Meet Todd Cochran, Space Auditor and Move Manager, Capital Projects
Can you tell us about your role here at Clemson?
As Clemson University’s Space Manager and Move Manager, I assist with the planning, coordination, and management of campus space to ensure it is used efficiently and effectively. I work with departments across the university to allocate and optimize space, support strategic planning initiatives, and coordinate office and departmental relocations. My role involves balancing the needs of multiple stakeholders while ensuring moves are well-organized, minimally disruptive, and aligned with the university’s operational goals.
What is something fun we might not know about you?
Outside of work, I enjoy spending time outdoors, tackling DIY projects, and finding new ways to improve or fix things. I appreciate opportunities to stay active and spend time with family and friends.
What brought you to Clemson?
I was drawn to Clemson by the opportunity to contribute to a university with a strong sense of community, collaboration, and tradition. What I enjoy most about Clemson is working with people across campus to help create spaces that support learning, research, and student success. It’s rewarding to be part of an institution where the work we do behind the scenes has a meaningful impact on the daily experience of students, faculty, staff, and visitors.
Is there anything you would like for people to know about your department?
The Planning, Design & Construction department plays a vital role in shaping Clemson’s campus for today and the future. Our team works collaboratively to plan, design, and deliver projects that enhance the university’s learning, research, and work environments. Whether we’re managing renovations, new construction, space planning, or departmental moves, our goal is to create functional, sustainable, and welcoming spaces that support Clemson’s mission. We value collaboration, thoughtful planning, and open communication to ensure projects are completed efficiently and with the needs of the campus community in mind.
The Clemson Champion is Staff Senate’s spotlight for exceptional staff and teams at Clemson. Stay tuned and meet more Clemson Champions in future posts.
This month, I want to address the difference between my hopes and my expectations. As a personal example, I hope as my children grow up, I can develop authentic friendships with them. But those relationships are two-sided, and I cannot control that. As they grow up, I expect them to show kindness and respect to those around them, to work hard at school, and to apologize when they mess up. The difference here is that I am going to hold them accountable to my expectations, while my hopes are not something I am going to put on their shoulders.
As Provost Smith continues to settle into his role, I hope he and I can develop trust and rapport. But trust and rapport cannot be forced and can certainly grow with time. I expect that as my supervisor he will treat me with respect, listen when I have a concern, and communicate his expectations to me (so far so good—I’m grateful for his return to Clemson!). If those expectations are not met, then it indicates to me that we need to get on the same page about our professional relationship.
I can hope for a lot, but what do I expect from the people around me? The difference between hope and expectation is that you might respond to an unmet expectation in the professional domain in a different way than you would an unrealized hope. An unrealized hope is disappointing; an unmet expectation can be an indicator that there is a disconnect between you and the other person that impacts the work you are doing.
The three important questions are:
Do they know what my expectations are?
Do they agree to meet these expectations?
If the answers to the previous two questions are yes, then why was this expectation not met?
First, the person you are expecting to do something needs to know you have those expectations. Expecting someone to read your mind and predict your expectations is never reasonable. What is desirable to you might be completely off the table for someone else, so communication about what you expect is pivotal. Second, you can expect the moon, but until the other person agrees to meet those expectations, either explicitly or not, you cannot expect them to be met. If you are a supervisor, you might not have to seek explicit agreement about your expectations, but communication surrounding them is essential to your employee’s success. If the relationship does not have a power dynamic, you might need to have a more direct conversation about what you expect and whether the other person agrees to live up to that. Of course, they also get to share what they expect, and you can respond. Then you can have an “expectation negotiation” to see what you both agree to in the relationship.
Finally, if you are sure the other person knows your expectations and agrees to them, you can begin to explore why your expectations were not met. Was it a communication challenge? Forgetfulness? Capacity? Malice? Did the other person misunderstand what you expected? In some relationships, it is easy for us to assume bad intentions led to the unmet expectation, but I encourage you to be willing to explore alternative explanations.
