Campus Ops Annual Report 2016

2016

UNIVERSITY OF ARKANSAS FOR MEDICAL SCIENCES

CAMPUS OPERATIONS

ANNUAL REPORT

TABLE OF CONTENTS Leadership Team .......................................................2 Executive Summary .................................................3 Overview.......................................................................5

Engineering & Operations..................................... 6

Occupational Health & Safety...............................8

Operational Support Services.............................10

Parking Operations................................................. 12

Planning, Design, and Construction.................14

UAMS Police...............................................................16

LEADERSHIP TEAM Vice Chancellor

Mark Kenneday

Assistant Vice Chancellor, Administration

Phil McNeill

Assistant Vice Chancellor, Operations & Maintenance

Robert Ray

Executive Assistant Financial Manager

Debra L. Smith Ben Jackson

Industrial Engineer

Jordan Northcutt

Project Manager

Kyle McWilliams

Director, Centralized Administration Director, Decision Support Services Director, Engineering & Operations

Karen Jackson Bill Johnson Marlon Joiner

Director, Occupational Health & Safety

Carol Price

Director, Operational Support Services

Sherie Brown

Director, Parking Operations Executive Director, Planning, Design, and Construction Director, UAMS Police Department & Electronic Surveillance

Shelli Garcia Art Kjos

Chief Robert Barrentine

EXECUTIVE SUMMARY Campus Operations continued to develop Lean competencies in FY16 and the results have been dramatic. The Telephone department was transferred to IT to support Information Technology’s investment in Voice over Internet Protocol (VoIP). This realignment provided IT with better support of the dial tone systems while uploading VoIP technology. As well, the telephony team has greater investment in the new technology with their participation in its deployment. Another Lean strategy involved transferring book adoption to the Division of Academics and closing the Book Store.

Amazon and other ecommerce sites made it difficult to remain competitive and the Book Store was reliant on apparel profits to subsidize book sales.

Employees were redeployed into other areas within Campus Operations and have made significant contributions in their new departments.

The previous Book Store and Student Union were imploded to clear the site for the new hospital during the 2008 campus expansion. While the previous Book Store had been replaced, the Student Union was not. Student Unions are a requirement for academic accreditation and a desired amenity for most students. The process to repurpose the Book store into a Student Center is underway, with the opening targeted for early September 2016.

This will give students an “Internet Café” area where they can meet, study, or just hang out. A food vendor will provide healthy food options in an express venue. Employees are welcome to sample the menu and check out the space.

Lean activities have continued to bring operational savings, which in turn have been reallocated to the police department for their continued growth. Under new leadership from Chief Barrentine, the police department has been working to strengthen their policies and procedures, reinvest in policing activities, and all officers have been officially sworn in by a local magistrate. Employee retention has increased, recruitment has improved, and there have been dramatic improvements in employee morale. The Chief has been introducing himself to his counterparts in the State and working diligently to bolster relationships within the community.

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The Division continued to implement the Balanced Scorecard as an accountability tool. Additional resources were allocated to improve productivity and perfect our processes. This will be an ongoing project throughout FY17. Dedicated resources were also developed to accelerate the department’s investment in Lean principles. Several highly visible projects using Lean design are underway. Metrics will be collected from the new Dermatology clinic and Fort Smith Regional Programs to document savings from the Total Project Alignment model. Early outcomes have been excellent; including staff and physician buy-in as well as significantly improved patient throughput.

A Performance Excellence project was initiated to improve the customer experience with the Planning, Design and Construction (PDC) process.

Focus groups identified key concerns that have been vetted and included in the redesign activities. The process goals focus on communication and project development activities, obtaining Executive Committee approval for all projects, capture of all projects in the new Capital Committee list, and assuring Cabinet-level approval for all scope creep resulting in change orders. This is a very complex process but the team is working to complete the redesign by the end of second quarter and implement in the third quarter of FY17.

