Incidents to link tickets)

Facilities Ticket Ops Ticket IT Ticket Created Created Created

Phone directory Office is checked Computer updated if to ensure painted prepped staff or and ready for and issued move in full-time faculty

Phone Mail bin installed and updated line assigned Program ID card to new hire or distribute key

Connected Office signage to printer if updated needed

CSC Supervisor confirms requests complete. Meets with new hire to discuses TechOps service portfolio and answers all questions.

Zendesk tickets closed

71 — CENTRAL OPERATIONS New Faculty and Staff Offboarding Process Follow this process when a staff or faculty member leaves the school.

Notification of new staff/faculty leaving

CSC Supervisor gathers details from HR or hiring manager and creates Zendesk tickets (using Incidents to link tickets)

Facilities Ticket Ops Ticket IT Ticket Created Created Created

Remove from Computer and Deactivate ID Card phone printer equipment and keys returned returned to IT directory department

Remove from Phone mailbins. Return installed and leftover mail to line assigned Paint office, home department to new hire shampoo carpets and clean once occupant leaves Connected Remove from to printer if office signage needed

CSC Supervisor confirms requests complete and helps staff/faculty with move-out process

Zendesk tickets closed

OPERATIONS HANDBOOK — 72 Instructions For Opening ASC Building

Start in ANN L103--Grab Omnilock device Unlock outside door to Ground floor (take and Master Key Exit near 103, Blackstone office). Master Unlock Exit by 124. Hex Unlock double doors to the West Lobby hex Unlock double doors in East Lobby. Hex Turn on book case lights Unlock single door inside the clutter room. Hex Program Omnilock for 104 and 104A (inside Unlock side door that leads to the women’s of 104) bathroom on the first bathroom. Master Go outside Reset furniture in West Lobby Unlock other door to Ground floor master Up to 2nd floor Take stairs down to G2 area Program Omnilock for 225 Program Omnilocks: G2, G4, G6 Unlock Top floor catwalk door Go upstairs to Ground floor in the East Lobby Turn on 3 track lights Unlock side door Unlock side door to ASC 223. Hex Hex key next to auditorium Program Omnilock for CPD (232) & classrooms Hex key next to auditorium on 2nd floor: 231, 230, 229, 228 Unlock dbl door by carts master key Unlock 227. Master Then take elevator to 3rd floor Unlock other side door. Hex Unlock side door hex Unlock double doors that lead out to patio. Master Program Omnilock for classrooms & Lecturer’s office space: 331, 329, 328, 333 Unlock door to East Lobby. Master Unlock other side door hex Unlock door to vending machine area & turn on lights Light switch by 324 Unlock door to West Lobby. Master 321: 2 locks, handle and top lock Unlock entrance on 2nd floor catwalk to West Go inside 321; turn on lights & program Lobby. Master Omnilock for 321E Turn on lights in hallway Switch lights in hallway on Turn on lights outside of 206 hallway Unlock door to 301 offices, turn on lights Unlock 204. Master Lights on in hallway near men’s bathroom and switch near Journalism’s office Turn on lights in the lobby Unlock outside doors (2: 1 near Journalism Unlock outer door. Master office and 1 near Comm office) Program Omnilock for 204 List of classrooms/rooms with an Omnilock: Take elevator to 1st floor. G38, G34, G2, G4, G6, 104A, 104B, 204, 207, 225, 228, 229, 230, 231, 232, 236, 240, Reset furniture in East Lobby. 328, 330, 331, 333, 321E

73 — CENTRAL OPERATIONS Instructions For Closing ASC Building

Start in ANN L103--Grab Master Key Reset furniture in East Lobby. Lock Exit by 124. Hex Lock outside door to Ground floor (take Exit Lock double doors in East Lobby. Hex near 103, Blackstone office). Master Lock single door inside the clutter room. Hex Lock double doors to the West Lobby hex Lock side door that leads to the women’s Turn off book case lights bathroom on the first bathroom. Master Lock other outer door. Hex Reset furniture in West Lobby Go outside Up to 2nd floor Lock other door to Ground floor. Master Lock Top floor catwalk door. Take stairs down to G2 area Turn off 3 track lights Go upstairs to Ground floor in the East Lobby Lock side door to ASC 223. Hex Lock side door Lock side door to ASC 223. Hex Hex key next to auditorium Lock 227. Master Lock single doors by G26 auditorium (opposite Lock other side door. Hex side). Hex Lock double doors that lead out to patio. Master Lock dbl door by carts master key Lock door to East Lobby. Master Then take elevator to 3rd floor Lock door to vending machine area & turn off lights Lock side door hex Lock door to West Lobby. Master Lock other side door hex Lock entrance on 2nd floor catwalk to West Lobby. Master Light switch by 324 Turn off lights in hallway 321: 2 locks, handle and top lock Turn off lights outside of 206 hallway. Go inside 321; turn off lights Turn on lights outside of 206 hallway Switch off lights in hallway Lock 204. Master Lock door to 301 offices, turn off lights Turn off lights in the lobby Lock outer door. Master Lights off in hallway near men’s bathroom and switch near Journalism’s office Program Omnilock for 204 Lock outside doors (2: 1 near Journalism Take elevator to 1st floor. office and 1 near Comm office)

OPERATIONS HANDBOOK — 74 Instructions For Opening Annenberg Research Park

KER KCH Enter main front door entrance and Usually already unarmed by disarm alarm security system Development team, FMS, or DPS Open all blinds on first floor Conduct thorough security and building Make coffee for staff and faculty check Conduct thorough security and building check

Instructions For Closing Annenberg Research Park

KER KCH Make sure to log out of the computer No action required since cleaning crew every night will ensure the building is securely locked down at the end of the night. All Close all the blinds on the first floor entry doorways are always in the locked Turn off coffee machine position and only authorized personnel may enter upon prior approval. Clean coffee items Conduct brief walk-through of building and ensure that only authorized personnel are in the building

75 — CENTRAL OPERATIONS OPERATIONS HANDBOOK — 76

FACILITIES OPERATIONS

OPERATIONS HANDBOOK — 78 Facilities Team Standard Operating Procedures The following is intended to provide a baseline understanding of the service requests that will be managed by the Facilities team. Problem resolution relies on four primary groups of people: The ASCJ Facilities team, Facilities Management Services (FMS), outside vendors and our customers. This document defines the roles and responsibilities of the Facilities team in detail.

What We Do The Facilities Team takes incoming requests from customers related to building cultivation, facilities maintenance issues, and access control, and provides efficient and expedient communication and resolutions. In addition, the team takes a proactive approach to building aesthetics and maintenance, coordinating facilities projects with FMS and outside vendors to make our spaces look pristine.

How We Do It Generally speaking, most building renovation projects and facilities maintenance issues rely on the help of FMS and outside vendors that are contacted to perform the actual work. We serve as initiators and supervisors of the process; ensuring work is done at times that is convenient for the school, and communicating with customers throughout the process. In addition, we directly provide building and room access and do classroom and common area checks several times a day.

Documentation A request should be entered into the Zendesk system for any assistance provided by the TechOps team. We work to resolve requests and provide excellent communication: End users submit tickets. They have questions/issues that need to be addressed and agents respond to them. These are our customers (faculty, students and staff). TechOps staff and student workers respond to customers and primarily solve tickets. TechOps staff and student workers should document new procedures in the internal knowledge base. It is “business-standard” to document each and every service request received and should be seen as a default job responsibility that is essential for the team to provide a narrative on services we offer.

79 — FACILITIES OPERATIONS Responsibilities The Facilities Team responsibilities can be broken down into three main categories: The first isaccess control, in which we provide keys and card access to the building and rooms for approved individuals, allowing for a secure environment. The second is facilities maintenance, where we ensure the building’s physical infrastructure is operational and performing correctly at all times. The third is building cultivation, where we ensure offices, classrooms, meeting rooms and common area spaces look pristine. 1 Access Control: 2 Facilities Maintenance: 3 Building Cultivation: ANN Lenel door access Heating, Venting, and Air Renovation projects ASC Omnilock door access Conditioning (HVAC) Office installations Key distribution and access General maintenance issues Cleaning services General access Plumbing issues Office move coordination Light replacements Equipment repairs Patch and paint Pest control Classroom and common Lock repairs area checks and reset

How Success is Measured Building Aesthetics Resolution Time, Communication and Building aesthetics is a critical part of Documentation the facilities responsibilities, and will be For all team members, fast and efficient subjectively measured by the direct supervisor responses results in quick customer and executive leadership of the department. communication. We want to minimize If furniture is not being reset and spaces are unnecessary back-and-forth exchanges by looking untidy, the supervisor will work with reading and answering requests carefully the Facilities Team to ensure standards are while aiming to resolve the request as quickly being met. as possible. Communication should be provided by agent to customer within 1 hour of taking a ticket, and resolved as quickly Facilities Maintenance as possible. Feedback will be provided by The facilities infrastructure in our buildings the Centralized Operations Team and direct should be running with peak performance supervisor. All service requests and as many at all times. The Facilities Team will be other tasks as possible should be documented measured through quantity and nature of in Zendesk. customer complaints (the AC is too cold or hot, for example) and if systems run as they are supposed to. There are many things outside of the team’s control (if power goes out, for example) but they will be expected to communicate in concise and accurate terms to management and customers what the issues are and when a resolution can be expected.

OPERATIONS HANDBOOK — 80 Facilities Instructions Process for resolving facilities service requests.

Facilities issue comes in

Create Zendesk ticket if not already done

What type of issue?

Access Facilities Building Control Maintenance Cultivation

Program Work with ID card or FMS or Can I fix it distribute key vendor to fix myself?

Yes No

Close Zendesk ticket Is the issue impacting people’s ability to do Solve issue and their jobs? close Zendesk ticket Work with FMS or vendor to fix

No Yes

Close Zendesk ticket Notify Operations Director

81 — FACILITIES OPERATIONS How To Make Service Requests To Facilities Management Services

There are 7 service request categories to choose from: Room is Too Hot or Too Cold All Other Requests Repairs Carpet/Paint Requests Key Requests Renovations/Upgrades Custodial

Enter New My Service Search for Requests Request History Requests

After selecting “Enter After selecting “My After selecting “Search for New Requests Service Request History” Requests” a screen with classify your request a list of your previously search boxes dependent into one of the 7 submitted requests will on different categories will categories displayed be displayed be displayed

Type in whatever To view the details of a Click the applicable categories (requester, previous request click on category and enter all request number, account the Request Number and the request information number, etc.) known the request details will into the boxes about the request being display looked for

Click “Submit” and On these screens information can be gathered Click “Submit” and the wait for correspondence about the status and details of request being looked for will regarding the request the request appear under “Search Results”

OPERATIONS HANDBOOK — 82 ANN Lenel Programming To program cards for room access at ANN building.

Create Zendesk ticket if not already done

After starting Area Access Manager, enter your username and password to log in. If asked to select a segment, use “Access all segment assignments”

Area access manager will display a list of cardholders with the currently selected access level

Removing Access: You can remove access level from Assigning Access: Click A search screen will one or more cardholders “Assign Access” on the display, enter the name or by checking their name toolbar USCID of the person you and clicking “Remove wish to assign access to Access” on the toolbar

A warning will Refer to ANN access The matches to your display, click yes to levels doc. Select the search criteria will continue access levels to assign, display, uncheck any you will see different that you do not want access levels based on then click next your permissions.

A progress window will display A summary of changes is displayed, click OK to begin the assignment A confirmation then a progress window window will display will display

A confirmation window will display Close Zendesk ticket

83 — FACILITIES OPERATIONS ASC Omnilock Programming Procedure

To program cards for room access at ASC building.

Pick up Omnilock pad & stylus from ANN L103, take it to a door, and make sure Omnilock program is up on pad. Then enter access code 4925

Part A: Locks Pending: Part B: Access Levels: Once Omnilock Select ‘Access Level’ connects with the door and wait for Omnilock click ‘OK’ to connect to the door

Repeat steps for Click ‘Enrolled ID required’ all doors, you must under the access level re-enter the code dropdown. Check off all 8 each time access level boxes. Select ‘Apply’ and then select ‘Log Off’

Classrooms with an Omnilock: Repeat steps for G38, G34, G2, G4, G6, 104A, 104B all doors, you must 204, 207, 225, 228, 229, 230, 231, 232, re-enter the code 236, 240, 328, 330, 331, 333, 321E each time

OPERATIONS HANDBOOK — 84 ANN Door Access Modes

How to open doors at ANN building remotely.

Under Start Menu select “OnGuard 2012, Alarm Monitoring.” Enter username and password, select monitoring zone

Once Alarm Monitoring opens, make sure the System Status Tree tab is visible; if not select View/ System Stats/ New System Status Window

Change Door Access Mode: Only the following door access Open Door: modes should be used: You can open the door Unlocked-the door can be opened without a card Card remotely and it will return only- the door will momentarily to card only within a few unlock for cards that have seconds access

Right click on the reader you Right click on the reader you want to change. Make sure want to open. Make sure not to right click the panel, not to right click the panel, it will change the mode on it will open the mode on all all readers for that panel readers for that panel.

Select Reader Access Modes, the either unlocked Select open door or card only

You will receive a confirmation that the You will receive a command was sent and the new access mode confirmation that the will display next to the command was sent reader name

85 — FACILITIES OPERATIONS Key Checkout And Inventory Instructions How to enter new keys into the system and issue them to customers.

TechOps Facilities Team keeps a current key inventory. Extra keys are kept in the key boxes located in ANN L117, with an ongoing key check out record

Create Zendesk ticket if not already done

Issuing Entering New

Open the “Front Office Magic” Open the “Front Office Magic” folder on the desktop then folder on the desktop then open the “Key Revolution ‘03” open the “Key Revolution ‘03” folder then open “Current Key folder then open “Current Key Database Excel” Database Excel”

Using the CTRL-F shortcut, Using the CTRL-F shortcut, search for the key series search for the key series number with no hyphens or number with no hyphens spaces. Insert a new row and or spaces. Write down the fill out the key series number, “Inventory Tab” and “Building” inventory tab number, and info on a post-it building

Based on “Building” locate Using information from the key boxes and using the the “Inventory Tab” and “Inventory Tab” locate the “Building” columns, locate appropriate key in the box and the appropriate key ring from remove it from the ring ASC 124

To update the Excel file, match the key series number and the key number to the excel Insert the new key into the key row, then enter the person’s ring and return the set of keys information in the first and last to the appropriate keybox name columns. Put the date in the notes column

Take a manila envelope from the black box containing the checked-out keys, write the person’s full name on the front of the envelope, put the key inside Close Zendesk ticket and staple shut. Use separate envelopes if checking out multiple keys.

OPERATIONS HANDBOOK — 86 Facilities Support Contact List To use when needing FMS or vendor support

Contact Name Number E-mail Title Company Role Service Type

Joe Nichols 661.435.5959 [email protected] Zone 2 Supervisor FMS Coordinates ASC (Zone 2) Zone Maintenance

Al Montanez 213.740.1651 [email protected] Zone 2 Supervisor FMS Coordinates ANN (Zone 4) Zone Maintenance

Coordinates cleaning services Carpet and Upholstery Shawn Ortiz 626.945.5543 [email protected] Zone 2 Supervisor Stanley Steemer Cleaning Services

Paul Mattersteig 818.652.5950 [email protected] Zone 2 Supervisor Sierra Pacific Contractor Contractor Services

Randy Bergadahl 213.740.9984 [email protected] Zone 2 Supervisor FMS Aramark Coordinates USC/Aramark Cleaning Services

Bexabel Alcantara 310.809.9222 N/A Zone 2 Supervisor Aramark Manages Custodial Staff Cleaning Services

Mark Cervenak 213.300.9274 [email protected] Zone 2 Supervisor DPS DPS Main Coordinator Contact to Life Bollards

Mark Fabrizio 949.246.1840 [email protected] Zone 2 Supervisor Unique Painting Owner Paint Services

[email protected] American Relocation Coordinates relocation services Randy Henry 626.483.1069 Zone 2 Supervisor and Logistics Relocation Services

Louis Lopez 213.276.4454 [email protected] Zone 2 Supervisor Nestle Coordinates water services Water Services

Rafael Valdivia 323.864.4133 [email protected] Zone 2 Supervisor USC EHS Coordinates e-waste pick up E-Waste Services

Mark Chenelia 714.519.4815 [email protected] Zone 2 Supervisor Belfor Coordinates property Property Restoration damage services

[email protected] Coordinates furniture Lupe Morfin 562.577.2084 Zone 2 Supervisor Tangram procurement Furniture

Kate Tews 310.927.1408 [email protected] Zone 2 Supervisor EGG Office Signage Services Signage/Decals Designers

HVAC Maintenance Services Alan Villa 818.296.7122 [email protected] Zone 2 Supervisor ACCO Technician for HVAC PM (Contracted)

Total Corporate Moses Vasquez 310.953.2787 [email protected] Zone 2 Supervisor Solutions Account Representative Coffee Supplies

Raul Martinez 213.399.0409 [email protected] Zone 2 Supervisor FMS Central Shop Central Shop Coordinator Alternative to Zone

Delivery of moving boxes + Eric Duran 323.442.0161 [email protected] Zone 2 Supervisor FMS Utility Shop Trades Coordinator moving of furniture

Tom Glynn 213.821.7953 [email protected] Zone 2 Supervisor FMS AC Shop AC Shop Manager AC Shop Services

FMS Heavy Equipment Coordinates heavy equipment Eric Warren 213.740.7263 [email protected] Zone 2 Supervisor moves/installation

Lionel Godoy 310.842.7240 [email protected] Zone 2 Supervisor Plant Medic Representative Plant Watering/Procurement

Vista Environment Mold Remediation Michael Legerski 213.440.3129 [email protected] Zone 2 Supervisor Consulting Remediation Services

Edd Eller 626.926.2773 [email protected] Zone 2 Supervisor CG Flooring Flooring services Flooring Services - Carpet/Tile

Ed Corpus 562.944.2356 [email protected] Zone 2 Supervisor Advanced Alarm Alarm repairs Alarm Services

N/A 562.463.8000 N/A Zone 2 Supervisor Yale Chase Cart repairs Cart Repairs

Vista Environmental ANN L101 and 409ABC Repairs Jesse Velasquez 562.407.3149 [email protected] Zone 2 Supervisor Consulting Partition repair services

Blue Chip Moving Coordinates Storage Services Irv Ziskind 310.978.2224 [email protected] Zone 2 Supervisor and Storage Storage Solutions

Chris Mehl 310.324.2511 [email protected] Zone 2 Supervisor Westcoast Power washing services Power washing/cleaning Maintenance services Jimmy Lanigan 310.327.5778 [email protected] Zone 2 Supervisor South Bay Documentation Coordinates document Document Desctruction Destruction destruction services Services

Denise Conine 213.821.5922 [email protected] Zone 2 Supervisor FMS Lockshop Manages Lockshop Lockshop Services

FMS Customer CRC Director Debbie Aguliar 213.740-3357 [email protected] Zone 2 Supervisor Resource Center CRC Issues

87 — FACILITIES OPERATIONS ANN Access Level Parameters Below is a list of Lenel access levels, who has access to them, and what doors

Access Level Name Who Has Access Door Name Type of Space

ANN Main Exterior All ASCJ Faculty and Staff ANN_1F Lobby Main 100.3 Main exterior doors ANN_1F Lobby SW 100.2 ANN_1F Lobby W 100.1

ANN Classroom and Meeting All ASCJ Faculty and Staff ANN_1F Classroom 106.2 Classroom Rooms ANN_2F Classroom 209 Classroom ANN_2F Clasroom 210 Classroom ANN_2F Classroom 211.1 Classroom ANN_2F Small Conf. Rm 201.1 Conference Room ANN_3F Classroom 305 Classroom ANN_3F Classroom 309 Classroom ANN_3F Coll Rm 303 Collaboration Room ANN_3F Coll Rm 302 Collaboration Room ANN_3F Coll Rm 304 Collaboration Room ANN_3F Faculty Research 306 Adjunct Space ANN_3F Laptop Classroom 307 Laptop Classrom ANN_3F Laptop Classroom 308 Laptop Classrom ANN_3F Meeting Rm 311 Collaboration Room ANN_4F Classroom 405.1 Classroom ANN_4F Classroom 406 Classroom ANN_4F Classroom 408 Classroom ANN_4F Laptop Classroom 413 Laptop Classrom ANN_4F Meeting Rm 415 Collaboration Room ANN_4F Project Classroom 409A.1 ELC ELC Classroom ANN_4F Project Classroom 409B.1 ELC ELC Classroom ANN_4F Project ClassrooM 409C.1 ELC ELC Classroom ANN_4F Viewing Corridor 412 ELC Classroom ANN_LF Auditorium LightLock 107 Auditorium ANN_LF Classroom L101.1 Classroom ANN_LF Parliamentary Classroom L115.1 Classroom ANN_LF Parliamentary Classroom L116.1 Classroom

ANN_Factech Areas TechOps Staff and Student Workers ANN_LF Classroom L103 FacTech Area

ANN_Auditorium Faculty, TechOps Staff and Student ANN_LF Auditorium LightLock L107 Classroom (Auditorium) Workers ANN_LF Auditorium Control L107A Auditorium Control Booth

ANN_L112 Staff Lounge TechOps Staff and Student Workers ANN_LF Serving Room L112 Staff Lounge

ANN_Equipment Room TechOps Staff and Student Workers ANN_LF Equipment Space L117.1 Equipment Room

ANN_Media Center TechOps Staff ANN_1F Media Center 102.1 Media Center, 2nd floor editing ANN_1F Media Center 102.2 bays ANN_2F Edit Suite 206 ANN_2F Hallway 204

ANN_Media Center Main TechOps Staff and Student Workers, ANN_1F Media Center 102.2 Main Entrance to Media Center Entrance Media Center Students

ANN_Media Center Back TechOps Staff ANN_1F Media Center 102.1 Back Entrance to Media Center Entrance

ANN_Media Center Edit Suites TechOps Staff ANN_2F Edit Suite 206 2nd floor entrance to Media Center

ANN_Media Center 204 Hallway TechOps Staff and Student Workers, ANN_2F Hallway 204 2nd floor entrance to Media Center Media Center Students

ANN_All Exterior TechOps Staff ANN_1F Lobby W 100.1 All exterior door access ANN_1F Lobby SW 100.2 ANN_1F Lobby Main 100.3 ANN_1F Lobby Main 100.3 ANN_1F Classroom 106.1

OPERATIONS HANDBOOK — 88 ANN_Admissions Admissions Staff and Student ANN_2F Large Conf. Rm 203.1 Admissions conference room Workers, TechOps Staff

ANN_Laptop Lounge TechOps Staff and Student Workers ANN_3F Digital Labs 301.1 Digital Lounge. Time schedule: Monday - Thursday 9AM - 10PM, Friday 9AM to 5PM

ANN_310 Faculty Suite ANN 310 Faculty, TechOps Staff ANN_3F Workspace 310 Faculty Suite

ANN_Dean’s Suite Dean’s Office Staff, TechOps Staff ANN_4F Executive Lobby 402 Dean’s Executive Suite

ANN_414 Faculty Suite ANN 414 Faculty, TechOps Staff ANN_4F Workspace 414 Faculty Suite

ANN_Faculty Lounge All ASCJ Faculty, TechOps Staff ANN_4F Faculty Lounge 401 IT Server Room

ANN_Server Room TechOps Staff ANN_LF Server Room L103F Back Entrance to Media Center

ANN_ALL READERS ALWAYS TechOps Staff All Lenel Doors 2nd floor entrance to Media Center

ANN_Media Center 204 Hallway TechOps Staff and Student Workers, ANN_2F Hallway 204 ALL ROOMS EXCEPT SERVER Media Center Students ROOM (ONLY FOR FACTECH)

ANN_2F 204 and 206 Media Center Student Managers ANN_1F Media Center 102.2 Media Center main door; 24/7 access (M-Th 0730 to 2200; F1000 to ANN_2F Edit Suit 206 2nd floor entrance to Media Center 1800) ANN_2F Hallway 204 2nd floor entrance to Media Center

ANN_4F Coll Rm 403 Always Communication and Journalism ANN_4F Coll Rm 402 Collaboration Room Department Staff, TechOps Staff

ANN_2F Media Center General Media Center Student Managers ANN_2F Edit Suite 206 2nd floor Media Center doors only (M-Th 0730 to 2200; F 1000 ANN_2F Hallway 204 to 1800)

ANN_Media Center General General Media Center Students ANN_1F Media Center 102.1 Media Center general students Students ANN_2F Edit Suite 206 Time schedule M-Th 07:30 to ANN_2F Hallway 204 22:00, F 10:00 to 18:00

89 — FACILITIES OPERATIONS Automated External Defibrilator Machine Testing Instructions

AED Machines are located in ASC 124 and ANN L103 and should be checked every two weeks! 1 Go inside ASC 124. 2 Open the white safe titled “Emergency Defibrillator” in red text next to the printer. This safe is difficult to open, so pull hard; no key is required. 3 Remove the red case titled “Automated External Defibrillator/AED” in white text. 4 Open the “AED Machine Weekly Checklist” and navigate to the corresponding Google Sheet file for the date you are checking. 5 Open the red case on a flat surface. 6 Remove the AED machine from the red case It is fastened on the back with a Velcro strip 7 Flip the AED machine on the back to see a battery; make sure the expiration date is current. If the battery has expired, inform Raymond so that he can order another one. 8 Remove the battery from the AED machine completely, and then put it back in again. 9 A loud sound will come from the machine. 10 Wait until the AED machine requests that you press the orange electric bolt button; upon pushing this button, the AED machine will conduct a test for itself. 11 Once this has completed, look for the green light above the ON/OFF button to briefly flash. 12 Check the pad inside of the machine to ensure that the expiration date is current. 13 Return the AED machine to the red case and open the flap concealing the other side of the case. 14 Check the spare battery and child pad under the flap to ensure the current expiration. If any item has expired, let Raymond know so he can order a replacement. 15 Return all items inside the red case and zip the case up. 16 Open up the black pouch titled “Responder” in white text and check the contents for the following: ready kit case, gloves, razor, scissors, gauze, antiseptic wipes, and a one-way filter mask. Do not open the clear packaging these contents are in. 17 Return the contents to the pouch and seal the pouch. 18 Return to the Google Sheet form and place a capital “X” under “Pass” for each corresponding part that the machine successfully completed. 19 Should you have any comments about the machine, write them in the “Comments” column Any pressing concerns should be reported to Raymond as soon as possible. 20 Remember to write your name under the “Inspected by” column on the correct date. 21 Return the AED machine to the white safe and close it.

OPERATIONS HANDBOOK — 90 Classroom Checklist Student workers to check classrooms daily at 7:30 AM, 9:30 AM, 12:30 PM, 4:00 PM, and 9:20 PM.

Furniture Whiteboard Are there enough chairs? Are the following adequately (capacity) provided/preset? Dry-Erase Eraser (1) Is the furniture reset? Dry-Erase Cleaner (1) Is classroom furniture well Marker Tray maintained (i.e. condition)? Dry-Eraser Markers Is the whiteboard clean? (5 - test them all)

Technical Equipment Lighting/Floors Projector displaying properly/ drop down screen works? Are ceiling, walls, floors, and doors functional and display no Monitor in correct location signs of damage? All cords put away and rolled up? Is there loose material, debris, Keyboard/mouse put on keyboard worn carpeting? tray? Do any bulbs need to be replaced? Security & Sanitation Are any outlets broken or Is the classroom clean and free malfunctioning? of litter? Stains on carpet? Does carpet Does the classroom have a blue need to be cleaned? recycle bin & black trash bin?

ANN Classrooms (Capacity): L101 (64), L115 (32), L116 (33), 209 (26), 210 (26), 211 (24), 304 (24), 305 (26), 405 (24), 406 (36), 408 (22), 409A (13), and 409C (13). ASC Classrooms (Capacity): G-34 (43), G-38 )24), 204 (90), 228 (35), 230 (18), 231 (55), 240 (24), 328 (35), and 331 (35).

91 — FACILITIES OPERATIONS ASC and ANN Common Areas & Patio Checklist

Student workers to check common areas and patio daily at 7:30 AM, 9:30 AM, 12:30 PM, 4:00 PM, and 9:20 PM.

ANN Forum, ASC East Patio and West Lobby Chairs Building furniture well Large tables maintained? Small tables Ceilings, walls, floors, and doors functional and display Umbrellas no signs of damage? Side table (set) Do any bulbs need to be replaced? Benches (set) Chair (set) Floors, Stairways, & Aisles Table (set) Loose material, debris, worn carpeting? Hallways are clean and free of Furniture litter? Furniture in place? Floors slippery, oily, or wet? Furniture damaged? Are stairways well lit? Handrails, handholds in place?

OPERATIONS HANDBOOK — 92 Electric Cart Check Please check electric carts once a week to ensure they are properly maintained. Go down to the ground floor of ANN and head the ramp on the South side of the building. You will need: water in a container that you can pour it from; if you are sensitive to dust, a mask and gloves are a good idea. White Cart Flip the bench on the cart downward. The bench should flip downward towards the top of the cart. Lift the black wooden cover to reveal the batteries in the back of the cart. Twist off three tops on the top of the batteries to reveal three holes. There are six batteries, so you will complete the following task six times. Examine each of the holes for the water level of the batteries, if a cardboard-like material is highly visible or exposed from the holes, then the water level is too low. Fill up each hole with water until it reaches a ridge that is approximately one centimeter from the surface of the battery. DO NOT fill up the hole all the way -> Because the ridge is black, it may be difficult to see. Slowly but firmly twist the tops over the three holes; complete this for all six batteries. Replace the wooden cover after checking all six batteries. Lift the bench carefully back into place. Make sure that the cart is connected to the power. Turn on the cart and check the headlight. Return any items in the cart to ASC 124 and log them into the lost and found. Red Cart Flip the two benches on the cart downward. The middle bench should flip downward towards the top of the cart; the bench and the end should flip towards the end of the cart. Lift the black wooden cover to reveal the batteries in the back of the cart. Pull the narrow plastic cover of the batteries to reveal three holes. There are six batteries, so you will complete the following task six times. Examine each of the holes for the water level of the batteries, if a cardboard-like material is highly visible or exposed from the holes, then the water level is too low. Fill up each hole with water until it reaches a ridge that is approximately one centimeter from the surface of the battery. DO NOT fill up the hole all the way -> Because the ridge is black, it may be difficult to see. Slowly but firmly press the plastic cover back over the three holes; complete this for all six batteries. Replace the wooden cover after checking all six batteries. Lift the red benches carefully back into place. Make sure that the cart is connected to the power. Turn on the cart and check the headlight. Return any items in the cart to ASC 124 and log them into the lost and found.

93 — FACILITIES OPERATIONS OPERATIONS HANDBOOK — 94

TECHNICAL OPERATIONS

OPERATIONS HANDBOOK — 96 Technical Operations Standard Operating Procedures How We Do It The following is intended to provide a baseline Each event service starts with a request to reserve understanding of the role of the Technical Operations a space. We manage a centralized room reservation (TO) Team, responsibilities and workflow process process, Virtual Event Management System. Once specific to event services. The TO Team interaction a space is booked, we work directly with event revolves around three different groups: The TO Team, requesters, ensuring they are aware of the services and ASCJ faculty and staff who rely on our services we have to offer and equipment at their disposal, for successful event production, and the students, and what limitations exist, if any. 3 weeks into each faculty and staff who depend on the classroom semester, the class schedule is set and rooms are technology and our assistance in ensuring it is reserved in EMS, and at that point the event and operational. This document defines the roles and meeting scheduler begins taking requests for events/ responsibilities of the TO Team in detail. meetings in classrooms, booking around classes. Meeting rooms and common areas that don’t hold classes are available to book for events/meetings What We Do throughout the year. In general, customers can book spaces in VEMS directly for all classrooms and The TO Team supports faculty, staff and student meeting rooms, but auditoria and common area organizations with technical and logistic support for requests for space must be approved by a TechOps their events tied to the Annenberg School, for the staff member first. benefit of ASCJ students, faculty and staff. The TO Team also supports 38 learning spaces. Technicians In terms of classroom technology, some issues with maintain equipment; touch panel controls, built-in learning space equipment can be fixed in-house, with projectors with screens and computer connections. our technicians replacing faulty equipment from an We ensure each learning space has access to network inventory. However, many hardware issues require connectivity, Microsoft Office Suite, SPSS, Adobe coordination with outside vendors to ship the faulty Creative Cloud, Skype and a Web/Document Camera. equipment and get replacement hardware. Once new hardware is installed, it needs to be configured to the proper settings to work in our environment. In Area of Specialization addition, for network issues we collaborate with the IT Team and Information Technology Services (ITS) to The TO Team specializes in technical event get it up and running as fast as possible. production, setting up equipment, managing display content, performing audio and video recording, and advising event hosts on the best way to make Responsibilities their event a reality from a technical or logistics standpoint. The team also specializes in the The TO Team responsibilities can be broken down support, maintenance and ongoing cultivation of into five main categories: The first is live technical our technology enhanced learning spaces, a fully production, where the team coordinates and networked AMX based ecosystem with additionally directs technical equipment for events. The second integrated IP based collaboration, presentation, is logistic support, providing a variety of services distribution and recording technologies. such as rearranging furniture, coordinating cleaning services, and setting up basic technical equipment. The third is event and meeting scheduling, where we place meeting and event requests in the proper locations, scheduling around classes. The fourth is managing the technical equipment in our learning space environment, ensuring it is operational at all times. The fifth is responding to customer requests for assistance using the technical equipment as quickly and efficiently as possible.

97 — TECHNICAL OPERATIONS Documentation A request should be entered into the Zendesk system for any assistance provided by the TechOps team. We work to resolve requests and provide excellent communication: End users submit tickets. They have questions/issues that need to be addressed and agents respond to them. These are our customers (faculty, students and staff). TechOps staff and student workers respond to customers and primarily solve tickets. TechOps staff and student workers should document new procedures in the internal knowledge base. It is “business-standard” to document each and every service request received and should be seen as a default job responsibility that is essential for the team to provide a narrative on services we offer.

Responsibilities

Live Technical Production: Maintaining Technical Equipment: Set up and operate technical equipment for live Perform consistent daily maintenance checks, event production. identifying issues before customers encounter it. Meet with stakeholders, assisting with planning Make in-person fixes if possible. an event from a technical or logistic standpoint. Coordinate with vendors for equipment repairs Provide post production services, such as as needed. rendering video content. Ensure equipment is operational at all times Ensure equipment is operational at all through maintenance checks. times through maintenance checks. Stay up to date on warranty information. Send daily itineraries to the team with support Coordinate network issues with ITS. details.

Logistic Support: Responding to Requests Using Equipment: Respond to requests for equipment quickly and efficiently. Respond to requests using learning space equipment quickly and efficiently. Provide services to rearrange furniture. Monitor recurring issues, identifying ways to improve Manage room reservation process for all meetings communication if multiple faculty are having the and events. same types of problems. Coordinate cleaning services before and after an Supervise Classroom Support Hotline, that faculty event. call if they are having in-class issues. Set up basic technical equipment, like Skype kits Supervise student workers who assist with class- and conference call equipment. room calls. Coordinate event permits. Meet with faculty if requested for training sessions Meet with faculty if requested for training sessions on using equipment. on using equipment.

Event and Meeting Scheduling: Assist with event and meeting room requests, Maintain the EMS database and coordinate fixes to scheduling in correct rooms. technical issues. Provide access to ASCJ faculty, staff and student Update the VEMS workflow process as needed. organizations to Virtual Event Management System (VEMS).

OPERATIONS HANDBOOK — 98 How Success is Measured Resolution Time, Communication and Live Technical Production Documentation Success will be measured by whether or not For all team members, fast and efficient the equipment being used is operational and responses results in quick customer we are managing it appropriately, ensuring the communication. We want to minimize event is successful, with no technical glitches. unnecessary back-and-forth exchanges by A successful job done means that faculty and reading and answering requests carefully staff can expect the equipment and our “live while aiming to resolve the request as quickly support” to be provided as needed. Problems as possible. Communication should be are caught before customers experience provided by agent to customer within 1 hour them, and resolved quickly, with concise of taking a ticket, and resolved as quickly and efficient communication. The team is as possible. Feedback will be provided by expected to have weekly working group the Centralized Operations Team and direct meetings to discuss issues that need to be supervisor. All service requests and as many addressed, and daily event itineraries are sent other tasks as possible should be documented to the team so everyone knows what needs to in Zendesk. be done. The TO Team should never say “no” to an event without checking with Operations Maintaining Technical Equipment Director first. Success will be measured by whether or not Logistic Support the learning space technical equipment is consistently operational. A successful job Requests for logistic support should be done means that faculty and students can answered and resolved as quickly as possible. expect the equipment and network to be This will be measured through Zendesk functional at all times. Problems are caught ticket communication and resolution times, before customers experience them, and with supervisor and Centralized Operations resolved quickly, with concise and efficient providing feedback as needed. Equipment communication. The team is expected to have should be set up and ready to run at the date weekly working group meetings to discuss and time agreed to and service requests issues that need to be addressed. should not be missed.

Responding to Requests Event and Meeting Scheduling Requests with using learning space equipment The event and meeting scheduler will should be answered and resolved as quickly be assessed by how quickly spaces are as possible. This will be measured through reserved and communicated to customers, Zendesk ticket communication and resolution documented through Zendesk. They will times, with supervisor and Centralized also be assessed by whether or not the EMS Operations providing feedback as needed. system is functional at all times, allowing In general, all issues with faculty learning to for room bookings. Finally, they will be use the equipment should be fixed within five subjectively assessed on whether the VEMS minutes of receiving the request. workflow customers use to book their own spaces makes sense.

99 — TECHNICAL OPERATIONS Classroom Technical Issues General overview of how to resolve classroom technical problems.

Classroom Technical Issue Comes In

Create Zendesk ticket if not already done

Check the issue

Immediate Fix?

Yes No

Notify Fix problem Operations Director

Network or hardware Close Zendesk ticket problem?

Under support? Hardware Network

Work with ITS Yes No to resolve

Covered by Pay Vendor warranty. Start directly RMA process.

Close Zendesk ticket

OPERATIONS HANDBOOK — 100 ANN Classroom Touch Panel Controls Instructions on how to use touch panel displays in ANN learning spaces.

ANN Classroom technology can display from an input and record the classroom

To operate systems/ display: touch screen Classroom Recording to begin

Push the “Camera” button on the touch panel, an Selecting an input will image of the class should automatically bring screen display in the bottom box. down. To hide projector Select the camera angle image without turning off you want then press the system, press “Picture “record” button. Mute”

To select a camera angle, you can choose between wide shot view (displays the whole front of the classroom) and instructor view (a close-up of the Display from PC Display from your Display from other podium) Input on Touch Laptop inputs on touch screen screen

To record what is being projected on the screen, press either “left screen” or “right screen” Log in to computer depending on which you Select “Laptops” Blu-Ray: Plays DVD wish to record. using your USC from touch screen Cable TV: From the e-mail log in touch screen, select and Blu-Ray discs. and connect the Playback and many adapter to your “Cable TV” then “View Channels” controls on touch laptop screen. Selecting the “Privacy” button blocks all classroom and projector On the touch activity from being screen, select “PC” recorded. for the projector you want Select the location that your laptop is connected to and it will connect to the projector To stop recording, press Skype: Log in to “the “Stop” button, which Document Camera: wil turn red when you have Skype from podium open “Applied stopped recording. PC, camera is Vision 4” from mounted on the podium pc and goose neck camera will connect

To pick up your recorded files, go to annenbergtechops.com, For any problems, contact select “Classroom Support” Classroom Support (see number by and fill out the form. You classroom phone. Turn off system after will be contacted about use by selecting “Turn off system” receiving your files.

101 — TECHNICAL OPERATIONS Classroom Recording Instructions Instructions on how to operate touch panels in ANN learning spaces to record and retrieve footage.

1 Press the camera button to bring up the camera. 2 Choose either the wide shot view to record the entire front of the room or the instructor view to only record the podium. 3 You can record what is projected on the screen by selecting either left or right screen; to switch back to recording the classroom press the camera button. 4 Privacy mode blocks all classroom and projector activity from being recorded, to enable this press the privacy button; press the camera button to resume normal recording. 5 To end the recording, press the stop button. 6 To retrieve your files go to annenbergtechops.com, select classroom support, fill out the form and you will be contacted about receiving your files. 7 View your files on the free app VLC Player. To download this app go to http://www.videolan.org and click Download VLC.

OPERATIONS HANDBOOK — 102 Forum Media Cart Procedures How to use media cart for technical event support in ANN forum.

Power up the forum cart: connect the cables with correct inputs and connect the power cable

Turn on: EATON (UPS), PC, AJA Recorder, OPPO Blu- Ray

Telemetrics: No password Select KVM Server: PODCAST, Select Load Username- XXXX PC: Password- @ Show, Select HIDE Password- XXXX nnmedi@c@rt Forum Cameras are 6,7,8 Select TRICASTER

Go to Studio A control room in Studio C. Switch Tricaster to Forum, Press TAKE, switch Wheatstone to F

On AMX touch panel: select advanced controls, select volume controls, switch sudio presents to mobile cart, turn up volume almost all the way if using microphones, turn off video wall timers

Tearing down the forum cart: Switch back Tricaster to Studio A, press TAKE Switch back Wheatstone to A (Studio A recording) Collect microphones, Log off Telemetrics & shut down unit Shut down computer, OPPO, and AJA Turn back on video wall timers Switch media wall to default with background Set appropriate Audio levels to default on AMX, turn off UPS

103 — TECHNICAL OPERATIONS Classroom Technical Equipment & Support Contacts

Name of Equipment What It Does Vendor Contact Info

AMX audio video presentation Provides client presentors the means to display their ideas and AMX Support hotline: equipment instructional material on a projector and or large screen HDTV. (800) 222-0193

Provides client with the ability to connect multiple input devices to A/V AMX Support hotline: Enova DVX 3155 HD classroom equipment. (800) 222-0193

Provides client with the ability to play DVDs, CDs and Blu-Ray disc. Oppo Support hotline: Oppo Blu-Ray Player (800) 222-0193

Provides client with the ability to connect legacy equipment to A/V classroom Oppo Support hotline: iScan Duo equipment. (i.e. VGA, analog audiio) (800) 222-0193

Support hotline: Encoder Allow for classroom audio video recording of instruction or presentations AMX (800) 222-0193

Places an image on the touch panel to provide the client with a view of what AMX Support hotline: MPL will be recorded, if recording a classroom session. (800) 222-0193

Gives the client a simple touch screen to interact with the A/V classroom AMX Support hotline: Touch Panel equipment. (800) 222-0193

Provides a means to present multiple DirecTV channels in the Support hotline: Amino AMX classroom. (800) 222-0193

Wireless Interactive Presentation System Providers client presenters a means of connecting to A/V classroom (WIPS) Collaboration Device equipment wirelessly. wePresent

Provides client presentors the means to display their ideas and instructional Sharp TVs material on a large screen HDTV. Sharp

Provides client presentors the means to display their ideas and instructional Sony Anthony Cianfarano: Sony Projectors material on a projector. (760) 696-1985

Provides client presentors the means to display their ideas and instructional HP Sonya through HP Classroom PC material on a projector and or large screen HDTV. Frank

This is the camera used to record classroom lectures, presentations, etc. Panasonic Kazu Masamura: Panasonic Cameras (201) 427-0552

Provides client presentors with a means of displaying documents on the Ken-a-vision Camera projector and or large screen HDTV. Also supports Skype video calls. Ken-a-Vision

Christie Technical Support: Christie Projector Provides client presentors the means to display their ideas and instructional Christie (800) 221-8025; Eric material on a projector. Rosenberg: (562) 505-2885

Provides client presentors the means to display their ideas and instructional QSC Support hotline: QSC Amp material on a projector and or large screen HDTV. (800) 222-0193

Allows for multiple microphones in the classroom for recording Biamp Support hotline: Biamp Tesria purposes, and Skype audio/video calls. (800) 222-0193

Provides client presentors the means to display their ideas and AVISPL Michael Brandmire: Extron Switchers instructional material on a projector and or large screen HDTV. Extron (714) 799-7166

Provides client presentors the means to display their ideas and AMX Support hotline: DXLinks instructional material on a projector and or large screen HDTV. (800) 222-0193

OPERATIONS HANDBOOK — 104 Panasonic VHS desks This is the NTSC tuner for campus television. Panasonic

Providers IP TV stream for classrooms. Classroom recordings, AMX Support hotline: Vision 2 Server Customized channels (800) 222-0193

ITS Service All of our devices commuinicate over the USC network ITS EXT 05555

Professional Event recording Panasonic Kazu Masamura: Panasonic HE120 (201) 427-0552

AVS Annenberg In-House Tricaster Professional Event recording NewTek Engineer: Shaun Halladay [email protected]

AVS Annenberg In-House Telemetrics Professional Event recording Telemetrics Engineer: Shaun Halladay [email protected]

Yamaha sound boards (CL5) Professional Audio Mixing Yamaha Leland Green: (QL1) (714) 522-9895

Network routing for out dedicated IP audio networks Dante Leland Green: Dante (714) 522-9895

AVS Annenberg In-House CUE server Lighting control for Forum events. This allows us to light the stage for CUE Engineer: Shaun video production, and party control. Halladay [email protected]

Christie Technical Support: Christie Media Wall The crown jewel for the lobby for advertising, event support and Christie Digital (800) 221-8025; Eric classroom over flow support Rosenberg: (562) 505-2885

Christie Technical Support: Spyder Hardware that controls the Christie media wall Christie Digital (800) 221-8025; Eric Rosenberg: (562) 505-2885

Christie Technical Support: Troubleshooting help with our N/A AVISPL (800) 221-8025; Eric hardware or infrastructure Rosenberg: (562) 505-2885

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OPERATIONS HANDBOOK — 106 Levels of Event Services Defining levels of event services and support details.

Space Request for Meetings, Gatherings, Etc. No additional services or equipment needed beyond what exists in the space. 1 Staff/Student Resources: None Needed. Room Booking: VEMS.

Space Request + Additional Services for Meetings or Events Apart from the space, additional services may be requested. These include: Audio 2 Visual Services (microphones, conference phones, web conferencing camera, etc.): Staff/Student Resources: Based on duration of setup and breakdown times involving equipment and additional services. Room Booking: VEMS to Reserve or Request (depending on space type). Service Requests: Submit Requests via TechOps Department (www.annenbergtechops.com/PhoneCall/In-Person Visit).

Live Event Support for Conferences, Seminars, Events, Etc. All live event support requests will be coordinated based on a variety of criteria 3 including: space availability, event support staff, resources needed, scope of event, etc.: Staff/Student Resources: Based on duration of setup and breakdown times involving equipment and additional services. Room Booking: VEMS to Reserve or Request via TechOps Department. Submit Requests via TechOps Department (www.annenbergtechops.com/PhoneCall/In-Person Visit). Technical walkthroughs will be offered for live event support requests. This is a chance for TechOps staff to review event details with the customer and test equipment. Detailed walkthrough notes shall be set by TechOps to the customer, ensuring there is no miscommunication in event scope.

107 — TECHNICAL OPERATIONS Event Services Workflow General overview of how to resolve event service requests.

Event Request comes in

Event Support ticket created in Zendesk

Scheduling coordinator assigned & gathers more details

Scheduling coordinator reserves space in EMS

Request falls into one of three categories

Additional Services Live support Space Request Scheduling Discuss at events for Annenberg’s coordinator checks working group, walk customers if space EMS to see if throughs & tech is available support team is available rehearsals

Scheduling coordinator communicates to customer via Zendesk

Scheduling coordinator sends daily itineraries to the team

After the event Zendesk tickets are solved by staff that completed the service requests

OPERATIONS HANDBOOK — 108 Event Request Escalation Process Instructions on what requests should be escalated for event support and how to resolve.

Event Request comes in

Annenberg sponsored request?

Yes No

Check with What event Operations category? Director

Decline request if approved to do so Additional Space request services only Live support

Approve Do we have equipment Request Do we have staff/ in stock? (Tables, chairs, student workers to skype kit, polycom, mics, support during shift? speakers)

Yes No Yes No

Approve Check with Operations Approve Check with Request Request Director for Operations approval Director for approval

Overtime approved Contract Yes or hire vendor to outside vendor support? to supply equipment No

Decline Request

109 — TECHNICAL OPERATIONS Live Support Request Process to ensure TechOps staff and customers agree to live support details and ensure technical equipment functions properly before event takes place.

Event Walkthrough Tech Rehearsal Disclaimer to Customer Meeting with customer and TechOps staff Technical run through based on event “We strongly recommend participating in event walkthroughs and tech at least 5 business days before event to walkthrough, ensuring equipment rehearsals. This provides an opportunity to discuss event details, show discuss logistics. TechOps staff fills out functions properly for event support you how the technical equipment will perform, and work through any walkthrough form with support details. needs. issues that come up so they don’t happen during the event. If you do not want to participate in a walkthrough or rehearsal, or if changes to the event scope are added the day of the event, we’ll do our best to accom- modate but cannot guarantee there won’t be challenges. Please help us make your event as successful as possible!”

Initial contact Ensure with customer equipment, staff, Ask customer Live Support Request student worker to participate in to discuss coverage available event walkthrough details

Yes No

Conduct event Fill out Event walkthrough with customer and staff Email customer Walkthrough form. assigned to support at disclaimer Refer to form least five business days before the event

Email Event Customer agrees Walkthrough form with our outline of to customer and event support support staff

Yes No

Conduct another event walkthrough with Ask customer to customer and staff participate in tech assigned to support until rehearsals customer agrees.

Yes No

Conduct tech rehearsal at least Email customer three days before disclaimer event

Conduct tech rehearsal with Execute event Follow up with customer to customer on day of logistics ensure satisfaction event

OPERATIONS HANDBOOK — 110 Event Walkthrough Form

111 — TECHNICAL OPERATIONS EMS Reservations, Bookings, and Booking Details Other definitions that may be useful when scheduling rooms and resources for customers.

Reservations:the “who and what” of an event. Consists of one or more bookings

Bookings: the “where and when” of an event. Every booking belongs to a reservation

Booking Details: the resources, services, notes, activities, or room charges that are needed for an event.

Service Orders: System Administrators configure “buckets“ of details as “Categories” which streamlines the process of Activities, Attendees, and adding details to bookings Notes categories do not require an EMS Administrator to configure items

Categories: anything you might add to a booking Resource With Service Orders, Resource Without (Activities, Attendees, Service Orders, and Catering Catering, Notes, Resources categories do require EMS With Service Orders, Resources Without Service Administrator to create Orders) items under it

Event Timeline: contains event time (the time period during which the event takes place), setup and teardown hours, and the reserved time

OPERATIONS HANDBOOK — 112 EMS Reservation Using the Reservation Wizard How to use client version of scheduling system to reserve space for customers,

Use Reservation Wizard to check for available space and make a reservation for an event

Setting the Event Date: On the toolbar click the wizard icon. Input the date(s) you would like to reserve. Select an entire work week by clicking the blank space to the week, double click to select all 7 days of the week. To select all of a given day of the week for the month, click the day of the week, double click to select all of that day of the week that appears on the screen.

Setting the Event Time and Status: Select a time from the dropdown list for each field or manually enter the time in each field. To leave the default times your EMS administrator has assigned leave “Use Default” selected or to override these times clear “Use Default” and select Minutes or Hours and enter your new times. Select a status for the event.

Select Select Select “Standard” “Best Fit” “Specific Room”

Searching for a Standard Room: Leave Searching for a Specific Room: On the room Building set to “All” or select a building. Searching for a Best Fit Room: Leave Building selector dialog box select a room from the Specify a time zone, a room type, a floor set to “All” or select a building. Specify a list of all rooms or from a specified building, type, a setup type, setup count, and room time zone, a room type, a floor type, a setup click “next” If the room is available for the features for the event. Click “Next” and all type, setup count, and room features for single specified date, continue. If it is a rooms that fit your criteria are displayed. the event. Click “Next” and all rooms that fit multi- day event or room is not available for Select the room or CTRL-click to select your criteria are displayed. If a single room that day the available tab will open. Select multiple rooms that you wish to schedule is not available for all the dates select all the rooms you need to cover the dates of for the event. Click “move” to move the the rooms you need to fill the time for your your event and then click “move” to move rooms to the selected list and click “next” event. Click “move” to move the rooms to the rooms to the selected list and click to continue the selected list and click “next” to continue. “next” to continue.

Specify the information for the event, fill out all required fields then click “Finish”

113 — TECHNICAL OPERATIONS Virtual Event Management System (VEMS) User Guide How to use the online version event scheduling system to reserve space for customers.

To view the VEMS To make an events To make an online calendar: itinerary: space reservation:

Click “Reservations” and“Annenberg Room Under Browse click Under Browse click Reservation.” Under “Browse for space” “Browse for space” “When and Where” and “Setup Information” fill out all of the information

Click ”Find Space” You Click “Filter” in the will see a list of available top right corner Go to “Reports” rooms on the right and choose a date tab. under “Availability.” to browse Click “Location” to see a room’s features

Choose the building Find the room you would like to reserve you want to view Click “Setup Work and click “+” under from the drop down sheet” “Select” you can select list under “Facilities” more than one room.

You will be provided with an Click “Continue” or overview of all of the rooms and click “Details” to fill out Click “ASCJ Daily required information. scheduled reservations for those Itinerary” When you are done click events happening that day. “Submit”

To view your reservations click Set date range “View my requests” and to edit reservations click “edit reservation” and to cancel click “x”

A PDF itinerary will be generated

OPERATIONS HANDBOOK — 114

ROOM SCHEDULING

OPERATIONS HANDBOOK — 116 Room Scheduling Standard Operating Procedures The following is intended to provide a baseline understanding of the classroom scheduling services that are provided by the TechOps Team. There are three different groups of people involved with classroom scheduling: The ASCJ Classroom Scheduling Team, ASCJ Communication and Journalism Departments, and ASCJ Faculty. This document defines the roles and responsibilities of the Classroom Scheduling Team in detail. What We Do The Room Scheduling Team ensures our learning spaces are used as efficiently as possible for classes, meetings, and events, on an annual basis. Area of Specialization The Room Scheduling Team is proficient with the Scheduling and Information Services (SIS) database to view and edit course and class information, and also Event Management System (EMS), a room reservation system to place classes, meetings and events in the correct learning spaces. How We Do It The classroom scheduling process is an annual responsibility, and a staff member from our team is always communicating with department administrators, scheduling for Spring, Summer, and Fall semesters. Once the initial draft of the master course grid is done, it needs to be adjusted several times before details are complete. 3 weeks into the semester, the class schedule is finalized and classes cannot moveh, and at that point the event and meeting scheduler begins taking requests for events/meetings in classrooms, booking around classes. Documentation A request should be entered into the Zendesk system for any assistance provided by the TechOps team. We work to resolve requests and provide excellent communication:

117 — ROOM SCHEDULING Responsibilities The Room Scheduling Team responsibilities can be defined by working with department administrators, University scheduling, and faculty, staff, and students, placing them in the learning spaces best suited for their needs, for classes, meetings, and events.

Event Service Responsibilities Classroom Scheduling: Event and Meeting Scheduling: Work with Communication and Journalism Assist with event and meeting room requests, departments to schedule classes into scheduling in correct rooms. learning spaces. Provide access to ASCJ faculty, staff and View and update SIS database for changes. student organizations to Virtual Event Provide master course grids to Management System (VEMS) to book rooms. departments, deans and directors. Maintain the EMS database and coordinate Assist departments with textbook orders as fixes to technical issues. needed. Update the VEMS workflow process as Work with individual faculty on room needed. changes. Update team with itineraries, Assist with Blackboard issues, not technical communicating support details on a in nature. consistent basis. Update class signage as details change.

How Success is Measured Classroom Scheduling Resolution Time, Communication and The classroom scheduling process is treated Documentation like a project and not a service request, For all team members, fast and efficient so most of this scheduling process is not responses results in quick customer documented in Zendesk. The classroom communication. We want to minimize scheduler will be measured on how well unnecessary back-and-forth exchanges by they adhere to the course scheduling reading and answering requests carefully timeline outlined in this section, and how the while aiming to resolve the request as quickly Communication and Journalism departments as possible. Communication should be are satisfied with details and communication. provided by agent to customer within 1 hour of taking a ticket, and resolved as quickly Event and Meeting Scheduling as possible. Feedback will be provided by The event and meeting scheduler will the Centralized Operations Team and direct be assessed by how quickly spaces are supervisor. All service requests and as many reserved and communicated to customers, other tasks as possible should be documented documented through Zendesk. They will in Zendesk. also be assessed by whether or not the EMS system is functional at all times, allowing for room bookings. Finally, they will be subjectively assessed on whether the VEMS workflow customers use to book their own spaces are user friendly.

OPERATIONS HANDBOOK — 118 Annenberg Course Scheduling Timeline 2017

SPRING 2017 SUMMER 2017 FALL 2o17

2016 6th 2016 10th 2016 10th Departments begin Departments begin Departments begin Jun entering in data Sep entering in data Oct entering in data

2016 15th 2016 18th 2017 4th- Feb 23rd Departments provide Departments provide Email requests Jul complete courselist Nov complete courselist Jan to change course information 29th 23rd Departments complete Departments complete 5th data entry & room data entry & room Deadline to enter assignment begins assignment begins Courses of Interest 12th 2016 12th 2017 20th Departments provide Deadline to submit ASCJ scheduler provides complete course list Aug Courses of Interest form Jan course grid with classroom assignments 19th 15th ASCJ Scheduler provides ASCJ Scheduler draft of class list provides first draft of 1st master course grids 2017 Textbooks orders 30th Feb are due Final course grid is 19th provided and textbook Scheduler updates 3rd orders are due SIS & reserves off-site Course schedule sent to space if needed academic advisors 3rd 8th 2017 Course schedule sent 2016 15th Schedule sent to deans Feb to academic advisors ASCJ scheduler provides and directors for final Sep updated Master Course approval 23rd Grids Schedule sent to deans and 17th directors for final approval 21st Schdule of classes goes Schedule sent to live 27th deans and directors Departments request for final approval 27th section changes Departments request section changes 2016 5th 3rd 2016 Schedule of 2017 Curriculum deadline for Oct classes goes live 2017 6th Mar 2017-2018 addendum 10th Summer 2017 Mar Registration begins 6th Textbook orders are due Schedule of classes goes live 24th Spring 2017 2017 17th 27th Registration begins Classes begin Fall 2017 Registration May Begins

119 — ROOM SCHEDULING OPERATIONS HANDBOOK — 120

DIGITAL LOUNGE

OPERATIONS HANDBOOK — 122 Digital Lounge Standard Operating Procedures The following is intended to provide a baseline understanding of the role of the Creative Media Team (CMT), responsibilities and workflow process. The Creative Media Team interaction revolves around four different groups: The CMT, Annenberg students who access services provided, and faculty who help communicate services to students and provide feedback to the Digital Lounge team. This document defines the roles and responsibilities of the CMT team in detail.

What We Do The CMT manages the Annenberg Digital Lounge, which is a creative makerspace where ASCJ students can go to gain assistance and education with using different software for projects related to coursework. There are two broad services the CMT provides to accomplish this goal: Scheduling workshops and training sessions where students can learn software solutions in a classroom environment and receive certification, and a helpdesk where students can ask specific questions and receive guidance on how best to use software.

How We Do It Student workers provide the bulk of Digital Lounge support, opening/closing and manning the helpdesk, helping with specific questions from ASCJ students, and keeping the space tidy and looking professional. They are managed by two staff members. The workshops and training sessions are managed by the CMT staff members overseeing, along with uploading content to the CMT website. They have specific student workers who help with this process.

Documentation A request should be entered into the Zendesk system for any assistance provided by the TechOps team. We work to resolve requests and provide excellent communication: End-users submit tickets. They have questions, issues that need to be addressed and agents respond to them. These are our customers (faculty, students and staff). TechOps staff and student workers respond to customers and primarily solve tickets. TechOps staff and student workers should document new procedures in the internal knowledge base. It is “business-standard” to document each and every service request received and should be seen as a default job responsibility that is essential for the team to provide a narrative on services we offer.

Responsibilities The CMT responsibilities can be broken down into two main categories: The first is managing the Digital Lounge physical space with student workers and staff, allowing ASCJ students to come there for questions and to study. The second is educating and training students on different software solutions, through scheduling and promoting workshops on software programs that students use for curricular assignments (particularly Adobe programs) and updating content on the website.

123 — DIGITAL LOUNGE Area of Specialization The CMT specializes in graphic design and web production, supporting the Annenberg curriculum. They offer assistance in Adobe and Microsoft Office software, among others, showing students the best way to use different programs for course related work.

Digital Lounge Responsibilities

Schedule workshops each semester. Hire and train student workers for helpdesk support. Promote workshops to students. Monitor printer kiosk access for Workshops Maintain website and post relevant Digital ASCJ students only. and tutorials for students to access. Lounge Space Training Assist with software questions. Manage Adobe certification courses and supervise “test center.” General access issues. Meet with faculty and students on a Keep the space tidy. continual basis, ensuring workshops are in line with curriculum and benefit ASCJ students. Contribute tutorials to the website every semester.

How We Measure Success

Workshops and Training Digital Lounge Space CMT staff are expected to adhere to the planning Success will be measured subjectively by calendar outlined in this section for workshops, supervisors, looking at how professional and helpful ensuring they are scheduled and communicated you are to customers; make sure you address to faculty and students well in advance of questions in a courteous way, are attentive at all workshop dates. At least once a semester the times, and quickly address issues that come up. The CMT are expected to reach out to faculty to ensure helpdesk is expected to be staffed during all posted workshops they are teaching are in line with the open hours. You are also expected to keep the space curriculum, and adding value to what students are tidy. This will also be measured. learning in their classes.

Resolution Time, Communication and Documentation For all team members, fast and efficient responses results in quick customer communication. We want to minimize unnecessary back-and-forth exchanges by reading and answering requests carefully while aiming to resolve the request as quickly as possible. Communication should be provided by agent to customer within 1 hour of taking a ticket, and resolved as quickly as possible. Feedback will be provided by the Centralized Operations Team and direct supervisor. All service requests and as many other tasks as possible should be documented in Zendesk.

OPERATIONS HANDBOOK — 124 Digital Lounge Scheduling Process Timeline

First Week of May MARCH APRIL MAY JUNE Tease Fall Workshop Topics

PHASE 1: DATA ANALYSIS + WORKSHOP THEMES End of March Students Start Registering for Fall Semester classes PHASE 2: SCHEDULING FALL WORKSHOP CALENDAR Adobe Certification Fall Schedule Released Mid-April PHASE 3: EVENT PROMOTION + COORDINATION CMT Brainstorms Workshop Themes End of April SPRING SEMESTER Working Sessions with Stakeholders

JULY AUGUST SEPTEMBER OCTOBER End of July Finalize Workshop Calendar for Fall PHASE 1: DATA ANALYSIS + WORKSHOP THEMES Third Week of August Fall semester PHASE 2: SCHEDULING FALL WORKSHOP CALENDAR Adobe Certification Registration Begins

PHASE 3: EVENT PROMOTION + COORDINATION End of October Students Start Registering for Spring Semester classes FALL SEMESTER Working Sessions with Stakeholders Adobe Certification Spring Schedule Released

Mid-November NOVEMBER DECEMBER JANUARY FEBRUARY Tease Workshop Themes

PHASE 1 First Week of Dec Finalize Workshop Calendar PHASE 2: SCHEDULING FALL WORKSHOP CALENDAR Second Week of Jan Spring semester PHASE 3: EVENT PROMOTION + COORDINATION Adobe Certification Registration Begins

FALL SEMESTER SPRING SEMESTER

125 — DIGITAL LOUNGE Digital Lounge Scheduling Process

Data Analysis + Workshop Themes For Phase 1, out team will be implementing data analysis and meetings with stakeholders every semester, The purpose is to help us make informed decisions about what we’re offering as part of our workshop calendar and best align with curricular needs. In the ever-changing landscape of digital media, it’s also important that we adjust and pivot our offerings every semester to best hep our students stay ahead of the curve. Phase 1 will take place between March and May for the Fall semester and between September and November for the Spring semester. During the phase, we will review the following:

PHASE 1 Overall Historical Workshop Data: By looking at past workshop data, we can assess if we want to revisit a workshop due to its increased relevance or if it could be elaborated upon further. Attendance + Success of Workshops From Previous Semester: We will evaluate the success of workshops from the past semester, which may provide the data to do a workshop again or turn it into a series of workshops. Syllabi Report + Analysis: We will review course syllabi to extract and decipher the tools and/or software that Annenberg professors are utilizing in their courses, so we can better understand the technology needs of the Annenberg school as a whole. Surveying Students: We will launch a survey asking our students what they specifically want to see offered. The survey will be a simple Qualtrics survey requesting feedback with the incentive of a $25 gift card to increase the number of responses received. The survey will be distributed through social media channels and through our newsletter. Stakeholder Working Sessions: We will host working sessions with faculty and key players (including Curriculum Directors and Student Affairs) to make requests for topics or workshops and provide further insight on technology and software needs that may have been missed in the syllabi report. Our team will present a list of proposed workshop themes and drafts of possible workshops (determined by the data analysis) as a starting point for the conversation. To brainstorm, the team will ask faculty to talk about their courses and what tools/softwares they plan to incorporate. Each one will be categorized within our Service Portfolio. To make the sessions interactive, we will use post-it notes to place tools/softwares/ideas onto a board with our proposed workshops as guidance. Once themes are finalized, workshop themes will be teased before the semester ends - first week of May and first week of December, for Fall and Spring respectively. We will create a flyer and email out a newsletter with a call-to-action for students to follow our website and social media channels for updates. *Note: By the end of March/October (prior to data analysis), we will also finalize the Adobe Certification Course schedule for the following semester to coincide with the start of class registrations. This will help students plan their schedules around taking a course. However, registration will take place at the beginning of the semester to allow incoming freshman and spring admits to sign up for the courses.

OPERATIONS HANDBOOK — 126 Data Analysis + Workshop Themes For Phase 2, our team will start reaching out to trainers and contacts to schedule workshops. It will be key to create and foster relationships with the Annenberg alumni network, faculty allies and vendors. For workshops within the skillset or interest of the CMT, possible training for staff will be assessed over the summer in order to teach the workshop internally. This will depend on summer project load and will be reviewed at the end of the Spring semester. Fall scheduling will take place between May and July. The finalized Fall workshop calendar must be completed by the end of July. Spring scheduling will take place

PHASE 2 from July to November. Since Spring scheduling happens during the semester, some themes will need to be decided early on; data analysis and additional stakeholder sessions will come in October to supplement the direction. The finalized Spring workshop calendar must be complete by Mid-November and before Thanksgiving Break. On-Boarding Protocol for Trainers: Determine Workshop Title + Description: We will work with the trainer to create a title and fine tune the description for the workshop. We will also discuss format and additional equipment that may be needed. Finalize Date + Time: Workshops will take place Monday through Thursday with a variety of times. If possible, we will host more than one session in order to accom- modate student’s schedules. Time should account for parking and set-up. Syllabi Report + Analysis: Course syllabi will be reviewed to decipher what tools and/or software Annenberg professors are utilizing in courses to better understand the technology needs of the school. Supplier Portal: Once everything is finalized, the instructor will need to be invited to apply as a vendor through the USC Supplier Portal in order to process payment when the sessions are over. The case rate will be $80-$100 an hour.

Pass On Information to Content Creation Team: Segwaying into phase 3, we will pass on workshop details as they are finalized. This will give the team time to brainstorm promotion strategy and create content before the semester starts.

Event Promotion + Coordination Once workshop calendars are finalized, the team will fully launch into event coordination and promotion. A workshop calendar flyer will be created to be distributed via our newsletter, website and social media channels. Students will be encouraged to RSVP as a call-to-action. Event promotion will include, but not limited to: flyers, social media posts, digital signage, creative video spots, showcasing student work, etc. The student team will adapt this every semester and meet weekly to ensure we are actively engaging students. Please see our PR and Social Media Strategy for more information. PHASE 3 Event coordination includes handling RSVPs, sign-in sheets, recording and documenting the workshop and set-up with instructor. After the event, the team must collect the sign-in sheet, record the data and upload the recording to the website. The data collection will feed back into Phase 1 and the process restarts each semester.

127 — DIGITAL LOUNGE Student Work Instructions for Digital Lounge Introduction Welcome to the team! The Annenberg Digital Lounge (ANN 301) is a creative makerspace located in the Wallis Anmenberg Hall building, where students can create, experiment, learn and play. As a Media Support Specialist stationed at the Paul Richardson Student Helpdesk, you will provide on-site support for Annenberg students, staff and faculty. Support includes helping with technical questions, software troubleshooting, printing questions and general questions. Customer service is very important.

Daily Procedures Opening Shift: Closing Shift: Prop open double doors. Give students in the Digital Lounge a 10-minute Turn on TV screens behind the helpdesk. warning before closing. Turn on iMacs. Launch LiveChat. Turn off Printer Lights. Play music from Spotify. Turn off TV screens behind the helpdesk. Turn on lights in the Printer Room. Sign out of all accounts and turn off iMacs. Respond to requests for equipment quickly and Turn on lights in the Printer Room. efficiently.Walk through the space. Make sure it Walk around the space, push in the chairs, pick looks tidy, blinds are up and whiteboard TVs are up any trash and make sure there are no major on Airplay mode. disasters! Check website calendar for list of events. Check Make sure ANN 301D is locked - use Lock Box to see if any pending tickets are in LiveChat. keys if not. Take out charged iPads to fill our Zendesk tickets. Put away iPads and make sure they are charging. During Shift: Keep an eye on LiveChat and answer questions as needed. Greet people as they come in and ask if they need help. Pay extra attention to tours and Answer all questions to the best of your suits. ability. Walk around the space every 30 minutes or so. Work on any projects assigned to you on Keep the helpdesk area tidy as possible. Basecamp.

Printer Policy Only Annenberg majors, minors or those taking a class can use the printers located in the Digital Lounge and TechOps office (L103). Students are allowed to print a maximum of 25 pages. We do not offer color printing. If students require color printing, they can go to the libraries. If the printer is out of paper, visit L103 to grab more. Students must present their ID with an “A” sticker to use our printing station. If they do not have a sticker, we can check their status in the Directory or have them show their STARS report to prove their Annenberg status and give them a sticker. Pleas be aware of what’s going on at all times at the station and make no exceptions for non-Annenberg students. Encourage a printing queue at the couches if there is a line.

OPERATIONS HANDBOOK — 128 Digital Lounge Space and Event Policy The general space is open and first come, first serve. Areas cannot be reserved. If someone inquires about events, they can contact Erika. However, we currently do not accept outside events in our space or in the Instructional Media Lab unless it is a co-sponsored event with the Digital Lounge or event related to our mission. We expect staff to walk through the space every 30 minutes to make sure everything is in order and the space looks tidy. At the end of the day, staff are expected to push in all chairs and ensure that all blinds are up and all trash is picked up. Our hours are Monday - Thursday: 9AM - 10PM and Fridays: 9AM - 5PM

Creative Cloud Access All current Anneberg majors, minors or those taking an Annenberg class during the current semester have access to the Adobe Creative Cloud suite. They should have received an invitation upon admittance in their USC inbox. If they cannot find the invitation, they can fill our the form located on our website at www.annenbergdl.ord/adobe.

Adobe Certification Courses Policy Every semester, Adobe Certification Courses are offered in Photoshop, Illustrator, Premiere and InDesign. Dates and times will be released at the end of the semester for the following semester. Sign-ups will take place during the first 2-weeks of that semester to allow incoming students the ability to sign up. Courses are for current Anneberg majors, minors or those taking an Annenberg class during the current semester. At this time, courses are not offered for alumni, staff, faculty or non-Annenberg students. There are 10-week courses that meet for 2-hours each week with a certification exam at the end. They must be able to commit to the entire course. To pass the exam, students need to pass with a 700 out of 1000. By signing up for the course, students agree to attend all class sessions, purchase the required textbook and take the exam at the end of the course.

Software Troubleshooting Guide 1 Assist students, staff and faculty to the best of your ability. Google issues when possible. 2 Log the ticket in Zendesk as the customer is being helped and make sure to get the accurate information! 3 If you do not know the software, please direct them to another helpdesk staffer or talk to Erika/Justin if around. 4 It is never expeced to sit down with a customer and teach them software or do homework for them. Show the student how to do it and let them replicate the steps. Generally, do not spend more than 30 minutes with them. 5 Customers can always be directed toward the website and Lynda.com for additional resources.

Website Staff will be expected to contribute tutorials to the website every semester. Refer to website manual.

Absences and Shift Coverage Shift coverage will be handled through Basecamp. Post a message at least 72 hours before the day coverag3e is needed. If coverage isn’t found, Call Erika at (949)306-5972 at least 24 hours in advance. If absence is not notified, late arrivals to shifts or work attire is not worn, a strike will be received. After three, termination will follow.

129 — DIGITAL LOUNGE General Annenberg Information The Digital Lounge is located in Wallis Annenberg Hall, ANN 301. The Media Center is located on the first floor of ANN. Our flagship building (ASC) is located across from Heritage Hall and next to the PED building. ASC houses Academic Advisement (first floor of the Easy Lobby). Any inquiries about classes or admission to Annenberg can be directed to this office.

Zendesk Guide 1 On the iPad, open the Zendesk app (bottom right in the dock). 2 From the home screen, hit the Menu button on the top left. 3 Start a new ticket with the pen/paper icon on the bottom left. 4 Select “Genius Bar” from the Macros menu on the top left. 5 This will change the form to the Digital Lounge version. This is important, otherwise the form will not archive to the database correctly. 6 Now the following information is needed to submit a ticket: Description: what’s their question, steps taken to help them, any other issues, etc. Requester: remember to “Add New User” if it’s their first time (Name and Email) Digital Lounge Affiliation: Undergrad, Grad or Faculty/Staff Student’s Program: Comm, Jour, PR, Comm Mgmt, etc. Software: Photoshop, Premiere, Audition, Illustrator, etc. Time Spent: minutes When finished, hit Submit on the top right.

OPERATIONS HANDBOOK — 130

BUDGET

OPERATIONS HANDBOOK — 132 Budget Standard Operating Procedures The following is intended to provide an understanding of budget processing, reconciliation and forecasting for the TechOps Department. It relies on four groups: Vendors who provide goods/services that the school pays for, the TechOps staff who process payment, the ASCJ Finance Office who offer guidance and assistance and USC Purchasing that generates checks for vendors and sets USC budget rules and regulations. What We Do Certain members of the TechOps staff have the access and approval to pay vendors for goods/services, through various payment methods and using correct account numbers and object codes. How We Do It Transaction processing is completed by several staff members in the TechOps department, that have different levels of approval for purchases. Procards are credit cards that can be used to purchase equipment under $500 to keep the operations running. Travel cards can be used for conferences and other travel expenses. Internal requisitions are used as a form of checks for goods/services provided by another USC entity. Internal billing requisitions can be used to pay Facilities Management Services for chargeable expenses (installations, painting, etc.). Purchase orders are normally used to pay outside vendors for goods/services, especially for large transactions. Documentation Each financial transaction that is made should be entered into the budget tracking system. This allows expenses to be monitored and accurate forecasts produced. It is “business-standard” to document each and every service request received and should be seen as a default job responsibility that is essential for the team to provide a narrative on services we offer. Responsibilities Budget Administration responsibilities can be broken down into two main categories. First, is processing transactions for goods/services provided by outside entities and ensuring vendors are paid for their services. Second, is providing accurate forecasts and expense breakdowns so the school can accurately predict costs each year, and reconcile any issues outside of general transactions. 1 Processing Transactions 2 Forecasts and Reconcilation Receive cost estimates before work is Provide accurate forecasts to the school committed to. on annual expenses. If over $500 and is not pre-approved, Break expenses down into categories, check with supervisor before processing. providing insight into services. Update budget spreadsheet. Reconcile any budget issues that fall outside Ensure vendor is vendor is paid after work of general transactions. is performed. Close purchase orders with remaining balances that will not be used.

133 — BUDGET How Success is Measured Processing Transactions Resolution Time, Communication and No work should be performed without Documentation following the workflow outlined in this section. For all team members, fast and efficient Work should never be committed to without responses results in quick customer receiving an official cost estimate, and communication. We want to minimize ensuring the vendor is in the USC system and unnecessary back-and-forth exchanges by the work has been approved by the supervisor, reading and answering requests carefully while when appropriate. Failure to do so may result aiming to resolve the request as quickly as in the Operations Director and Finance Office possible. Communication should be provided becoming involved. by TechOps staff to vendor and resolved as quickly as possible. Feedback will be provided Forecasts and Reconciliation by the Centralized Operations Team and This will be assessed subjectively by direct direct supervisor. All transactions should be supervisor. Forecasts should generally be documented in the budget spreadsheet on provided within 24 hours of a supervisor Front Office Magic. asking for it, and each June purchase orders with remaining balances that aren’t being used should be

OPERATIONS HANDBOOK — 134 Budget Processing Instructions General processing instructions for services that cost operating funds.

Is vendor providing goods/services Request that costs operating money approved by USC purchasing?

Yes No

Does it cost more Can an approved Yes vendor do the work than $1,000? instead?

Yes No

Outside vendor, USC staff or USC Goods/services to faculty? maintain regular operations and preapproved in annual forecast?

Yes No USC Faculty Outside Vendor USC Staff

Process transaction, update budget spreadsheet Work with faculty’s Fill out New Supplier Fill out home department Registration form Department to update contract Authorization Receive approval to include service on eMarket (Refer Form (Refer to from supervisor provided to form) form)

Does it cost more than $5,00o or more?

Yes No

Fill out Sole Source Process transaction, doc and Professional update budget spreadsheet Services Agreement (if providing a service) Forms on eMarket

135 — BUDGET Purchase Order Instructions How to find and use purchase order forms on eMarket purchasing system.

Ensure browser settings allow pop-up windows and go to the USC eMarket homepage. Follow one of the following three methods to find forms.

Forms Showcase: Below the goods and services programs showcase Shopping Cart: Hover over Go To Navigation Bar: The on the USC eMarket shopping page the shopping cart icon in the complete list of forms can be is a showcase containing links to left navigation bar. Under the accessed by clicking on “forms” frequently used forms. (Does not shopping menu click in the Go to: navigation bar on provide comprehensive list of all “View F o r m s. ” the USC eMarket shopping page. forms)

Hover over the name of a form and click the information icon to display a tooltip explanation of the form. Click the sticker to open it On the “View Forms” page select “USC General Forms” under the “shared” folder. Access any form by clicking on the “View Form” button

Complete the content section of the form in the right hand panel. Required fields are in bold

Available Actions Defined: Add and go to Cart- Adds the form to the active cart. The active cart page will be displayed. Add to Cart and Return- Adds the form to the active cart. Returns to the form page with the previously selected vendor but all other fields reset to blank. To add a form to a cart: Use the Add to Cart- Adds the form to the active cart. Returns to the form available actions pull- down list, page without any changes. This option eliminates redundant data select on of the options in Available entry by using the existing form data as a template. actions and click go to complete an Add to Draft Cart or Pending PR/PO- Adds the form to a draft cart or action on the form or click close to pending requisition. Opens up a pop-up window with a list of valid cancel it. carts and requisitions. When complete returns to form page without any changes. Add to Favorites- Adds the form as a favorite, opens a pop-up window where you can select the personal folder and name of the form. When complete returns to the previous page. Add to New Cart- Adds the form to a new cart. Active cart page will be displayed.

Click “View Cart Details” and verify information is accurate. Add account number and click “Submit Requisition to process or “Assign Cart” if you need to assign cart to someone else to approve

OPERATIONS HANDBOOK — 136 USC eMarket Forms Showing the different forms available on eMarket for purchase orders and when they should be used.

After-The-Fact Use to request payment for an invoice that does not have a purchase order. NOT Carpet Installation Request Change Order Request to be used for catalog suppliers, contract Use for carpet installation projects. Use to request specific changes to suppliers, independent contractors Attach installer cost, installation a purchase order. This form will be or professional services. Justification and specification documentation to routed to Purchasing for processing. must indicate why proper purchasing this form. procedures were not followed.

Construction Services Request Controlled Substances Request Group Room Block (Hotels Only) Use for construction services. (Research Only) Use to pay a hotel (contracted or Attach construction services bid, Use to request purchase of a controlled non- contracted) for a group room cost, specification and contract substance. block. This includes deposits and final documentation to this form. invoices for a group room block.

Independent Contractor Maintenance/Service Agreements Non-Catalog (General) Service Request Use to engage suppliers who Use to requisition goods and services which are not available from a catalog. Use for doing business with an provide maintenance and service Note: Printing/Mailing service requests independent contractor. on university equipment. should be submitted to this form.

Non-Catalog (Services) Use to requisition goods and services Painting Service Request which are not available from a catalog Off-Campus Events Use for painting services. Attach and expect to pay for this purchase in Use for all off-campus events, painting services cost and installments or via multiple invoices. This including hotel catering. specification documentation to will facilitate the receiving and invoicing this form. processes.

Professional Services Request Photographer/Videographer Use to request services from Agreement companies. DO NOT use this form for Promotional Items Use to request services from a printing/mailing services (Non-catalog Use to request promotional photographer or videographer. form) or Independent contractors products from licensed vendors. (Independent contractor form).

Standing Purchase Order Request Use for the purchase of goods or Subcontract Change Order Request services to be delivered at a consistent, Subcontract from USC Purchasing Services specified time not to exceed the Use to specify new or updated Use to request specific changes to a requested dollar amount. SPOs are scope, period of performance, and subaward. This form will be routed to typically set up for periods ranging from funding for any subcontract. the department of contracts and grants 3 to 12 months. Funds are encumbered for processing an amendment to the when the SPO is created. subaward.

Travel Purchase Order Use this form to engage Xerox Use to direct bill all airfare, hotel, and Trojan Temps (Temporary Services) Business Services for copier rental rental car reservations made through one Use for temporary staffing with the and maintenance agreements. Use of USC’s contracted travel agencies. Guidant group. a non- catalog formfor Xerox copier purchases.

137 — BUDGET Departmental Pay Authorization Form

Journalism Faculty Staff DEPARTMENTAL PAY AUTHORIZATION Please utilize this form for Annenberg School Comm. Dean's Office Other School

$0.00 TITLE PART-FULL FACULTY/STAFF EMPLOYEE NUMBER 1/9th 2/9ths $ - $ - COURSE HOME DEPARTMENT NAME ORIGINATING PROGRAM NAME ORIG. PROGRAM PHONE EXT.

# UNITS TERM HOME DEPARTMENT CAMPUS ADDRESS ORIGINATING DEPARTMENT ADDRESS DATE

Completed by HDC: EARN OBJECT ACCOUNT START DATE END DATE MONTHLY NUMBER OF TOTAL IRREG TOTAL AMOUNT LINE CODE NUMBER MM/DD/YY MM/DD/YY RATE TO PAY PAYMENTS AMOUNT TO PAY TO PAY

$ -

$ - $ -

$ - $ - Grand Monthly Total $ - PAY DESCRIPTION (REQUIRED) APPROVAL SIGNATURES REQUIRED Fall Spring FACULTY/STAFF: DATE COMMENTS COMMENTS TOTALS Setup $ - SUPERVISOR: DATE Change $ -

Account $ - CONTRACTS & GRANTS (if applicable): DATE

On-Load $ ------DIRECTOR: DATE Summer Research Salary Overload $ -

* Comments/Special instructions ASSOCIATE DEAN OF FINANCE: DATE

* Associate Dean Approval required JUSTIFICATION REQUIRED, ATTACH SEPARATE SHEET IF NECESSARY * DEAN: DATE * Buy-Out $ - * Over-Load $ - $ - Willow Bay

OPERATIONS HANDBOOK — 138 Internal Billing Requisition Instructions Use when a facilities service request requires payment to Facilities Management System (FMS).

Go to www.usc.edu/kuali Click the Kuali login link and login using your USC NetID andpassword

Internal Billing Details tab: in the contact information section, fill out the Principal Name field with the When the Financial username of the person who should be contacted Main Menu page is When the IBR form about the requisition. Complete the Internal Billing displayed, click “Internal displays, complete the Details section by filling in the Service Center Billing Requisition” fields marked with (*) and Number field with the ID number that identifies the under the Financial type a brief description service center you wish to see your requisition. In Processing heading in the of the requisition in the the Requisition Type Code dropdown select “One Transactions section. “Document” Time Only” or “Blanket” depending on the ongoing nature of your order. Select the Approved Overage percentage from the drop down list. Fill in the department due date.

Requisition tab; accounting Use the Service Details tab to enter lines>Encumbrance section: fill in more details about your request. It is Account Number field with the account not required but if you wish to enter number (no dashes). Enter the object information fill out the description code, the amount field, type a brief field, quantity field, UoM field is filled description of your request in the Line with an abbreviation for the unit of Description field, click “add” in the measurement, the item cost field, and Actions column to add an accounting click “add” in the Actions column to add line entry. You may add multiple new a new row of details accounting fields

Complete the Notes and Attachments tab (not required): To send a courtesy FYI notification click “Show” to reveal the fields. to someone complete the Ad Hoc Thype comments in the Note Text Recipients tab: select FYI from box. Add attachments using the the Action Requested drop down, “Browse” button. To save notes and enter the user ID of the person to files click the “add” button send it to, and click “add”

Click “Submit” when you have completed the document.

139 — BUDGET Budget Forecast for Fiscal Year 2018

EXPENSE CATEGORY LINE ITEM CODE FORECAST

Materials and Supplies 15000

Portable Equipment Replacement/Repair $5,000.00 AV Infrastructure Replacement/Repair $25,000.00 Classroom & Event Support Misc. Supplies $7,500.00 (12-3701-1003) Professional Services 15400

Event Logistics & Support $25,000.00 Consulting/Engineering Services $10,000.00 Christie Media Wall Support Contract $5,400.00 Budget Total $77,900.00

Materials and Supplies 15000 Misc. Supplies $4,000.00

Digital Lounge Professional Services 15400 (12-3701-1002) Software Trainers/Consultants $15,000.00 Web Administration $20,000.00 Story Space Hosting and Storage $2,100.00 Story Space Archive $1,000.00 ascjweb.com Hosting and Storage $1,300.00 Certiport (Adobe Certification) $4,700.00 Adobe Trainers (Adobe Certification) $12,000.00 Budget Total $60,100.00

Materials and Supplies 15000

TechOps Office Supplies $10,000.00 Facilities Misc. Supplies $5,000.00 Facilities Operations Facilities Equipment Replacement $5,000.00 (12-3701-1004) Professional Services 15400

Facilities Maintenance $40,000.00 Ergonomics/ Envio Health & Safety $10,000.00 Additional Painting Services $40,000.00 Plant Medic $16,000.00 Additional Cleaning Services $15,000.00

OPERATIONS HANDBOOK — 140 Travel Expenditures 18000 Department Travel (Fac/Operations) $6,000.00 Department Travel (IT) $1,500.00 Department Travel (MMP) $3,000.00 Department Travel (C&E) $1,500.00 Department Travel (DL) $2,500.00

Training Expenditures 15110 Department Training (Fac/Operations) $2,500.00 Department Training (IT) $5,500.00 Department Training (MMP) $2,500.00 Department Training (C&E) $5,000.00 Department Training (DL) $2,500.00

Department Events/Programs 15101 Department Events/Programs $10,000.00

ANN Rent 20200 O & M University Services $813,000.00

Budget Total $996,500.00

Student Workers 14710

Class/Event Support Student Workers $20,000.00 Digital Lounge Student Workers $25,000.00 Information Facilities Operations Student Workers $75,000.00 Technology (12-3701-1000) Information Technology Student Workers $8,000.00 Equipment Room Student Workers $20,000.00 Media Center Student Workers $10,000.00 TechOps Administrative Support $15,000.00

Professional Services 15400

USC Cable Charges $8,000.00 Professional Services/Consulting $7,500.00 EMS License $2,500.00 Avamar Data Domain $22,000.00 Disaster Recovery IAAS $7,200.00 Xtreme IO $36,000,000 DirecTV $8,000.00 Zendesk (Operations) $29,780.00 Creative Cloud $209,000.00 Xerox - Annual Lease $80,000.00 Xerox - Color Overage Charge $32,000.00 VmWare License Agreement $22,000.00 MS Desktop Education w/Enterprise $23,000.00

141 — BUDGET Lab Imaging (Classroom Systems, etc) $7,500.00 Academic Software (TopHat) $4,200.00 TrendMicro Server Anti-Virus $4,300.00 Apple RDP $500.00 Secret Server/Password Reset $1,600.00 Smart Deploy support renewal/new licenses $3,200.00 Heat software support renewal $4,000.00 Hyenia software renewal $500.00 Apple Select OS Support $4,800.00 WebHelpDesk $1,200.00 IT Software Tools $1,000.00 ippatrol $150.00 Acquia Hosting Contract $44,000.00 Kaltura Hosting $19,500.00 Additional Web Hosting $33,000.00 Syncplicity $3,800.00 Adobe Connect $800.00 Kemp Load Balancer Support Contract $1,500.00 Other Warranty Renewals $3,300.00

Equipment 17000

Equipment $20,000.00

Travel Expenditures 18000

Travel Expenses $7,200.00

Materials and Supplies 15000 Staff Computer Refresh $50,000.00 Faculty Computer Refresh $80,000.00 Miscellaneous IT Supplies $10,000.00 Cables/Components $10,000.00 Replacement/Components $20,000.00 Toner $45,000.00

Telecomm 15400

Telephone Usage $5,000.00 Telephone Equipment $43,500.00 TCC Charges $362,498.00 Ethernet Installation $10,000.00 Celluar Services $46,000.00

Budget Total $1,467,778.000

OPERATIONS HANDBOOK — 142 Professional Services 15400

Isilon Support Contract $100,000.00 ASG Managed Service Contract $153,000.00 Multimedia The Switch MSA $15,000.00 Technology (12-3701-1001) Arista Switches $9,612.00 Fortinet Firewall $15,014.00 Primestream Corporation $65,000.00 Integration Maintenance/Consulting $20,000.00 Cisco Servers $3,890.46 Red Hat Software Renewal $700.00 Elemental Annual Support $4,600.00 Digital Rapids $2,500.00 Avid iNews $4,500.00 Rangecast $2,942.00 Enco (Newsboss) $5,376.00 Clearcomm $1,300.00 TV One $4,000.00 AP Graphicsbank $5,460.00 AP NewsPower and NewsWire $7,200.00 TVU Remote Broadcast $2,640.00 City News Service $12,000.00 AP Photo Service $5,000.00 NewTek Protek Coverage $2,574.46 Advanced Systems Group $46,000.00 Telemetrics $8,400.00 Miranda $8,700.00 Ross Vision Switcher $4,900.00 Wheatstone $4,500.00 Ross Prime Overdrive $24,000.00

Materials and Supplies 15000 MC Infrastructure Replacement/Repair $20,000.00 MC Portable Equipment Replacement/Repair $5,000.00 MC General Supplies $5,000.00 ER Portable Equipment Replacement/Repair $15,000.00 ER Cables/Connectors $1,000.00 ER Miscellaneous Office Supplies $5,000.00 ER Batteries/Components $7,500.00 Budget Total $597,308.92

143 — BUDGET Supplies 15000

Portable Equipment Replacement/Repair $20,000.00 Equipment 17000 Impact (12-3701-1005) Event Logistics & Support $10,000.00

Budget Total $30,000.00

Supplies 15000 General Project Supplies $300,000.00

Trust Budget Total $300,000.00 (12-3725-1000)

Grand Total $3,529,586.92

OPERATIONS HANDBOOK — 144

HEALTH AND SAFETY

OPERATIONS HANDBOOK — 146 Emergency Response

Report any immediate crisis to USC Department of Public Safety at (213) 740-4321.

Although the USC Department NORRIS of Public Safety’s (DPS) BING CINEMA THEATRE emergency line, (213) 740-4321, should be the primary contact for an immediate crisis, we provide assistance through the ANNENBERG SCHOOL FOR COMMUNICATION AND JOURNALISM (ASC) Annenberg Building Emergency Response Team (BERT). Composed of staff trained to PHYSICAL assist in certain situations, EDUCATION BERT works in conjunction BOVARD with Fire Life Safety and DPS CROMWELL FIELD ASSOCIATES PARK AUDITORIUM to coordinate and implement emergency procedures. Members of BERT are CPR, First-Aid and Automatic External Defibrillator (AED) certified. We also maintain AED WALLIS USC machines in ANN L103 and ANNENBERG BOOKSTORE HALL (ANN) ASC 124, and food and water rations and First-Aid supplies

TUDOR CENTER are stored in ASC 124.

Power Outage Civil Unrest If power is not recovered and the room does Unless otherwise instructed by DPS or the not have sufficient lighting, gather personal Los Angeles Police Department (LAPD), do belongings. Exit the building or go to a well-lit not leave the building or attempt to leave location and await further instructions. campus. Do NOT confront perpetrators.

Earthquake Fire Drop, cover and hold under a table or a desk Move away from immediate danger and while avoiding windows and protecting your activate the nearest fire alarm. If trapped head and neck from falling objects or furniture. inside a room, close as many doors as After shaking stops, check for any potential possible between you and the fire, wedging injuries but do not move any injured individual a cloth along the bottom of the door to unless they are in danger. In case of structural minimize smoke. Open available windows damage, evacuate the building. for a fresh air supply.

147 — HEALTH AND SAFETY Emergency Notification Protocol

Employee Responsibility 1 Call DPS UPC (213) 740-4321; HSC (323) 442-1000. 2 Call EH&S (323) 442-2200. Injury 3 Notify your supervisor and HR Partner. 4 Follow further instructions on the Workers’ Compensation website (http://benefits.usc.edu/timeoff/workers-comp/). Supervisor Responsibility All employers in the State of California are required to immediately report any serious injury, serious illness, or death of employee, occurring in a place of their employment, or in connection with their employment. This means you must call as soon as practically possible, but no longer than 8 hours after you learn about the death or serious injury or illness. Serious injury or illness refers to any work-related injury or illness which requires inpatient hospitalization for a period greater than 24 hours or in which an employee suffers a loss of any member of the body or suffers any serious degree of permanent disfigurement.

Employers who fail to report serious occupational injury or illness within the required 8-hour window are subject to an automatic $5,000 penalty. It is critical that all USC Supervisors and HR Partners immediately report any serious workplace injury or illness directly to the USC Office of Environmental Health & Safety so they can notify the local Cal/OSHA district office.

1 Supervisors and HR Partners: Contact Workers’ Compensation : (213) 740-6205 and EH&S (323) 442-2200 immediately. 2 Fill out the Manager’s Incident Report (for USC employees). 3 Fill out Volunteer Injury or Illness Report (for non- USC volunteers). Where to Seek Treatment Visit the Workers’ Compensation web page for a list of medical facilities to treat non- threatening injuries.

Employee Responsibility 1 Call DPS UPC (213) 740-4321; HSC (323) 442-1000. 2 Give your name and call back number. Incident 3 Provide the location of the emergency (Campus, Building name and room number). 4 Explain the emergency (Injury, Fire, Chemical/Biological/Radioactive spill, Personal threat, Theft, etc). Give as much detail as possible including the name(s) of the injured.

OPERATIONS HANDBOOK — 148 Ergonomic Evaluation Instructions How the University and TechOps process works to request an ergonomic evaluation.

Go to https://srm.usc.edu/ rmcsapps/ergoselfevalsys and type in your USCNet ID and password.

When you reach the system’s main page you can start a new survey, search for previous surveys, and review surveyresults. The users guide is also available on the right side of the page

When you click the start new survey button you will see a questionnaire; fill this out completely and click submit

The system will evaluate your answers, return suggested adjustments, and email these results to you. You will not be able to take another survey within the next 8 hours.

After 8 hours from your last completed survey, the start new If you wish to request survey button will be accessible a visit based on your again. most recent survey you can click on the request visit button

After confirming your visit request, an ergonomic TechOps department staff will specialist will schedule an contact you to review, report, evaluation with you and and assist draft a report with their recommendations

149 — HEALTH AND SAFETY Standard Ergonomic Equipment Reference guide when purchasing ergonomic equipment for faculty and staff.

Steelcase Black Leap Chair – Order from Stackable Monitor Riser by Compucessory 1 Tangram Interiors 5 – Order from Amazon The flexible backrest ensures that the back Cost: $25 is always fully supported. The separate upper and lower back controls can be adjusted to provide full support to any user. Microsoft Natural Wireless Ergonomic Cost: $691 6 Desktop 7000 With Mouse Advanced Ergonomic Design promotes 2 Humanscale Keyboard Tray with Mouse a more natural hand, wrist, and forearm Tray and Wrist Rest (MFG #5G90011RF) – position for greater comfort. System Order from Humanscale Requirements - Windows Vista, Windows XP Intuitive height adjustment that requires Professional, Home, Media Center Edition no locks, levers or controls. Dial-a-tilt Cost: $120 positioning that allows you to type at the angle most comfortable for you Cost: $205 Belkin F8E2672 WaveRest Gel Mouse Pad 7 (Black) – Order from Amazon Humanscale Footrest (Item #FM300) – Gives wrists plenty of ergonomic support 3 Order from Amazon through a wave design that permits natural Friction angle adjustment for easy hand and wrist movements. The gel cushion positioning to provide support for lower contours to fit the curve of wrists and back. provides support. Cost: $130 Cost: $10

Humanscale Keyboard Tray with Mouse Kensington 64338 Comfort Type USB 4 Tray and Wrist Rest (MFG #5G90011RF) – 8 Keyboard (PC/Mac) Order from Humanscale Angled type keys for comfortable, relaxed Places documents between monitor and wrist position and light action for easy touch keyboard for optimal ergonomic viewing typing. Standard size uses less desk space range. Promotes neutral posture and helps than split-style keyboards. reduce awkward neck and eye movements. Offers six separate angle adjustments from Cost: $15.78 75° to 25° incline.

Cost: $40

OPERATIONS HANDBOOK — 150

PHONE DIRECTORY

OPERATIONS HANDBOOK — 152 USC Annenberg School for Communication and Journalism Faculty and Staff Directory

Admissions Communication ASC 305 Dean’s Suite ANN 402 Journalism ASC 303 ASC 140 T: (213)740-3951 T:(213) 740-6180 T:(213) 740-3914 T:(213) 821-0770 F: (213) 740-3913 F:(213) 740-3772 F:(213) 740-8624 F:(213) 740-1933 [email protected] [email protected] [email protected] [email protected]

Student Services Annenberg TechOps Kerckhoff Annenberg The Norman Lear Center ASC 140 ASC 124 & ANN L103 Research Park (NLC) T:(213) 740-0900 T:(213) 740-5297 734 West Adams Blvd. 8383 Wilshire Blvd., Suite 650 F:(213) 740-8036 [email protected] Los Angeles, CA 90089 Mail code-2410 Tel: 213 743-2520 Beverly Hills, CA 90211 Tel 323-782-3311 Fax 323-782-3320

Contact Name Number E-mail Office/Depart. Contact Name Number E-mail Office/Depart.

Abrahamson, Alan (213) 821-5398 [email protected] ASC G21D/J Boswell, Megan (323) 557- 1085 [email protected] ASC G21D/J

Aguilar, Amara (213) 821-1132 [email protected] ANN 310E/J Boyles, Chuck (213) 740-5873 [email protected] ANN L103C/T

Ahyaudin, Soraya (213) 740-9340 [email protected] ASC 232/C Brabham, Darren (213) 740-2007 [email protected] ANN 310K/J

Alcantara, Suzanne (213) 740-6045 [email protected] ASC 150/S Brenner, Corinne (732) 275-5753 [email protected] NLC

Amobi, Chiyere (213) 821-8826 [email protected] KER 313 Brown, JaBari (213) 740-5997 [email protected] ASC 159/S

Ananny, Michael (213) 821-5391 [email protected] ANN 310B/C Bustamante, Peggy (213) 740-3914 [email protected] ANN 310E/J

Anawalt, Sasha (213) 740-1818 [email protected] ASC 307C/J Cafferty, Lauren (323) 782- 3310 [email protected] NLC

Antonette, Ron (213) 740-3864 [email protected] ANN 306 Campian, Anne Marie (213) 740-0903 [email protected] ASC 146/S

Arguello, Allyson (213) 821-0462 [email protected] ASC 305/C Cao, Calvin (213) 821-3038 [email protected] ASC323/D

Aronson, Jonathan (213) 743-1943 [email protected] KER 206/C Capirchio, Adrienne (213) 821-4164 [email protected] ASC 166/S

Balderas, Danielle (213) 740-6617 [email protected] ASC 301A Carias, Jaime (213) 740‑1215 [email protected] ASC 140/S

Ball-Rokeach, Sandra (213) 740-0912 [email protected] ASC 305E/C Carrington, Ben (213) 821-9610 [email protected] ANN 414H

Banet-Weiser, Sarah (213) 743-1789 [email protected] ASC 305C/C Carvajal, Patricia (213) 821-6805 [email protected] ASC 124A/ T

Banks, Bob (213) 821-7851 [email protected] ASC G21E/C Case, Ariana (213) 821-6262 [email protected] ASC 223/C

Bar, François (213) 743-1789 [email protected] ANN 310L/C Castañeda, Jorge (213) 821-1406 [email protected] ANN L103

Barkley, Ray (213) 740-1212 [email protected] ANN L103B/T Castañeda, Laura (213) 821-0762 [email protected] ASC 121C/J

Baroffio, Daniela (213) 821-4431 [email protected] ASC 321C/C Castells, Manuel (213) 821-2079 [email protected] ASC 102C/C

Batten, Lauren (213)-221-2005 [email protected] PC Castillo, Jesus (213) 821-0085 [email protected] ANN L103/T

Bay, Willow (213)-221-2005 [email protected] ANN 402E Celis, Bill (213) 821-0763 [email protected] ASC 307F/J

Baza, Lynda (213 ) 821-6262 [email protected] ASC 325A/D Chan, Karin (213) 821-8898 [email protected]

Birman, Dan (213) 821-0802 [email protected] ANN 205A/J Cheung, Brandon (213) 221-2003 [email protected] PC

Blakley, Johanna (323) 782- 3319 [email protected] NLC Chinn, Dana (213) 821-6259 [email protected] ASC 227A/J

Blue, Anna (213) 740-8010 [email protected] ASC 301A Chiu, Vanessa (213) 740-9423 [email protected] ASC 161

153 — ANNENBERG DIRECTORY Contact Name Number E-mail Office/Depart. Contact Name Number E-mail Office/Depart.

Choueiti, Marc (213) 740-9447 [email protected] ASC 223H/C Gonzalez, Cristy (213) 740-5360 [email protected] ASC 325A/D

Clarke, Peter (213) 740-0940 [email protected] ASC 324G/C Goodnight, Tom (213) 821-5384 [email protected] ASC 206A/C

Cody, Michael (213) 740-3936 [email protected] ASC 326C/C Graham, Mathew (213) 740-3874 [email protected] ANN 205C/J

Cole, Jeff (310) 235-4444 [email protected] CDF Gretzel, Ulrike 979-220-4601 [email protected] ASC 201A/J

Cole, K.C. (213) 740-3950 [email protected] ASC 307E/J Gross, Larry (213) 740-3770 [email protected] KER 208/C

Cook, Fred (213) 821-1275 [email protected] ASC 221/J Grubaugh, Sebastian (213) 740-9225 [email protected] ANN 102J/T

Cooper, Ashley (213) 821-0069 [email protected] KCH/D Gutman, Susan (323) 782- 3313 [email protected] NLC

Cowan, Geoffrey (213) 740-4466 [email protected] ASC 301B/D Haggerty, Rebecca (213) 740-2660 [email protected] ANN 204C

Craig, David (213) 740-3951 [email protected] ASC 321A/C Hang, Erika (213) 821-1426 [email protected] ANN 301

Cruger, Roberta (323) 782-3325 [email protected] NLC Harbour, Helen (213) 821-2086 [email protected] ANN 172/A

Cull, Nick (213) 821-4080 [email protected] ASC 324F/D Henry, Olivia (213) 821-8820 [email protected] KER 302

Curtis, John (213) 821-6598 [email protected] ANN L103/T Hernandez, Robert (213) 740-1940 [email protected] ANN 310H/J

Curtis, Mathew (213) 821-4430 [email protected] ASC 321F/C Hill, Allyson (213) 821-0766 [email protected] ASC 304A/A

Davis, Laura (213) 740-9435 [email protected] ANN 205D/J Holdren, Sarah (213) 740-6549 [email protected] ASC 162/S

De La Fuente, Jennifer (213) 821-1185 [email protected] ANN 204A/J Hollihan, Tom (213) 740-3947 [email protected] ASC 202B/C

De Pauw, Anne-Marie [email protected] Hollingshead, Andrea (213) 821-4081 [email protected] ANN 414L/C

DeVita, Russell Paul (323) 782-4994 [email protected] NLC Holterman, Sarah (213) 740-2538 [email protected] ASC 305/C

Dhillon, Kiran (213) 821-4146 [email protected] ASC 330/C Hughes, Noah (213) 821-8218 [email protected] ANN 404

Dube, Clayton (213) 821-4382 [email protected] ASC G24 Hutaff, Megan (213) 821-1514 [email protected] ASC 158/S

Dunbar-Hester, Christina (213) 821-6615 [email protected] ASC G21A/C Ingber, Stacy (213) 821-5556 [email protected] ASC 232/D

Evans, Marisa (213) 740-0902 [email protected] ASC 325C/D Jasiulek, Alex (213) 221-2021 [email protected] PC

Evans, Susan (323) 442-2613 [email protected] ASC 324G/C Jauriqui, Veronica (213) 782-3316 [email protected] NLC

Faustino, Ellie (213) 740-5732 [email protected] Jenkins, Henry (213) 740-9727 [email protected] ASC 101C/C