To keep unrealized hopes or unmet expectations from impacting our work, we need to separate our hopes and expectations. When the separation is successful, we can better process when something undesirable happens. If my kids do not want to be my friend when they grow up, I will be disappointed, but I won’t be devastated that they neglected an expectation that they previously agreed to. I’m also not going to walk into Provost Smith’s office and expect him to be my running buddy! These can be hopes I have that are separate from what I expect to happen. Then if my hope is not realized, I can process it, refuse to let it impact the relationship, and be ready to move forward.
Have you been treating your hopes like expectations? Have you been putting your hopes onto people who do not even know what it is you want to happen? When we are clear about what we expect, we are more equipped to respond to unmet expectations. When we separate our hopes, we are not putting something unreasonable onto someone else that they never agreed to achieve. (But side note—there’s no way my kids won’t want to be my friend, right?) Enjoy the last days of summer!
What is the Ombuds Office? The Ombuds Office is a confidential, independent, neutral, and informal space for staff to process concerns, get information, and develop options for how to move forward in a difficult situation. I can provide education, conflict coaching, mediation, and facilitation as well as referrals to other resources across Clemson. If you are unsure how to move forward in any way, I can help you work through it.
Tessa Byer Phone: 864-656-5353 Email: tbyer@clemson.edu Address: 135 Old Greenville Hwy, Ste. 203 (Next to Esso!)
Save the date for upcoming trainings offered by the Ombuds Office:
As Clemson University prepares to mark the 25th anniversary of September 11, the campus community will have two meaningful opportunities to come together in remembrance, reflection, and gratitude. Through dual 9/11 Memorial Stair Climb events, Clemson students, employees, and community members are invited to honor the lives lost on September 11, 2001, while recognizing the courage and sacrifice of first responders who answered the call that day and continue to serve today.
The first event, hosted by Clemson’s Military and Veteran Engagement office, will take place at Littlejohn Coliseum. Centered around the theme “110 Floors of Resolve; 25 Years Later, Clemson Remembers,” the memorial stair climb serves as a powerful tribute to the firefighters who climbed the 110 stories of the World Trade Center towers to save lives. Participants will symbolically take on that challenge by climbing the Coliseum stairs, reflecting on the determination, bravery, and selflessness demonstrated in the face of unimaginable adversity.
The Littlejohn event is open to Clemson students, faculty, staff, alumni, and members of the public. Registration begins at 7:30 a.m., with the program starting promptly at 8:30 a.m. Attendees who are unable to climb stairs are encouraged to participate by walking the concourse, ensuring that everyone can be part of this important day of remembrance. Organizers also encourage participants to bring thank-you cards for first responders, which will be delivered to local emergency personnel following the event.
In addition to remembering those who lost their lives on 9/11, the event will honor the dedicated professionals who continue to protect and serve communities every day, including members of the Clemson University Police Department, Clemson Fire Department, and Clemson Emergency Medical Services.
A second memorial stair climb will be held in Fike Recreation Center, offering another way for the Clemson community to participate. Using the facility’s stair-climb machines, participants can complete their climb while reflecting on the significance of the anniversary and the enduring legacy of service and sacrifice associated with September 11. This event provides a flexible fitness-focused option for those who may prefer a gym setting while still taking part in the shared mission of remembrance.
Together, these events demonstrate Clemson’s commitment to honoring the memory of the nearly 3,000 lives lost on September 11 and paying tribute to the first responders whose heroism inspired a nation. Twenty-five years later, the lessons of courage, resilience, and unity remain as relevant as ever.
