2015 UAMS Campus Operations Annual Report

2015

UNIVERSITY OF ARKANSAS FOR MEDICAL SCIENCES

Campus operations

Annual Report

Table of Contents Leadership Team ...................................... 1 Executive Summary .................................. 2 Overview................................................... 4

Bookstore.................................................. 6 Decision Support Services......................... 7 Design & Construction.............................. 8 Engineering & Operations......................... 9 Facilities Planning.....................................11 Occupational Health & Safety................. 12 Operational Support Services................. 14 Parking Operations.................................. 16 Police Department................................... 18 Telecommunications................................ 20

Leadership Team Vice Chancellor Assistant Vice Chancellor Assistant Vice Chancellor, Operations & Maintenance Executive Assistant Financial Manager Project Manager

Director, Bookstore

Mark Kenneday Phil McNeill Robert Ray Debra L. Smith Ben Jackson Mario Wallace

Paige Colclasure

Director, Decision Support Services Executive Director, Design & Construction

Brian Cotten

Director, Engineering & Operations

Marlon Joiner

Executive Director, Facilities Planning

Bill Johnson

Art Kjos

Director, Occupational Health & Safety

Carol Price

Director, Operational Support Services

Sherie Brown

Director, Parking Operations & Telecommunications Director, UAMS Police Department & Electronic Surveillance

Karen Jackson

Chief Carroll Alberson

Executive Summary Fiscal year 2015 presented Campus Operations (CO) with numerous opportunities to meet and exceed our internal and external customer’s expectations. Our division continued to prioritize supporting the UAMS tripartite missions of patient care, education and research by focusing on every opportunity for operational and quality improvement along with reducing expenses for the products and services we provide. Many changes were in play within the Integrated Clinical Enterprise, our research platform, throughout the institutes, and within the colleges. It has been a year of significant change for the institution and the CO team. As we review our progress, what I’m most proud of is that we have met these initiatives with an equally aggressive set of process and performance solutions that ensured we were aligned with our customer needs and their satisfaction was prioritized.

The UAMS Performance Excellence program was researched and developed within Campus Operations, transferred to the Chancellor’s office in FY13, and continues to drive Lean Six Sigma (LSS) solutions throughout the institution for process and performance improvement.

In the last quarter of FY14 the CO team began their journey to implement the Balanced Scorecard for Government Institutions (BSC). This discipline was selected to assure proper accountabilities and strategic alignment for process and performance improvement activities. The team has done an amazing job learning and developing the BSC for Campus Operations. The Assistant Vice Chancellor for Human Resources, also a BSC disciple, researched and selected new software, Executive Strategy Manager (ESM), to automate the BSC process. CO worked with the HR team to evaluate the software and is working alongside HR for the development and rollout of ESM to assist UAMS entities in their quest for process and performance improvement in a transparent and accountable model. This has resulted in over 85 scorecards uploaded from the CO team that will cascade outcomes up to the chancellor for full transparency and support of UAMS strategies.

2

As with every change initiative, time is either the friend or foe of the change agents. Looking back on our outcomes this year, it has been more friend than foe. The CO team has learned that change is not just disruptive, but can be disruptive innovation when managed properly and inclusive of all parties. This will be our sixth year on the journey and when you look in retrospect, much has been accomplished. However we have also learned that there are no shortcuts and every initiative requires the full complement of activities to ensure buy in and success.

The team has learned that developing change management skills and utilization of tools like LSS and BSC improves with empowerment. They have also learned that their skill improvement does not immediately translate to the next initiative other than they are better prepared to manage it. The best evidence that the culture has adopted these change agent principals is they no longer remember how they managed without them.

Please review the UAMS Campus Operations Annual report and feel free to comment on your experiences working with the team and your perspective of these metrics. We are at another fork in the road and are developing plans that all future reports will be developed directly from our Balanced Scorecard. This coming year we will recalibrate ourselves around sustainability, retaining our focus on the support we provide for our missions. This should allow us to leverage the many improvements we have made to ensure that UAMS remains the destination for researchers wanting to investigate and define new pharmaceutical and treatment protocols, educators that want to support student learning and growth and the center for high quality patient centered care.

Mark Kenneday, MBA, CHFM, FASHE Vice Chancellor, Campus Operations University of Arkansas for Medical Sciences

3

Overview 4

The division is primarily core funded, with only a fourth of funds coming from services that are recharged and from auxiliary services.

The Campus Operations operating budget has remained relatively constant since VC Kenneday arrived in FY09. During this time the campus size increased significantly.