Once again, it has been a pleasure to work with the mission departments to meet their facility needs. Campus Operations is prepared to meet all requests and exceed expectations in all areas of our responsibility. The CO team members are dedicated to their roles and are constantly working to improve their competencies. It is an honor to work alongside our facilities professionals and learn from their endeavors.

We are always at your service.

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

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OVERVIEW The division is primarily core funded.

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The Campus Operations operating budget has remained consistent since VC Kenneday’s arrival.

Campus Operations has maintained a consistent budget while the overall UAMS budget has grown.

The increase in service area in FY09 did not result in additional staff for Campus Operations.

UAMS Little Rock campus has 106 acres.

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ENGINEERING & OPERATIONS

Leadership Team:

Left to Right: Ted Bowden, Jackie Hefley, Bob Hall, David House, Judy Stephens, Chris Gray, Mike Barnwell, Robert Airo, Marlon Joiner

Engineering & Operations (E&O) is comprised of multiple shops which provide preventive, corrective, and general maintenance on all building systems. This includes building envelopes, HVAC systems, electrical systems, life safety systems, plumbing, vertical transport, refrigeration systems, and building interior finishes. E&O also provides utility generation and distribution, which includes steam, chilled water, heated water, and electricity.

The newest Energy Plant was brought online in FY13. This plant greatly reduced electricity costs for UAMS, with a 13% cumulative reduction of kBtu since the FY11 baseline. This is equivalent to the total energy consumed by 1,696 Arkansans during 2014. (U.S. Energy Information Administration) Emissions from power generation activity were reduced by 6% cumulatively over the same time period. This equates to the annual emissions of 6,494 passenger vehicles in the United States. (U.S. Environmental Protection Agency) Reductions in these costs help ease the financial burden on campus while reducing the environmental footprint in central Arkansas.

Engineering & Operations implemented other sustainable solutions during FY16. LEED inspired technology is being used to replace older inefficient systems throughout campus. Conversion to heated water in lieu of steam reduced the fuel consumption. Changes implemented over the last several years have doubled the Energy Star rating for the campus. Energy Star is a U.S. Environmental Protection Agency voluntary program that helps businesses and individuals curtail costs and reduce their environmental footprint. The Primary Data Center on the Little Rock campus was re-awarded Energy Star’s certification in 2016, and is one of 89 Energy Star Data Centers within the United States to achieve this award. (PDC Rating).

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Accumulated budgeted savings since FY13 is estimated to be $26.8M.

UAMS is a member of the University HealthSystem Consortium, which provides benchmarking data.

The Energy Plant brought online in FY13 provides a sustainable solution for the Little Rock campus.

UAMS spends half what our peer group spends per FTE on Engineering and Operations.

Engineering and Operations covers more ft2 per employee than our peers.

A COMPREHENSIVE LIST OF FORMS AND WORK REQUESTS CAN BE FOUND AT OUR WEBPAGE.

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OCCUPATIONAL HEALTH & SAFETY Occupational Health & Safety (OH&S) provides regulatory oversight for employee safety, oversees environmental compliance, and facilitates multiple safety training programs. Safety training is provided for fire safety, back safety (lifting), blood borne pathogens, chemical hygiene, laboratory safety, radiation safety, respiratory safety, and workstation ergonomics. OH&S also manages property insurance, hazardous waste, indoor air quality Leadership Team: evaluations, and investigations of Left to Right: John Ryals, Carol Price, Sonja Hart, Janean Hardister, work-related incidents and injuries.

Katia Gray, Michael Webb The Driver’s Safety program saw significant growth during FY16, including the addition of employees who live outside the State of Arkansas. This increase in participation corresponds to a decrease in at-fault accidents during the most recent fiscal years.

The ChemShare program stockpiles surplus chemicals that are redistributed elsewhere on campus. To date this program has saved UAMS $126,086, and benefits our research community by reducing waste and providing a no-cost alternative to chemical procurement.

OH&S plans to hire a new Bio-Safety officer during FY17. This position will focus on bioresearch conducted for National Institutes of Health funding and will benefit researchers who submit grant applications.

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EPINET provides this national benchmark.

The Driver’s Safety program has grown significantly and provides cost savings for UAMS and the community.

The ChemShare program has redistributed $126,086 worth of unused chemical internally since its inception.

MORE INFORMATION ABOUT THE OH&S CAN BE FOUND AT OUR WEBPAGE.

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OPERATIONAL SUPPORT SERVICES Operational Support Services (OSS) is comprised of five teams. Campus Environmental Services (CEVS) provides cleaning, floor care, and trash removal to the non-clinical areas of UAMS. The Bio-Hazard team disposes of Red Bag waste and other hazardous materials. The Grounds team maintains landscaping throughout the 106 acres of the main UAMS campus. The Sustainability team provides shredding services and gathers recyclables from select locations across the LR campus. The Move team handles office relocations throughout Pulaski County and retrieves M&R throughout the State.

CEVS continued to support the community through instructional outreach in FY16. This team participates with Project Search every year, which helps develop individuals with developmental disabilities who desire sustainable, competitive employment.

Additionally, the CEVS team facilitated group training for Leadership Team: Left to Right: Clifton Williams, Sherie Brown, LaShannia Huston, individuals associated with Our LaRoyce Childs, Michael Thomas

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House in Little Rock, marking the 4th year for this outreach to homeless and near-homeless families within the community.

Red Bag waste reduction through training and lean initiatives continues to be successful. The amount of regulated medical waste has been reduced 26% cumulatively since FY10. This is a reduction of almost 1.1 million lbs. of waste, or $309,195 using FY16 costs. This volume reduction offsets a 59% price escalation during the same time span.

The addition of land south of 7th street increased the Little Rock campus’ size to 106 Operational Support Services evening shift employees acres. The Grounds team is responsible for and managers. landscaping and maintaining outdoor spaces around campus. This includes winterizing sidewalks and parking lots during inclement weather.

The Sustainability team launched the food production recycling program in FY16. Almost 62 thousand lbs. were removed from general waste disposal during the first year of this

program. This reclamation is equal to the annual amount of trash generated by 38 people. (U.S. Environmental Protection Agency) The Move team is implementing an online inventory of furniture and fixtures which are available for internal redeployment. This service provides a cost saving solution for many areas on campus. More information about this program will be communicated as it is developed.

Regulated medical waste per annual patient day has been reduced, offsetting price increases.

Recycling is 30% of the UAMS Waste Profile.

The Chancellor’s garden is one of many green spaces at UAMS.

The Grounds team maintains 106 acres of property at the Little Rock campus.

MORE INFORMATION ABOUT THE OSS DEPARTMENT CAN BE FOUND AT OUR WEBPAGE.

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PARKING OPERATIONS Parking Operations manages and operates parking facilities at UAMS. This includes overseeing enforcement, offering alternative transportation programs, managing the UAMS shuttle, assigning parking spaces, and administering valet services.

Increased automation to UAMS parking areas was completed in FY16. Older systems and manned cashier booths have been replaced.

The UPARK system has streamlined traffic flow when entering or leaving parking decks and lots while reducing the maintenance Leadership Team: required by the older technology.

Left to Right: Kendra Henderson, John Stidham, Shelli Garcia, Major repairs to Deck 2 were Alex Hooper completed in the spring and summer of FY16. These were necessary to extend the useful life of the deck. Repairs on the exit ramp of Deck 2 will be completed in the fall of FY17.

Adequate parking continues to be an issue. The number of employees on the waiting list increased during FY16. Options are being evaluated to increase available parking spaces at the Little Rock campus.

The Parking department is developing ways to provide sustainable solutions for UAMS. Replacing existing lights with LED lights will reduce electricity consumption in parking areas.