Join Clemson University Campus Recreation on Wednesday, July 16, from 1:00–3:00 p.m. for a comprehensive Well-Being Workshop designed to help participants strengthen their personal well-being and cultivate happiness—two indispensable components of a fulfilling life. During this interactive session, attendees will explore how principles of well-being can enhance wellness in personal, group, and professional settings. The workshop includes a classroom presentation and two personal self-assessments, allowing participants to leave with a greater understanding of their own wellness and practical strategies for incorporating the eight dimensions of well-being into daily life. The workshop will be held in the Andy Quattlebaum Outdoor Education Center, Multipurpose Room B (second floor) and is open to all participants with no membership required.
Clemson University Campus Recreation is committed to supporting the well-being of our campus community through meaningful programs, educational opportunities, and experiences that promote healthy lifestyles. As we look ahead to the fall semester, we encourage faculty and staff to watch for the Well-Being Calendar featured in the Campus Recreation Newsletter. The calendar will highlight a variety of opportunities designed to foster physical, emotional, social, environmental, and spiritual well-being throughout the academic year.
Upcoming offerings will include gatherings at the firepit that encourage social connection and appreciation of the natural environment; a guided aromatherapy workshop where participants can create a custom blend to take home ($10 fee); and nature walks at the South Carolina Botanical Garden held twice monthly. Additional programs will include mindfulness sessions featuring Tibetan sound bowls, reflective journaling workshops, sunrise and sunset yoga by the lake, vision board creation and goal-setting events, and Mindfulness on the Water, which combines outdoor recreation with intentional reflection and relaxation.
Campus Recreation is also excited to continue welcoming Seth, the comfort dog, to campus throughout the academic year. Seth will be available to visit with students on the first day of classes, as well as during midterms and finals, providing comfort, stress relief, and a friendly face during some of the semester’s busiest times.
Whether you are looking to learn new wellness strategies, connect with others, spend more time outdoors, or simply take a pause from a busy schedule, Clemson Campus Recreation’s well-being programs offer something for everyone. We look forward to helping our campus community thrive throughout the coming year.
You are likely familiar with the fact that Clemson University is one of two land-grant institutions in South Carolina. As part of that land-grant mission, Clemson Extension brings research-based education and resources directly to communities across the state.
Clemson University Cooperative Extension Service brings the University to the community through offices in every county and research stations throughout the state. Extension funding differs somewhat from other areas of the University, with an additional budget line item in the state budget through Clemson Public Service and Agriculture (PSA). PSA delivers impartial, science-based information through research, outreach, and regulatory programs designed to improve the quality of life in South Carolina.
Extension staff serve on one or more of the 11 program teams: 4-H Youth Development, Agribusiness, Agriculture Education, Agronomic Crops, Expanded Food and Nutrition Education Program (EFNEP), Food Systems and Safety, Forestry and Wildlife, Horticulture, Livestock and Forages, Rural Health and Nutrition, and Water Resources. Extension Agents, Associates, and Specialists determine local needs and develop educational programming and resources to address those needs. Our county offices send various types of samples to on-campus labs for identification and analysis.
Because Extension employees work across South Carolina, have unique position classifications, and serve communities through educational programming and outreach, Extension staff established the Extension Senate to address issues specific to our roles and responsibilities. We greatly value our partnership with the Clemson Staff Senate, which helps ensure Extension remains connected to the broader University community. Extension employees frequently collaborate with faculty and staff across Clemson on research, education, and outreach initiatives. To learn more about Clemson Extension, our programs, and the people who serve South Carolina communities every day, visit our website.
We are excited to welcome a regular contribution to the Staff Senate Newsletter from the Extension Senate President, Charley Maxwell. Visit the Extension Senate blog at https://blogs.clemson.edu/ces/.
If you’ve been considering a MBA, now is the time to act. With the Summer and Fall semesters quickly approaching, seats in our cohort-based programs are filling fast. Waiting another year could mean missing the opportunity to join a close-knit group of professionals who will learn, grow and advance together. Don’t put your goals on hold—take the next step today and secure your place in a Clemson MBA cohort before spots are filled.