Fellenzer, Jeff (310) 259-5333 [email protected] Jian, Lian (213) 740-0439 [email protected] ANN 414A/C

Figueroa, Victor (213) 821-1135 [email protected] ANN 204G Joseph, Rachelle (213) 740-8366 [email protected] ASC 332E/D

Floto, Jennifer (213) 740-4118 [email protected] ASC 324A/J Joshua, Sharif (213) 821-4719 [email protected] ASC 172 /A

Folb, Kate (323) 782-3315 [email protected] NLC Jung, Eun Jung (213) 905-0801 [email protected] NLC

Foxxe, Austin (213) 740-2001 [email protected] ASC 103 Kahn, Gabriel (213) 740-0448 [email protected] ASC 227C/C

Frazier, Taj (213) 740-6595 [email protected] ASC 326D/J Kaplan, Marty (323) 782-3317 [email protected] NLC

Friday, Valerie (213) 740-0890 [email protected] ASC 148/S Karlin, Beth (323) 557- 1084 [email protected] NLC

Fulk, Janet (213) 740-0941 [email protected] ASC 324E/C Kaufman, Jason (323) 557- 1085 [email protected] NLC

Galperin, Hernan (213) 821-1320 [email protected] ANN414E/C Kelley, Christine (213) 821‑8821 [email protected] KER 301

Gao, Catherine (213) 740-0966 [email protected] ASC G24 Kelly, Katy (213) 821- 1276 [email protected] ASC 154/ S

Garcia, Mark (213) 740-2053 [email protected] ASC 323/D Kelvin, Jocelyn (917) 664-5709 [email protected] Off Campus

Garreton, Alexandra (213) 821-9837 [email protected] ANN 205C Keough, Colleen (213) 740-3944 [email protected] ASC 121B/C

Gary, Jordan (213) 740-7004 [email protected] ASC 305/C Kosty, Colette (213) 821-1113 [email protected] ANN 402B

Gattuso, Melissa (323) 782- 3323 [email protected] NLC Kotler, Jonathan (213) 740-9944 [email protected] ASC 202A/J

Goelz, Susan (213) 740-9683 [email protected] ASC 301E Kourouyan, Armine (323) 782-3314 [email protected] NLC

Goldsmith, John (213) 821-2337 [email protected] ANN 102J/T Kozinets, Robert (213) 740-3930 [email protected] ASC201A/J

Gonzales, Tim (213) 740-2806 [email protected] ASC 303/J Krauze, Leon (213) 740-0470 [email protected] ASC 307G

Gonzales, Vince (213) 821-1180 [email protected] ANN 102H/J Kun, Josh (213) 743 2314 [email protected] KER 212/C

Gonzalez-Landis, Zach (323) 557- 1086 [email protected] NLC Lake, Randy (213) 740-3946 [email protected] ASC 206C/C

OPERATIONS HANDBOOK — 154 Contact Name Number E-mail Office/Depart. Contact Name Number E-mail Office/Depart.

Larsen, Josh (213) 821-4033 [email protected] KCH 205/D Mora, David (213) 821-1996 [email protected] ASC G21D/J

Lawler, Deb (213) 821-1112 [email protected] ASC 402D Moran, Marissa (213) 221-2022 [email protected] ANN L103C/T

Ledesma, Fabian 821-5356 [email protected] ASC 303/J Moreno, Evelyn (213) 740-1260 [email protected] ANN L103/T

Lee, Ben (626) 688-2739 [email protected] ASC 321B/C Morgan, Bill (213) 821-5395 [email protected] PC

Lee, Carmen (213) 740-9897 [email protected] ASC 121F/C Muller, Judy (213) 821-1549 [email protected] ASC 229/C

Lee, Hye Jin (213) 821-4325 [email protected] ASC 326A/C Murphy, Mary (213) 821-1983 [email protected] ASC G21C/C

Leonard, Mary Beth (213) 821-1660 [email protected] ASC 304F/D Murphy, Sheila (213) 740-0945 [email protected] ASC 326B/J

Levander, Michelle (213) 821-8857 [email protected] KER Muthuswamy, Nithya [email protected] ASC 301G/J

LeVeque, Matthew (213) 740-0212 [email protected] ANN 204B/ J Newton, Kelley (213) 221-2009 [email protected] KER 201/C

Lloreda, Christine (213) 821-3037 [email protected] ASC 306/C Nguyen, Jean (213)740-2334 [email protected] KER

Lloyd, Mark (213) 740-1899 [email protected] ASC 102A/J Nilchavee, Veronica (213) 740-0931 [email protected] ASC 157/S

Lomi, Alessandro (213) 740-3945 [email protected] 206B/C Noble, Safiya (213) 740-3950 [email protected] ASC 307E

Lopez, Stella (213) 740-8277 [email protected] ASC 124A/T Noble, Otis III (213) 821-8820 [email protected] KER 302

Lozoya, Leticia (213) 821-2227 [email protected] KCH 202/D Norris, Tom (213) 821-2332 [email protected] ANN 102J/T

Luck, Arlene (213) 743-4607 [email protected] KER 210 North, Karen (310) 235-4444 [email protected] ANN 414B

Maclay, Colin (213) 821-5611 [email protected] ASC101A O’leary, Diana (213) 740-9086 [email protected] ASC 304D/D

Madej, Sophie (213) 740-0476 [email protected] ASC 104/D Opina, Derek (213) 821-9839 [email protected] ANN 205C

Mahapatra, Aninoy (213) 740-2658 [email protected] ASC 104/D Page, Tim (213) 821-0085 [email protected] ASC 121A/ J

Marquez, Raymond (213) 740-5297 [email protected] ANN L103/T Parker, Gretchen (213) 740- 6302 [email protected] ASC G40/ D

Martin, Rachelle (213) 740-1029 [email protected] ASC G40 Parks, Michael (213) 743- 5324 [email protected] KER 207 / J

Martinez, Cindy (213) 740-9802 [email protected] ASC 156/S Parrott-Hsieh, Victoria (213) 821- 5505 [email protected] ASC 232

Martinez, Pauline (323) 442-7799 [email protected] ASC 102/C Pecot-Herbert, Lisa (213) 821- 1184 [email protected] ANN 310J

Mateen, Annie (213) 740-3908 [email protected] ASC 303B/S Pena, Fernando (213) 740-1015 [email protected] ASC 175/A

Mauro, Mike (213) 740-1290 [email protected] ASC G40D/D Pena, George Luna Off Campus [email protected] Off Campus

Mayer, Doe (213) 740-7511 [email protected] SCA 411 Peyton, Charles (213) 740-5297 [email protected] ANN 305J/T

Mayerson, Ginger (213) 740-7123 [email protected] 332A/C Pham, Tony (323) 782-4944 [email protected] NLC

McBride, Brian (213) 740-7413 [email protected] ASC 330 Phan, Jessica (213) 740-3769 [email protected] ANN 402/D

McClain, Miracle (213) 740-6552 [email protected] ASC G30/S Pieper, Kate (213) 740-7213 [email protected] ASC 223

McGibbon, Scott (323) 782-3318 [email protected] NLC Ploszek, Michael (213) 740-0887 [email protected] ASC 171/S

McHugh, Donna (213) 740-0817 [email protected] ASC 142/S Racewicz, Dave (213) 740-9259 [email protected] ASC 324D

McLaughlin, Margaret (213) 740-3938 [email protected] ASC 301D/C Reeves, Richard (213) 740-1034 [email protected] ASC 301C/J

Mejias-Rentas, Antonio (213) 821-8822 [email protected] KER 301 Resnick West, Susan (213) 740-9689 [email protected] ASC 121E/C

Mendoza, Tracy (213) 740-4376 [email protected] KCH 201/D Richardson, Allissa (213) 740-9700 [email protected] ASC 204D/J

Meredith, Rachelle (213) 740-8366 [email protected] ASC G22/D Richardson, Derek (213) 221-2014 [email protected] PC

Meszaros, Imre (213) 740-0934 [email protected] ASC 305B/C Riley, Patti (213) 740-3949 [email protected] ASC 201B/C

Miller, Courtney (213) 740-3433 [email protected] ASC G36 Rogers, Adam (323) 782-3324 [email protected] NLC

Miller, Lynn (213) 740-3948 [email protected] ASC 101B/C Rosenthal, Erica (323) 782-3322 [email protected] NLC

Mirzaians, Elena (213) 821-1192 [email protected] ANN L110 Ruiz, Nancy (213) 821-1226 [email protected] ASC 303/J

Mittelstaedt, Alan (213) 740-9700 [email protected] ANN 204D/J Saensradi, Venus (213) 821-4383 [email protected] ASC G24

Miuccio, Frank (213) 740-7276 [email protected] ANN L103D/T Saltzman, Joe (213) 740-3918 [email protected] ASC 102B/J

Monge, Peter (213) 740-0921 [email protected] ASC 307D/C Saucier, Camille (818) 437-2858 [email protected] NLC

Moore, Alexander (213) 221-2013 [email protected] PC Scheer, Robert (213) 821-1398 [email protected] KER 209/C

155 — ANNENBERG DIRECTORY Contact Name Number E-mail Office/Depart. Contact Name Number E-mail Office/Depart.

Scher, Elliot (213) 740-9447 [email protected] ASC 223H/C Walton (Badawi), Sherine (213) 740-7853 [email protected] ASC 232/D

Scholder, Stacy (213) 740-0940 [email protected] ASC 324G/C Watson-Currie, Erica (949) 887-4886 [email protected] NLC

Schramm, Phoebe (213) 740-3936 [email protected] ASC 326C/C Wang, Jay (213) 740-9686 [email protected] ASC 233/J

Schwartz, Shana (310) 235-4444 [email protected] CDF Wang, Lan (Shelley) (213) 821-8823 [email protected] KER 305/

Seib, Philip (213) 740-3950 [email protected] ASC 307E/J Webster, Lisa (213) 821-5388 [email protected] ASC 332B/J

Seidenberg, Willa (213) 821-1275 [email protected] ASC 221/J Weintraub, Rebecca (213) 821-0764 [email protected] ASC 321D/C

Sereno, Ken (213) 821-0069 [email protected] KCH/D White, Ryan (213) 821-8825 [email protected] KER 313/J

Sherman, Whitney (213) 740-4466 [email protected] ASC 301B/D Will, Rachel (213) 740-1024 [email protected] ASC G24/

Shipley, Brad (213) 740-3951 [email protected] ASC 321A/C Williams, Dmitri (213) 743-4647 [email protected] ANN 414K/C

Shotlow, Billie (323) 782-3325 [email protected] NLC Williams, Myah (213) 740-4421 [email protected] ANN 404

Sigismondi, Paolo (213) 821-4080 [email protected] ASC 324F/D Wilson, Ernest (213) 821-1549 [email protected] ASC 307F

Smith, Bridgette (213) 821-6598 [email protected] ANN L103/T Winston, Diane (213) 821-5388 [email protected] ASC 332B/J

Smith, Christopher H. (213) 821-4430 [email protected] ASC 321F/C Wong, Jennifer (213) 821-1046 [email protected] ASC 160/S

Smith, Shellee (213) 740-9435 [email protected] ANN 205D/J Woolfork, Zach (213) 740-1021 [email protected] ASC 145

Smith, Stacy (213) 821-1185 [email protected] ANN 204A/J Yang, Aimei (213) 740-5096 [email protected] ASC 324B/J

Sparangis, Helene [email protected] Yoder, Jim (213) 821-2897 [email protected] ANN L103/T

Stables, Gordon (323) 782-4994 [email protected] NLC Yuge, Tim (213) 821-2226 [email protected] ANN L117/T

Starr, Pamela (213) 821-4146 [email protected] ASC 330/C Zaidi, Raisa (213) 821-9626 [email protected] ANN 205C

Stephens, Kimberlie (213) 821-4382 [email protected] ASC G24 Zavahir, Yasmine (323) 782-3321 [email protected] NLC

Strauss, Nadine (213) 821-1213 ANN 306/ Zhou, Liuning (310) 235-4444 [email protected] CDF

Stubing, Craig (213) 821-4382 [email protected] ASC G24 Zimet, Mira (213) 821-5587 [email protected] ASC G40/D

Suman, Michael (310) 235-4444 [email protected] CDF Zito, Jeff (213) 821-6146 [email protected] ANN L103/T

Suro, Roberto (213) 821-6263 [email protected] ASC 332C/J

Sylvester, Bryan (213) 740-1235 [email protected] ANN L103/T

Taha-Serrano, Nadia (213) 821-9839 [email protected] ANN 205C

Teixeira, Neil (213) 743-2237 [email protected] KER 107

Tenderich, Burghardt (213) 740-0446 [email protected] ASC 227B/J

Terhune, Matt (213) 821-6149 [email protected] KCH 102

Thomas, Doug (213) 743-1939 [email protected] ANN 414H/C

Thornberry, Jason (213) 821-2240 [email protected] ASC 303/J

Tofan, Artur (213) 740‑3017 [email protected]

Tolan, Sandy (213) 740-2472 [email protected] ANN414E/C

Trope, Alison (213) 821-1291 [email protected] ASC 332D/J

Turner, Miki (213) 821-1350 [email protected] ANN 310A/C

Valenti, Laurie Trotta (310) 850-7105 [email protected] ANN 414E

Vandermark, Megan (213) 821-5578 [email protected] NLC

Vasquez, James (213) 821-1289 [email protected] ANN L103/T

Vennegaard, Tina (213) 821-1233 [email protected] ANN404/D

Vidales, Davina (213) 743-2247 [email protected] KER 109

Vigorito, Carlo (213) 740-8366 [email protected] 323/D

Villa, Carlos (213) 821-5880 [email protected] ANN L103/T

Visperas, Cristina (213) 740-9083 [email protected] ASC 326E

OPERATIONS HANDBOOKFALL 2017 — 156

FLOOR PLANS

OPERATIONS HANDBOOK — 158 USC Campus Map

Lectures Parking Libraries erformances Academic P & Galleries, KEY Dining Athletics Residential MAP

159 — FLOOR PLANS Annenberg School For Communication and Journalism (ASC)

GARDEN LEVEL

OPERATIONS HANDBOOK — 160 FIRST FLOOR

161 — FLOOR PLANS SECOND FLOOR

OPERATIONS HANDBOOK — 162 THIRD FLOOR

163 — FLOOR PLANS Wallis Annenberg Hall (ANN)

LOWER LEVEL FLOOR

OPERATIONS HANDBOOK — 164 FIRST FLOOR

165 — FLOOR PLANS SECOND FLOOR

OPERATIONS HANDBOOK — 166 THIRD FLOOR

167 — FLOOR PLANS FOURTH FLOOR

OPERATIONS HANDBOOK — 168 Kerckhoff Hall (KER)

FIRST FLOOR

169 — FLOOR PLANS SECOND FLOOR

OPERATIONS HANDBOOK — 170 THIRD FLOOR

171 — FLOOR PLANS Kerckhoff Carriage House (KCH)

FIRST FLOOR

OPERATIONS HANDBOOK — 172 SECOND FLOOR

173 — FLOOR PLANS

VISIT STOP-BY E-MAIL CALL TWEET AnnenbergTechOps.com ANN L103 or ASC 124 [email protected] (213)-740-5297 @ASCJTechOps

RAY BARKLEY Facilities + Operations Director ELENA MIRZAIANS Operations + Special Projects Manager JONALYNN CHANG Multimedia Design Specialist