Electric car chargers are available for use on the A level of Parking Deck 2. Incentives are offered for employees who carpool to work.

 

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Parking continues to improve the overall usage of spaces available at UAMS.

The average shuttle route time has remained constant for several years.

Increases to the waiting list in recent years reinforce the need for additional parking on campus.

MORE INFORMATION ABOUT THE PARKING DEPARTMENT CAN BE FOUND AT OUR WEBPAGE.

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PLANNING, DESIGN, AND CONSTRUCTION (PDC) The PDC department provides a unified approach to construction needs for UAMS. This department works with the user groups, support departments, design teams, and contractors using Total Project Alignment (TPA). The PDC manages project development from inception to fully operational. The department provides Lean project design, architectural and engineering services, interior design, and construction project administration services.

Integrated Project Delivery centered on Lean processes is the new direction for the PDC. This technique is designed to provide UAMS specific benefits and results through collaboration with frontline staff. Users are deeply involved in the development of projects from conception to occupancy to ensure the patient, family, and care provider’s needs are met. The process focuses on designs that prioritize efficient care delivery and increased patient satisfaction.

Leadership Team: Recent examples of projects Left to Right: Rob West, Mickey Thomas, Romie Price, Art Kjos, include the new Regional Programs’ MJ Walker, Claire Denham Ft. Smith clinic and the new Dermatology clinic at the UAMS main campus. PDC staff worked with clinicians and clinical staff to improve process flow and reduce the daily walking distance for front-line employees.

Staff efficiency, designs that assist in minimizing potential medical errors, and ways to assist the medical team interaction were also addressed in the facility design process.

The PDC collaborates with architects and engineers in designing projects that are energy efficient. Using the national benchmarks for sustainable design promoted by the United States Green Building Council ensures these projects minimize environmental impacts.

Clinical staff helped design the new Dermatology clinic.

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The new Dermatology Clinic opened in FY16.

Efficient workflow design brings a reduction in steps by clinical staff during the average shift.

This is a typical exam room in the new Dermatology Clinic.

A rendering of the new clinic in Fort Smith This clinic is scheduled to open in the spring of 2017.

MORE INFORMATION ABOUT THE PDC DEPARTMENT CAN BE FOUND AT OUR WEBPAGE.

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UAMS POLICE The UAMS Police department operates around the clock to provide a safe environment for patients, visitors, and employees. In addition to law enforcement and security measures, staff provide safety escorts to and from parking areas, assist motorists on campus property, and support the medical center's Emergency Preparedness policies. The UAMS PD also Leadership Team: has a Technical Security team Left to Right: Sgt. Bradley Jones, Lt. Flometta Berthia, Kristin Yates, Chief Robert Barrentine Lt. Frank Hichens, Terry Jones which installs, services, and maintains video surveillance and access control systems. Currently there are 1,200 card-access-doors, 1,200 surveillance cameras, and 170 panic alarms located across campus.

Changes in leadership have prompted the UAMS PD to shift from reactive policing to proactive policing. The department changed its patrol procedures to improve coverage by stationing various officers at strategic locations. Increased police visibility has resulted in a 15% decline in on-campus thefts during FY16.

UAMS PD is actively forming partnerships within the community as part of the new customeroriented strategy. UAMS PD conducted more than 47 safety and security presentations, provided Active Shooter trainings, and performed numerous risk assessments. Off-campus community involvement includes partnering with the Capitol View-Stifft Station Neighborhood Association.

FY17 brings new opportunities to serve UAMS facilities around the state. Increased patrols and improved relationships with the surrounding community will build a sustainable foundation for the safety of patients, visitors, students, and employees.

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Thefts on campus have been reduced 15% since FY16 and 46% since FY12.

Our UHC peers spend twice as much for security per square foot.

Our UHC peers have more staffing on a per ft2 basis.

MORE INFORMATION ABOUT THE UAMS POLICE DEPARTMENT CAN BE FOUND AT OUR WEBPAGE.

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