The Brook T. Smith Launchpad (housed in the President’s Office), is hosting the 2026 Clemson High School Entrepreneurship Residential Camp at the Brook T. Smith Launchpad, July 20-24, 2026 (for rising Juniors or rising Seniors).
We’ve added a page to our website (click here) that makes it easy to learn everything about the Camp and access the application.
Once on this page, interested students should select the: “Students: Click Here to Apply” button. They will need to provide a recommender/reference (you, an educator, or a community leader).
Other than getting to and from Clemson, the cost of this Camp (Lodging, Food, Seminars, and Extracurricular Activities) has been covered by generous, successful Clemson affiliated entrepreneurs.
Spots are filling quickly, so thank you in advance for acting on this right away.
With students away for the summer, Clemson staff and faculty have a golden window to enjoy the gym with a little more elbow room and a quieter atmosphere. Think of it as the gym’s “off-season advantage”.
Summer Operating Hours
June and July Hours
Weekdays: 6:30 a.m. to 8 p.m.
Saturday and Sunday: Noon to 8 p.m.
There are a few adjustments and closures during June and July, and they can be found here.
Whether you’re fitting in a lunchtime workout, getting back into a fitness routine or just enjoying the rare luxury of not waiting for equipment, summer is one of the best times for employees to make the most of the gym.
After all, while students are away… the employees can play. 💪
This summer, Campus Outdoor Recreation and Education (CORE) is charting a new course for community engagement with the launch of a pilot outdoor adventure program designed specifically for faculty and staff. Blending fresh air, gentle adventure, and a dash of campfire nostalgia, the program offers a series of guided trips and activities aimed at fostering connection, wellness, and a shared appreciation for the outdoors.
The Summer 2026 pilot lineup features four unique events, ranging from relaxed lakeside evenings to full-day river excursions:
Friday, June 12 | 6:30 a.m. Sunrise Paddleboarding Early risers can greet the day on Lake Hartwell with a guided paddleboarding session launching from the Snow Complex. Cost: $5 (staff), $10 (guests) Registration Required: Maximum of 12 participants
Thursday, June 18 | 5:00 p.m. Paddle and Pies Participants will paddleboard or kayak from the Snow Complex to the Your Pie Dockside location, combining recreation with a well-earned treat. Cost does not include pizza. Cost: $5 (staff), $10 (guests) Registration Required: Maximum of 12 participants
Saturday, July 25 | 9:00 a.m. – 7:00 p.m. Ducks on the Tuck This full-day adventure takes participants to Dillsboro, North Carolina, for an inflatable kayak or raft trip along the Tuckasegee River. Cost: $35 (staff), $50 (guests, ages 18+) Registration Required: Maximum of 15 participants
Participation Details
CORE has designed this pilot program with accessibility in mind:
No membership is required to participate in Summer 2026 pilot activities and trips.
Campus Recreation memberships and day passes remain optional.
The Snow Complex is open to all faculty and staff.
A valid parking permit is required for access.
Guests and Children
Participants are welcome to bring guests and children under the following guidelines:
All guests and children must be accompanied by a staff member.
Minimum age is 7 years old, or participants must be able to properly fit in the smallest available personal flotation device (PFD).
What’s Included
Each trip is designed to be as seamless as it is enjoyable. Participants can expect:
With its mix of relaxation and adventure, the CORE summer pilot program invites faculty and staff to step outside, try something new, and connect with colleagues in a refreshing setting. Whether gliding across calm morning waters or sharing stories by a fire pit, this initiative promises a season of memorable experiences just beyond the campus edge.
Have you ever been drawn into a conflict between co-workers or colleagues? Perhaps one or both people pressured you to take sides. If you felt uncomfortable doing so, because you could see valid points from both points of view, you were likely striving for impartiality. Situations like these are difficult in life in general but even more so within the office setting when you just want people to get along, so you can get back to work.