The increase in service area in FY09 did not result in additional staff for Campus Operations. The number of FTEs has remained relatively constant since FY06, with an average of 352.

Campus Operations’ productivity per employee increased significantly; staffing levels remained constant while service area greatly expanded.

5

Bookstore Primary Services The Bookstore provides textbooks and medical equipment to all UAMS students, faculty, and staff. We also carry a large selection of apparel, accessories, and gift items with the UAMS logo as well as a large selection of lab coats and scrubs.

Additionally, we carry a wide range of convenience items such as candy, cold beverages, over-the-counter medications, stamps, and the Arkansas Democrat-Gazette. Our in-house Café offers a wide variety of coffee, specialty drinks, and ice cold smoothies.

Major Accomplishments in FY15 Expanded textbook program to include rentals, held several ‘remote sales’ throughout the year, and offered additional services to textbook adoption Expedited student and faculty regalia for all colleges, distributed 700+ white coats to COM freshmen and residents, and facilitated the purchase of 3 sets of scrubs and patches for Laboratory Sciences students with the help of faculty

Measure of Success Exceeded margin targets for FY15, which reinforces the University’s commitment to provide services at a fiscally responsible price point.

Goals for FY16 Purchase point of sale software to enable UAMS employees to make Bookstore purchases using payroll deductions

Leadership Team

Front Row: Paige Colclasure, Robert Saylors Back Row: Kenneth Martin, Ardell Stephenson

Create Service Level Agreement for the UAMS campus to ensure that the correct books are sold to the proper students in a timely manner.

6

Decision Support Services Primary Services

Leadership Team

Left to Right: Joey Horton & Bill Johnson

The decision support services department provides reporting and web page support Campus Operations. We also provide 24 hour monitoring of numerous buildings through Building Automation Systems and Fire Alarms. We are responsible for notification of the Fire department when an alarm is detected, we create work orders as requested from UAMS Campus departments, we handle telephone calls relating to facility issues, and we notify response personnel during off hours.

Major Accomplishments in FY15 New Property search page in addition to revamped pages for Parking, Operational Support Services, and Facility Planning to improve internal customer access to these services New Interactive inclement weather map that improves internal communication to staff about campus conditions

Measure of Success The Call Center handles approximately 40,000 incidents each year, with the average response time to answer calls at 10 seconds or less

Goals for FY16 Reduce nuisance alarms from Building Automation Systems while maintaining current monitoring levels Make all Campus Operations websites fully mobile & desktop compatible to improve customer adoption and usage

7

Design & Construction Primary Services Provides management for all UAMS construction projects, oversees all Job Order Contractors that are contracted with UAMS, and manages all general contractors while they are on campus.

Major Accomplishments in FY15 Completed Cancer Institute’s 12th Floor Molecular Pathology project Completed the PT project in NW Arkansas Completed Jonesboro Regional Health Clinic

Measures of Success Customer satisfaction surveys greater than 80% overall. These surveys evaluate: Communication Distribution of information Correcting issues in a timely manner

Leadership Team

Left to Right: Rob West, Dana Trickey, and Brian Cotten

Began benchmarking contractor performance based on information from internal customers and project coordinators to improve the experience for everyone involved.

Goals for FY16 Maintain fiscally responsible margins while providing a valuable service to the campus Increase staff competencies using Lean techniques to improve operating efficiencies 8

Engineering & Operations Primary Services Engineering & Operation’s provides Preventive, Corrective, and General Maintenance on all building systems, to include: Building Envelope, HVAC, Electrical, Life Safety Systems, Plumbing, Vertical Transport, Refrigeration and Building Interior Finishes. We provide Campus Utility Generation and Distribution, to include: Steam, Chilled Water, Heating Water, and Electricity. We also perform small renovation projects that cost less than $5,000

Major Accomplishments in FY15 $6.3M in District Energy Service savings through economies of scale. Our joint venture with the Arkansas Department of Health and the Arkansas State Hospital has combined for an estimated $22.8M in savings since FY12 Reduced utility costs per square foot to $3.23. This is an 8% drop from FY15 and a corresponding 44% reduction from the high point in FY09

Goals for FY16 Continue to implement the Strategic Energy Plan (StEP) through commissioning efforts to maximize efficiency of existing building infrastructure systems Continue developing mobile technology in order to increase staff efficiency in relation to answering service calls when out in the field. This will improve trouble resolution times throughout campus Reduce the campus utility cost per square foot by 3% in FY16

Leadership Team

Left to Right: David House, Christopher Gray, Terry Bowden, Jackie Hefley, Judy Stephens, Robert Airo, Marlon Joiner, Mike Barnwell

9

Campus Utilities Primary Services Campus Operations provides oversight for utility consumption for the University. The Engineering & Operations department maintains these accounts in accordance with policy.

Measures of Success

The new utility plant equipment and distribution system added in FY13 greatly reduced UAMS utilities costs.

Accumulated cost savings through FY15 is estimated to be $22.8M

UAMS realized an 8% drop in cost per square foot during FY15, bringing the reduction down by 33% from the peak in FY12

10

Facilities Planning & Design Primary Services 2014-2015 was the founding year for the FPD. The department has a flat organizational structure with each area of responsibility centered on one individual. Initial initiatives were created to start the process of meeting the charter for the department. Generally these initiatives correspond to the service lines the department serves. The goal is a comprehensive strategy that will correspond to and promote the UAMS brand across all our facilities.

Major Accomplishments in FY15 Facilities plans are now online as PDF files. This information allows our customers to analyze our potential resources on campus as we strive for maximum utility.

Lean design events are now happening on all but minor remodels. Adoption of Lean techniques creates economic savings as design plans flow to the construction department.

Goals for FY16 Develop a long term Strategic Development plan that coordinates shorter term Master Plans. The long term plan will be designed to correspond with the UAMS Strategic plan as it flows into the 2030 Vision.

To create a UAMS branding strategy for each program (Regional Programs, Children’s etc.) Branding is an important aspect of design. As our operations flows away from the Little Rock campus, having a cohesive brand in architectural design allows our customers (clients, students, researchers, etc.) to identify UAMS buildings and operations regardless of their location.

Leadership Team

Left to Right: Jordan Northcutt, Mickey Thomas, Allen Barnhardt, Art Kjos, Randy Perry, Claire Denham, Darlene Moore

Occupational Health & Safety Primary Services OH&S provides regulatory oversight for employee safety, environmental compliance, and provides multiple safety training programs.

Safety training topics include fire safety, back safety (lifting), blood borne pathogens, chemical Leadership Team hygiene and laboratory safety, radiation safety Left to Right: Carol Price, Janean Hardister, for radiology and laboratories, respiratory safety, Katia De Loose Gray, Michael Webb, Sonja Hart, John Ryals hazardous waste handling and disposal, and workstation ergonomics. OH&S also manages property insurance, hazardous waste streams, provides indoor air quality evaluations and investigates incidents and injuries to manage work-related injuries and illnesses.

Major Accomplishments in FY15 During the year we saw a 23% reduction in reported near misses and incidents/injuries. This resulted in a 9.9% reduction in our workers compensation claim payouts and improved the lives of 340 coworkers who didn’t have an accident this year.

Conducted 551 laboratory audits and 317 follow-up audits in FY15. Policies and procedures are making improvements in the labs, which reduces the need for follow-up audits.

Goals for FY16 Work with Decision Support Services to automate audit processes. This effort should reduce time spent on internal audits by focusing our resources on problematic areas.

Develop SAFE Program to enhance employee involvement, which should reduce employee accidents and injuries across the University.

  12

Measures of Success

UAMS is trending in the appropriate direction regarding needle sticks and sharp object injuries per 100 occupied beds. The main campus and all outlying locations have seen a reduction during FY15. Our numbers are also significantly lower than the latest national averages per 100 occupied beds.

The number of at-fault accidents by UAMS personnel has decreased significantly since FY12, correlating inversely with the number of employees that have attended the UAMS Driver’s Safety Program. 

13

Operational Support Services Primary Services Cleaning for 2.5 million square feet

Manage biohazard waste

Provide grounds and landscaping services Transport items to M&R

Provide sustainable disposal

Provide pest control

Provide window cleaning

Provide event preparations

Clean construction sites on campus

Provide floor cleaning for campus

Provide floor mat services

Operate ‘Move Team’ for UAMS

Major Accomplishments in FY15 Acquired four new service areas to bring a holistic process to the campus. These areas bring increased responsibilities in coverage for our customers that we have been serving. The result is one point of contact for our customers when they have unserved needs.

High customer satisfaction scores throughout the year demonstrate our commitment to excellence as a department.

Leadership Team

Sherie Brown (Director) LaShannia Houston, Laura Luce, Michael Thomas

Goals for FY16 Develop a furniture redistribution program, which will benefit the campus by providing a lower cost option for material acclamation to departments that have limited resources.

14

Develop an organic recycling program. This will reduce the amount and money spent on waste remove from campus while contributing to sustainability efforts in the central Arkansas community.

Measures of Success

Lean initiatives have contributed to a steady decline of waste removed from UAMS. These initiatives include customer education of our waste removal procedures, expansion of our recycling efforts, and random compliance audits.

Operational Support Services experienced a 46,378lb reduction in total waste disposal during FY15 as compared to the total disposal numbers in FY14. This is a 37% reduction (306,881lbs) from the total amount in FY10.  

15

Parking Operations Primary Services Maintain and operate UAMS parking facilities, oversee enforcement, offer alternative transportation programs, manage the UAMS shuttle, fleet management and administer valet and outside hospitality services.

Leadership Team

Left to Right: Bart Stigall, John Stidham, Shelli Garcia, Karen Jackson, Adam Lallier, Kendra Henderson

Major Accomplishments in FY15 Successfully implemented U•Park in patient and guest areas. This automation of customer services has reduced waiting times when exiting the campus while enhancing operational efficiencies for the department.

Implemented new website for additional customer convenience. This provides an interactive way to communicate with our customers.

Installed striped walking paths, directional arrows, and additional signage and speed bumps to improve pedestrian safety in parking decks and lots.

Goals for FY16 Improve Parking Ambassador’s knowledge and competencies through training so that they provide greater assistance to our guests and coworkers.

Control number of exceptions in patient/guest exiting lanes through enhanced automation to improve the customer’s experience as they use campus facilities.

Assure patient/guest parking availability by monitoring and assuring compliance with the parking area’s intended use.

Reduce the number of repeat non-compliance offenders through various strategies.

16

Measures of Success

Parking Operations strives to have 85% of the available space filled each day. This is achieved by a combination of overbooking employee lots while monitoring patient lot usage. Improvements at the end of FY15 coincide with a decrease in lots overfilling.

Shuttle service is a courtesy provided to employees, students, and visitors who do not have parking on campus. Parking Operations strives to have every shuttle route completed within 20 minutes. Our Express services during peak transit hours keeps our quarterly averages in line with our customer’s expectations.

17

UAMS Police Department Primary Services The UAMS Police Department is officially recognized as the Law Enforcement Agency of jurisdiction for the University of Arkansas for Medical Sciences. The department operates 24 hours a day, 7 days a week to provide a safe environment for patients, visitors, and employees. In addition to law enforcement and security measures, police officers provide a safety escort service to and from Medical Center parking areas and assistance to motorists on campus property. Officers respond to complaints and alarms, customers needing unlocks, calls to secure areas and buildings, and support the medical center's Emergency Preparedness Policies.

The UAMS Police Department also has an Electronic Security division which includes which installs, services, and maintains video surveillance and access control systems on campus. We currently have over 1,200 card-access-doors, approximately 1,200 surveillance cameras, and approximately 170 panic alarms located in various campus buildings.

Leadership Team

Left to Right: Tim Trieschmann, Terry Jones, Kristen Yates, Chief Carroll Alberson

Major Accomplishments in FY15 Enhanced and expanded officer trainings in multiple facets, including the Clery Act, Code Black, and Real Life simulations Restructured and reclassified staffing positions to provide additional coverage at UAMS and ACH

18

Goals for FY16 Ensure customer satisfaction by developing proper reporting mechanisms for services provided.

Reduce crime by increasing property checks and patrols throughout the campus, increased education for patients, employees, and visitors, and increasing surveillance equipment around campus.

Measures of Success

The UAMS Police Department plans to increase theft prevention tactics and protocols in the upcoming fiscal year.

The UAMS Police monitors crime statistics and adjusts training, staffing, or patrols accordingly.

  19

Telecommunications Primary Services Phone service, pagers, voicemail boxes and applications, cable installations, emergency notification systems, overhead paging, and cell phone management

Major Accomplishments in FY15 Collaborated with UAMS IT to transition the Telecom department from Campus Operations to IT in conjunction with the VoIP project that will be implemented Transitioned to Pinnacle work order and billing software to improve usage and billing issues

Goals for FY16 Install VoIP across UAMS campus Continue to be fiscally solvent in FY16

Future Plans This department was successfully migrated over to UAMS IT at the beginning of FY16

20

Leadership Team

Left to Right: Antoinette King, Scott McCumpsey, Karen Jackson, Paul Williams, Karen Broadway