I recently met with a staff member who had been brought into the middle of an interpersonal conflict between two of his co-workers. They work in a very small office and have a culture that allows for frequent and open communication. Since starting in his role, other staff members have gone to him with their problems, but this particular conflict has been eating up too much of his time and energy. He wants his co-workers to get along, but he can see how they both can be right and both be wrong at times during the conflict. He also has a much longer history with one of the co-workers, while the other is new to the office. He really likes both colleagues, and he believes picking sides would ruin his relationship with at least one of them. He would like to be impartial, help them resolve this conflict, maintain these relationships, and ultimately get back to work but is not sure how.
So, what does it actually mean to be impartial?
If you have ever met with our office or attended one of our training sessions, you might have heard us mention that impartiality is one of our guiding principles. For an Ombuds, impartiality is a professional standard. Since we have no stake in the outcome of a conflict, we have the luxury of distance. We can focus entirely on a fair process where everyone is treated equally. But in the daily life of a department, you often don’t have the luxury of being uninvolved. You are involved because you share an office, a project, or a lunch table with the people in conflict. When you are in it, impartiality isn’t a default setting; it’s a conscious choice.
During an office conflict, you might find yourself wondering: “Do I want to be impartial, or do I have to be?” As a peer, the choice is often about protecting your environment. You might want to stay impartial to preserve your relationships; you value both people and know that picking a side could cause lasting damage to those relationships. Other times, you have to be impartial as a matter of professional integrity; perhaps because you are an informal leader in the group or because the team’s success is based on your decisions. The key is to realize that even if you aren’t an Ombuds, you can still employ the benefits of impartiality: listening to everyone, refusing to let personal bias sway you, and keeping your focus on objective standards rather than office politics.
Bernard Mayer suggests in his book, The Conflict Paradox, “true impartiality isn’t just about staying out of it but being a balanced resource holding space for the rightness and wrongness of both parties simultaneously.” In the scenario I described earlier, it’s the ability to listen to that long-time colleague and the new hire with the same level of curiosity and not letting your history cloud your judgement. Being impartial also means prioritizing what both people truly want to accomplish in the conflict. Whether it is your job to decide who is the winner or not, you can advocate for a fair process where all the facts and feelings are on the table before a solution is identified.
How can I be impartial at work when I am brought into a conflict?
First, clarify your role early. If you are being pulled into a conflict, it is okay to set a boundary. You can say, “I value my relationship with both of you, so I’m going to stay impartial. I won’t take sides, but I am happy to help you both brainstorm how to move forward.”
Next, have a “Heart at Peace.” Before you jump in, ask yourself if you’ve already picked a side in your mind. The Arbinger Institute’s book, The Anatomy of Peace, reminds us that if we see one person as a “problem” and the other as a “victim,” we’ve already taken sides and lost our impartiality. Try to see both individuals as people with legitimate needs and fears.
Finally, focus on the mutual problem: When you feel pressured to take a side, pivot the conversation back to what everyone wants. You might say, “It sounds like you both want this project to succeed, but you have different ideas on the timeline. Let’s focus on that goal.” If you have ever been through our Difficult Situations at Work training (shameless plug) we call this concept, “Us vs. The Problem” rather than “You vs. Me.”
Being impartial isn’t about being passive; it’s about being a steady anchor in a stormy situation. By staying impartial, you aren’t just staying out of it; you’re actually creating the safe space necessary for the conflict to finally be resolved.
Michael Scott Associate Ombuds Phone: 864-656-6353 Email: mesctt@clemson.edu Address: 135 Old Greenville Hwy, Ste. 203 (Next to Esso!)
What is the Ombuds Office?
The Ombuds Office is a confidential, independent, neutral, and informal space for staff to process concerns, get information, and develop options for how to move forward in a difficult situation. I can provide education, conflict coaching, mediation, and facilitation as well as referrals to other resources across Clemson. If you are unsure how to move forward in any way, I can help you work through it.
Save the date for upcoming Fall 2026 trainings offered by the Ombuds Office:
