Campus Operations Annual Report

UNIVERSITY OF ARKANSAS

FOR MEDICAL SCIENCES

CAMPUS OPERATIONS Annual Report

Table of Contents MESSAGE FROM MARK KENNEDAY.......................... 1 Resources Mission/Vision ..................................................... 2 Fast Facts............................................................. 3 Major Accomplishments.................................... 5 Department Spotlight........................................ 6 Department Updates Analytics and Support....................................... 9 Bookstore ...........................................................11 Operational Support Services........................ 12 Design & Construction...................................... 15 Engineering & Operations................................. 17 Occupational Health & Safety ........................ 20 Parking Operations .......................................... 23 Police Department............................................ 25 Telecommunications......................................... 29 Future Goals...................................................... 30 Appendices A. Real Estate Owned........................................ 32 B. LR Campus- Owned Buildings........................ 33 C. Human Resources.......................................... 34 D. Financial Resources..................................... 35 E. Productivity Measure................................... 36 F. Leadership Team............................................. 37

Message FROM MARK KENNEDAY

UAMS just received notice that it was recognized by the EPA for achieving Energy Star for the Primary Data Center. This is an excellent validation that the many great employees in the department have continued to manage the systems to meet the rigid standards for recognition for another 12 months. Energy Star is one of the many benchmarks the Campus Operations team uses to measure and verify performance against national standards. Early in the year, the chancellor received recognition from the American Society for Healthcare Engineering that the Family Medical Center and the overall campus were recognized for a 60% and 30% improvement in energy consumption, respectively, and were awarded “Energy to Care” (E2C) awards. This is recognition that the Family Medical Center achieved a 60% improvement its energy utilization and the overall campus a 30% improvement.

The Campus Operations team continues to raise the bar on their performance and worked diligently this past year to achieve improved outcomes from leaner designs and processes. The team’s measurement and verification efforts have resulted in improved outcomes in every area, as a total savings to budget and compared to previous years. Goals such as achieving Energy Star for the entire campus are lofty, but within reach. The real goal is to reduce our dependence on energy so the savings can be used to support and expand the missions of the institution. Receiving a plaque from a third party is fantastic validation that the team goals are being achieved. How UAMS uses energy is not the only thing the Campus Operations teams do, but it is one of the most important and can have an amazing impact on operations.

To date, UAMS has invested over $75 million from the positive cash flows provided from innovative energy solutions and the great work of the teams that planned, designed, constructed and operated the facilities. The positive cash flow from utility cost reductions have been used to service the debt for the following projects:

District Energy Plant Ninth Floor Build-out of the Hospital Remodel five older surgical suites Double capacity of both Pre Op and Post-Operative surgery Build out shell floor for Multiple Myeloma in the Cancer Institute Repurpose fifth floor of the Spine Institute for Translational Research Institute Purchase six acres and develop parking for 450 cars

Everyone on the Campus Operations team has been involved in these projects, and our missions have benefited from new and improved space without having to fund the first cost of construction. Many other projects that were facilitated during the year resulted from improved operations and support the department provides.

The Campus Operations team has provided tremendous value to the organization from every department. The bookstore was under budget and met the university’s book adoption needs and continues to provide branded products to our students, their families and our staff. The UAMS PD has worked to reduce crime and to provide prevention and loss control with all statistics trending positively. Their posted report to meet the Cleary Act assures parents and family members of students that life on campus is safe as well as challenging and fun. The Occupational Health and Safety team has met or exceeded compliance and regulation standards for radiation, lab, and fire and life safety. They continue to train all staff on safe work practices and hazardous waste and materials management. The Parking and Telephony departments are providing upgrades to many of their technologies to assure continued service and operational reliability.

The Analytics and Support department has provided the division with new tools for central data management and continues to improve their decision support technologies as needed to advance the Campus Operations departments.

This year we added a Facilities Planning Department, which resulted in several new skill sets for master facilities planning and workflow design. The Design and Construction department has leaned up to match the reduction in capital projects, while maintaining their capacity to meet daily activities and upcoming projects. The Operations and Maintenance team, along with Campus Environmental Services, has worked to keep the energy efficiency aspects, as well as the aesthetics of the institution, in great shape. To better improve communication and collaboration, the space was modified to allow the PDC team, the EVS team and the O&M team to co-locate to drive even more efficiencies from equipment support and departmental administrative support.

Every successful outcome is the result of great planning, great effort, great people and great tenacity to implement. The Campus Operations team is proud of their outcomes and believes that to manage success, you must measure it. This report is their measurement of their hard work and determination to achieve their goals and doing their part to support the missions of the institution. As with all process reports this is a snapshot in time, and the team continues to improve every day. Campus Operations is developing their outcomes in a new format that will be used in 2015 in support of the department’s commitment to sustainable operations. The report will be a “Balanced Scorecard” approach to division’s activities.

Always at your service,

Mark Kenneday, MBA, CHFM, FASHE Vice Chancellor, Campus Operations

University of Arkansas for Medical Sciences

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Mission, VISION AND CORE VALUES The mission of UAMS Campus Operations Division is to support the overall mission of the Institution- to improve the health, health care and well-being of Arkansans and of others in the region, nation and the world by: 1) Educating current and future health professionals and the public, 2) Providing high-quality, innovative, patient- and family–centered health care and specialty expertise not routinely available in community settings, and 3) Advancing knowledge in areas of human health and disease and translating and accelerating discoveries into health improvements. We do this through maintenance and improvement of existing facilities and grounds, utilities management, campus security, design and construction of new facilities, and provision of auxiliary services.

Campus Operations’ sole purpose is to serve and support the missions of Patient Care, Education, and Research. UAMS Vision 2020 reveals these five goals.

By the year 2020 UAMS will: 1. Create an integrated, patient-centered health care environment that effectively and efficiently produces better health outcomes, enhances the patient and family experience and fosters clinical program growth at UAMS; 2. Educate culturally competent professionals equipped with the knowledge, skills and abilities to adapt to changes in the health care field; 3. Continue to develop and expand nationally recognized, multi-disciplinary research programs aligned with health needs in the state and nation; 4. Develop research, educational and technical assistance expertise in population-health strategies to promote prevention efforts for high-priority health issues and to improve the health of Arkansans; and 5. Support the talent-rich environment at UAMS through employee support programs, enhanced organizational communication and employee development.

CAMPUS OPERATIONS Leadership Team

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See the complete UAMS Strategic Plan – 2020 Vision Campus Operations will support goals one through three by focusing on the following six areas: 1. Providing a safe and secure environment for our patients, visitors, students and staff 2. Providing excellent customer service 3. Addressing end-of-life issues on critical equipment 4. Deferred Maintenance 5. Meeting the growth needs of UAMS in the future 6. Making a good first impression Campus Operations will support goal four by providing the following services: 1. Consulting on security and telecommunications purchases and strategies 2. Monitoring fire and security alarms at remote sites 3. Providing design and construction support and lease coordination 4. Providing regulatory compliance at remote locations Campus Operations will support goal five by providing the following services: 1. Supporting all employees by providing good working conditions 2. Supporting all employees through enhanced organizational communication and development 3. Supporting all employees through training 4. Supporting employees through additional technical training 5. Supporting UAMS in redesigning the pay plan structure

Fast Facts The Campus Operations Division is made up of 11 departments. They include: Analytics and Support, UAMS Bookstore, Design and Construction, Engineering and Operations, Facilities Planning, Occupational Health & Safety, Operational Support Services, Parking Operations, Police and Electronic Surveillance, Technology Services and Support, and Real Estate.

Campus Opera0ons Budget by Fund Types (in millions) Campus Opera0ons Budget

by FTund Types in millions) Campus Opera0ons Budget

by Fund ypes (in m(illions) Total U.lity Costs (in millions)

5.05 5.05 5.05

0.6 1.1 2.1

5.06 5.06 5.06

16.1 16.1 16.1

8.2

Water

Gas

Electricity

Maintenance and Support

111-­‐General Opera0ng Funds 112-­‐Service Funds 114-­‐Auxilary Funds 111-­‐General Opera0ng 112-­‐Service 114-­‐Auxilary 111-­‐General Opera0ng Funds Funds 112-­‐Service Funds Funds 114-­‐Auxilary Funds Funds

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MAJOR ACCOMPLISHMENTS CAMPUS SAFETY AND SECURITY

CAMPUS INITIATIVES

• Implemented changes to improve campus wayfinding • Added police officers to achieve 24/7 coverage of the • Implemented a Room-a-Day upgrade program to improve hospital room appearances Emergency Department • Printed and distributed new ID badges for all UAMS • Provided significant support for the opening of the new Neighborhood Clinic at Rahling Road employees • Contributed to the education of 5,000 employees on • Reallocated funds to allow NWA parking deck improvements to proceed Code Black • Campus Utilities finished the year under budget by • Implemented a sharps recycling program; reduced $1.4M needle sticks from 10 in the previous year to 1 • Provided excellent Inclement Weather support during • Conducted annual safety training for more than 10,000 employees (achieved all-time high compliance toughest winter in many years • Provided cabling support for EPIC by installing and at 92.4%) increasing network by 300 plus locations • Completed construction of Regional Health Clinic- MANAGED REAL ESTATE Magnolia, Weight Loss Clinic, and Oral Health • Successfully filed property tax exemptions for

Clinic Texarkana, Fort Smith and Magnolia • Initiated comprehensive Balanced Scorecard and • Purchased property in Fort Smith to allow growth of LEAN efforts to help increase efficiency and decrease Regional Programs waste • Achieved record profit for campus rental properties • Led LEAN projects including: a EVS 5S project, Clinical Sterilization Team, reduction of off-site records storage, and more DIVISION REORGANIZATION • Eliminated 11 positions • Map services/Black Belts/Performance Excellence MAXIMIZED MARGINS • Re-tooled fleet management (Enterprise car rental) • Telecommunications converted service/billing from • Added highly-skilled and qualified team members – DIS to Windstream, which reduced landline and an architect, two engineers, and a skilled project long distance rates. Bookstore reduced inventory manager levels through aggressive sales

FACILITIES • Expanded the ASHE intern program to an Arkansas- wide program administered by the AAHE • Introduced the “Lean Construction” concept with a full training regimen to our Construction partners

• Parking instituted a dedicated Student Parking / Transportation Fee to provide funds for increased services • Saved approximately $3.2 million in gross utility costs, reducing “Utility Cost per Square Foot” by 10% • Several savings were achieved to reduce off-site lease costs.

• Upgraded space in the UAMS Women’s Health Clinic at the Pulaski County Health Building.

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In the Spotlight Facilities Planning and Design Facilities Planning & Design (FPD) is a new department within Campus Operations, having only been in operation since April 2014. The department consists of seven employees, five of which were transferred from existing departments and two brand new to the UAMS family. The mission of FPD is to produce facilities that support each department’s functions in meeting the overall strategic objectives of UAMS. We respond to this challenge by executing the following seven tasks.

Planning Our Facilities Development Plan is focused on a long-term (50 year) look at the evolution of the main campus facilities to serve the strategic mission of UAMS. This plan also incorporates specific short term (5-8 years) needs.

The plan includes: • Accommodations for persons with disabilities • Programmatic needs • Distribution infrastructure • Building replacement and redevelopment • Space consolidation • Reduction in needs for leased space

Design We have completed several small projects using internal architectural staff as well as some larger projects using external architectural and engineering firms.

Representative Projects Include:

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• • • • • •

New space for the consolidation of Registrars’ Offices New Regional Programs clinic in Fort Smith Renovations in the library for group-learning centers Improved chemical storage for the Cancer Institute Space for the Service Lines teams Kiosks for the new parking pay stations

Brand standards are being created for various Clinical Programs in order to create a consistent look for all UAMS-sponsored programs. This brand image will have an overlay that creates a clear identity for UAMS across all programs and locations.

Space The space request process has been reconfigured to streamline the timing and to better track and manage the approval process.

Leasing Presently this team is managing in excess of 150 ongoing leases across the state of Arkansas. A major LEAN effort has been initiated to reduce the volume of records storage, which in turn would reduce rental expenses for the Institution.

Working with the Process Management team, an initiative has also been started to move from a reactive model of leasing space to a proactive one based on strategic needs. This initiative will focus on creating an Owner’s Project Requirements guide within lease requests to enhance the presence of UAMS programs throughout the state.

Process Planning This team is focused on using LEAN processes to eliminate waste in our in-house project processes. Working with users directly involved, two notable projects have been completed: • Streamlined Space Requests • Reduced procedures required for the Infection Control Risk Assessments (ICRA) We have three upcoming facility design projects using a 3P LEAN process.

• New Regional Programs clinic in Fort Smith • Relocation of the Dermatology Clinic • Expansion of simulation labs for the College of Nursing

Building Information A preliminary initiative is underway to survey approximately 5.5 million square feet of space on the main campus. The objective of this survey is to update the accuracy of all plans and identify use of individual spaces.

Future initiatives for data collecting include:

• • • • •

Improve the accuracy of the information Make access to essential building information easier Inclusion of critical information Establishing standards for documentation and implementing utilization of the standards Evaluation and implementation of more robust technology to manage information

INTERIORS AND FURNISHINGS The interiors team is continuing to provide excellence in the appearance of space throughout the system. A focus on standardizing furniture is being executed by using a customary systems furniture program. This effort allows various components to be reconfigured to meet our continually changing needs.

Representative Projects Completed Or Underway Are: • •

• • • •

Neighborhood Clinic at Rahling Road AHEC Colors and Finishes (Jonesboro and Texarkana) PT Clinic, NWA MIRT Offices and Conference, CI 9th Central Registrar, CHP 2 Family Medical Blood Draw Renovation, FMC 1st

• Materials Management Office Updates, Central Ground • Admin. West Lobby • Molecular and Pathology Labs, CI 12th • Service Lines Project Work Area, Walker Annex 2nd • Upgrade Finishes, OPC 3rd

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The department strives to create safe, appropriate work spaces that are welcoming to all who seek service through our programs. We hope our efforts will positively impact the look, comfort, and accessibility of all UAMS facilities, both for our patients and our employees. We are looking forward to another great year.

Front: Mickey Thomas, Art Kjos, Claire Denham, Darlene Moore Back: Jordan Northcutt, Alan Barnhardt, Randy Perry

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Analytics and Support Primary Services

We support the mission of UAMS to improve the health, health care, and well-being of patients, employees, and guests by providing campus wide Call Center Assistance. We also support Campus Operations departments through webpage design and maintenance as well as data reporting and analysis.

Accomplishments • Call Center operations 24/7 for Campus Operations Division • Manage and design webpages for Campus Operations Division • Collect, manage, and report on data for Campus Operations Division • Manage CMMS (Computer Maintenance Management System) software to collect data, manage employees, and report data • Implemented software to allow input of work order information from cell phones, eliminating need for craftsmen to come back to shop for data entry • Brought additional CO departments into TMA for improved management • Created improved web presence for Bookstore • Replaced the Bookstore point of sale software • Implemented SMS notification on ENS server allowing mass text messaging for issues such as Code Black • Eliminated majority of paperwork involved with OH&S fit testing decreasing storage and paper handling needs

Leadership Team

Joey Horton and William Johnson 9

Measures of Success • Call Center generated 31,730 work orders from phone calls and web requests • Call Center answered 43,354 calls with an average answer time of 10.3 seconds and an abandonment rate of only 7.6%

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UAMS BOOKSTORE Primary Services

The Bookstore provides textbooks and medical equipment to 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 scrubs. Students and employees receive a 10% discount on all UAMS merchandise and scrubs. Our in-house café offers a wide variety of coffee and specialty drinks.

Accomplishments • Performed several “remote sales” throughout the year at various locations around the UAMS campus to increase

Bookstore exposure and reduce old inventory.

• Completed an upgrade to the Bookstore’s point of sale system (Booklog) in March 2014 and purchased a new credit card interface that will be installed at the beginning of FY 15 that will enable the Bookstore to start renting textbooks with the spring 2015 semester.

• Revamped the Bookstore website to be more consistent with other Campus Operations departmental websites.

• Streamlined the adoption form submission process to provide UAMS faculty with the ability to submit their course adoption forms electronically.

• Handled the distribution of student and faculty regalia for Academic Affairs.

• Worked with representatives from the College of Medicine to order and distribute approximately 700 lab coats for the COM residents and upcoming COM freshmen.

• Developed a customer satisfaction survey that is now available on the Bookstore website and will also periodically be sent out to bookstore customers using the “Campaign Management” module in the updated version of Booklog.

• Collaborated with Nutritional Services to serve sandwiches, salads, and fruit during lunch hours.

• Through collaboration with the College of Health Professions (CHP) faculty the Bookstore facilitated the purchase of required supplies, equipment, scrubs and patches for Dental Hygiene and Laboratory Science students.

• Implemented a Facebook page that provides an additional online presence and enables the bookstore to better

communicate to students, faculty, and staff information on product updates, special sales, and announcements.

Leadership Team

Left to Right: Paige Colclasure, Ginny Deuschle, Robert Saylors, Ardell Stephenson, Kenneth Martin 11

Operational Support Services Campus Operational Support Services meets the needs of the Campus by managing the Campus Environmental Services, Biohazard Waste, Grounds, Property Service, and Sustainability departments. Our team consists of 104.75 associates that cover two shifts, we are responsible for cleaning 2.5 million square feet throughout 28 buildings and maintaining 5 million square feet of the surrounding campus.

Primary Services

• Floor care (carpet cleaning, stripping and refinishing) and floor mat services • Pest control • Window cleaning (indoor/outdoor) • Assist with on and off campus moves • Post-construction cleanup • Event set ups

Accomplishments

• Gained four new areas of service • Began providing services to the 12th Street Clinic • Reduced solid waste stream • Utilization of eco-friendly chemicals • Transported 14,000 items to M&R with staff of 4 • Completed 334 property service moves to AHECH’s statewide and to UAMS central campus • Improved landscape, turf, janitorial, and irrigation maintenance: 65-70% Grounds labor • Performed seasonal color planting: 14,000 spring bulbs, 1,900 caladium bulbs • Completed major gardening projects • Acquired cardboard recycling and increased cardboard tonnage from 22.62 to 31.64 • Performed 283 event set-ups throughout institution • Performed 398 floor care projects institution wide

Leadership Team

Left Front Row: Chad Hale, Diane Hughes, Sherie Brown, Al Withers Middle Row: Penny Talbert, Jessica Denis, Carl Bates, Bud McDonald, Allen James Back Row: Dewayne Conway, Philip White, Charles Hardy 12

Measures of Success

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DESIGN & CONSTRUCTION Primary Services

Properly program, design, and utilize space for the success of all UAMS programs in education, research, and health care by providing construction project management and in-house construction. This management includes project conception, contract negotiations, planning, life safety, and management of either renovation or new construction.

Accomplishments • Managed 735 projects • Completed e-Builder integration with SAP • Implemented CFA process to speed up the approval process and improve customer satisfaction • Implemented the invoicing process and reduced invoice approval time to one day • Required general contractors to pass the ASHE CHC test to work in health care facilities • All project coordinators completed HCC training • Two project coordinators received their asbestos testing certification • Renovated Engineering & Operations and Design & Construction offices to include the Facilities Planning Department and Operational Support Services • Construction shop using the new TMA system for labor and material

Leadership Team

Left to Right – Robert West, Dana Trickey, Brian Cotten

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Measures of Success 2013

2012

2011

2010

Total Design & Construction Projects

594

2014

547

497

448

366

Total Deferred Maintenance Projects

141

125

112

94

89

Projects not managed by Design & Construction

68

69

67

66

58

Total Projects

803

741

676

608

513

Total DC & DM Projects

735

672

609

542

455

63

67

87

37

52

56

57

22

18

38

42

95

602

515

443

338

89.58%

84.56%

81.73%

74.29%

87

72

105

180

24

5

18

143

FY Funded projects added (DC & DM) Project Status Underway or in Planning

50

In the process of closing (30 days issued/review/approval) Closed

660

% of DC & DM Managed Projects Closed # of projects closed FY Closed Projects vs. Added

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ENGINEERING & OPERATIONS Primary Services

Maintain, repair, operate, and create safe, healthy, aesthetically pleasing UAMS facilities and building systems. Services include: Utility Plant Operation, General Maintenance, Plumbing, Electrical, HVAC, and Sustainability.

Accomplishments

• Approximately $30,000 under budget for FY14 • Processed nearly 38,000 campus work orders • Reconditioned approximately 100 patient rooms in the Hospital through the “Room-A-Day” program • Reconditioned the A-Level entrance to the Central Building • Average score of work order “Report Card” was 4.2 on scale of 1 to 5

Leadership Team

Left to Right-Back Row: Ray Baker, Chris Gray, Robert Airo, Rick Long, Richard Woods, Mike Bell, Ted Bowden Left to Right-Front Row: Judy Stephens, Marvin McCloud, Mike Barnwell, Jim Jones, David House, Bob Hall

Marlon Joiner Director of E&O Utilities

Robert Ray Assistant Vice Chancellor, Operations and Maintenance

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Metrics/Measures of Success

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OCCUPATIONAL HEALTH AND SAFETY Primary Services

OH&S provides regulatory oversight for employee safety and environmental compliance while providing multiple safety training programs. Safety training topics include: fire safety, back/lifting safety, bloodborne pathogens, chemical hygiene and laboratory safety, radiation safety for radiology and laboratories, respiratory safety, hazardous waste handling and disposal, and workstation ergonomics. OH&S also manages hazardous waste streams, provides indoor air quality evaluations and investigates and manages work-related injuries and illnesses.

Accomplishments • FBI and DOE sponsored the Curieus Disintegration Exercise on April 23 and 24, 2014 on UAMS campus, as continuation of Global Threat Reduction Initiative • Completed 499 laboratory audits including: safety audits, radiation safety audits, and set up audits • Completed 298 follow-up audits • Number of citations found in lab audits decreased for the 5th year in a row • Automated respirator fit test process to increase productivity and improve employee satisfaction and compliance • Chemshare Program to recycle unused chemicals and labware saved researchers $40,000 over the past two years • UAMS Drivers Program decreased overall number of vehicle accidents and at fault vehicle accidents • Annual safety training for employees reached high of 92.4%

Leadership Team

Front Row: (l-r) Kim Wiebeck, Sandy Cox, Sonja Hart, Linda Rogers Back Row: John Ryals, Carol Price, Jason Robinette, Michael Webb

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Measures of Success

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Needlestick and Sharp Object Injury Rate per 100 Occupied Beds

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PARKING OPERATIONS Primary Services

• Maintain and operate UAMS parking facilities, oversee parking enforcement, offer alternative transportation programs, manage the UAMS shuttle, fleet management, and administer valet and outside hospitality services

Accomplishments • Implemented new parking technology by working with key stakeholders and completing construction work, new equipment purchases, new software, new work processes, new signage etc.

• Trained employees, students, and guests on use of new parking technology • Leveraged use of existing investment and IT infrastructure in the Parking Technology project to save money now and in the future • Resurfaced top level of Parking Deck 3- structural repairs, signage, and interior striping • Added 75 parking spaces in the Pine/Cedar corridor • Implemented an automated ACIC which allows quick license plate checks to identify violators • Automated process for citations and late notices • Addressed deferred maintenance items such as asphalt and curb repairs on IOA, Lot 5, Bioventures, Lot 14, and Lot 16

Leadership Team

(Front Row) Bart Stigall, Shelli Garcia, Karen Jackson, Kendra Henderson (Back Row) John Stidham, Adam Lallier 23

Metrics/Measures of Success

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UAMS Police Department Primary Services

• We are the law enforcement agency of jurisdiction for UAMS. We operate 24 hours a day, 7 days a week and provide law enforcement and security measures • 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 building, and

support to UAMS Emergency Preparedness policies • Install, service, and maintain video surveillance and access control systems on campus to remotely monitor various areas of campus from within the police department.

Accomplishments

• Detective’s office solved 35% more cases than last year and 8% of stolen property was recovered • Continued to drop crime rates on campus • Performed Risk Assessments for 32 departments • 90% completion of Phase II of the Campus Lockdown which will address 120 exterior doors around campus • Added 4 vehicles to fleet from M&R which helped reduce costs • Added Security Systems Administration position to oversee the technicians in Technical Security • Established a budget for Technical Security to become centrally funded • Added an officer for the hospital information desk 10:30 p.m.-6 a.m., 7 days a week • Completed a tabletop exercise and drill for active shooter on campus • 80% of officers are certified in ALERRT (active shooter) Training • Security division responded to 5,541 work order and trouble calls, with 4,194 requests for door access

Leadership Team

Left to Right: Tim Trieschmann, Terry Jones, Kristen Yates and Chief Carroll Alberson 26

Measures of Success Crime statistics Quarterly Averages

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1st Quarter

2nd Quarter

3rd Quarter

4th Quarter

Jul-Sep 2013

Oct-Dec 2013

Jan-Mar 2014

Apr-Jun 2014

Crimes Against Persons

2

2

2

6

Crimes Against Property

14

14

10

15

UAMS Police Interventions per Month less than National Average

Average Reported Monthly Criminal Activity for FY 13 and FY 14 Activity

FY 13

FY 14

Plus or Minus

Felony Arrests

1.16

1.08

-6.8

Misdemeanor Arrests

15.25

14.67

-3.80

Thefts

11.25

10.75

-4.44

Criminal Mischief

0.22

1.92

+772

Assault/Battery

0.33

0.75

+127

Domestic Disturbances

0.33

0.50

+51.5

Disturbances

1.25

1.25

0

Terroristic Threatening

0.83

0.17

-79.51

Harassment

0.75

0.58

-22.6

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TELECOMMUNICATIONS Primary Services

Phone service, pagers, voicemail boxes and applications, cable installations, emergency notification systems, overhead paging and cell phone management, mail processing, bulk mail services, webpage management and design for Campus Operations (CO), oversee computer hardware and software for CO, provide data management, collection, analysis, and reporting for CO.

Accomplishments • Implemented Pinnacle- new work order and billing software- for better customer service and faster bill processing; reduced bill processing time from 10 to 5 business days and will allow customers to view billing details • Convert Ambulatory to new Avaya Phone System (Appointment Center, Poison Control, EBRX). This system offers advanced management of call flow and allows off- site remote users, while offering enhanced features and reporting for effective management.

• Convert Outpatient Clinics from end-of-life Intertel System to allow more reliability and 4-digit dialing within clinics.

• Consolidated several paging zones, extending the Overhead Paging System life by 5-7 years • Currently working with IT to significantly improve campus infrastructure by adding Cat6 Data cabling and redundant fiber connections.

• Redesigned tele/data closets with network upgrades • Educate departments on options to best manage utilization and costs.

Leadership Team

Front Row: Antoinette King, Karen Jackson, Karen Broadway Back Row: Scott McCumpsey, Paul Williams

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Metrics/Measures of Success

FUTURE GOALS Analytics and Support • Develop webpage for redistribution of research chemicals • Create a website for Space Management • Bring remaining CO departments into TMA software • Eliminate paperwork for lab inspections by using Tablets.

• Upgrade BAS (building automation system) software to allow for improved monitoring and control of various functions on campus including boilers, chillers, air handlers, alarms, and VAV boxes.

Bookstore

• Adjust Bookstore business model to adapt to changing bookstore industry • Implement system to allow UAMS employees to use ID Badge for purchases • Conduct sales at various locations around campus to increase Bookstore exposure.

• Update Bookstore website to allow customers to make online purchases

Campus Environmental Services

• Improve training program for employees • Improve sustainability awareness • Promote fiscal responsibility • Reduce rework in landscape projects • Sustain an effective recycling program 30

Design and Construction

• To insure that UAMS is getting the best value on all construction projects • To use e-Builder to document and distribute ICRA/ILSM for approvals • Implement cash flow analysis/projects using e-Builder capability • Train all project coordinators to use Revit software

Engineering and Operations • 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 • Reduce the campus utility cost per square foot by 3% in FY15

Occupational Health & Safety • Develop online risk/ergonomic assessment tool to aid staff in trouble/problem solving issues and to provide

recommendations for improvement • Develop emergency preparedness plans for research and academics • Incorporate SAFE coordinators with the building audit program to build a better understanding of culture of safety and how it impacts each area

Parking Operations • Implement new role of Parking Ambassador • Implementation of Parking Technology in all decks • Improve customer experience by tracking and reducing the number of exceptions (allowing customer out without paying) in the lane • Participate in Performance Excellence initiatives, such as automation of citation reporting, to improve efficiencies and reduce repeat offenders

Police and Security

• Increase the number of security officers so that the police officers can be used in their core competencies • All officers to be certified in ALERRT (active shooter) Training • Implement customer survey program • Increase security by adding cameras and/or card access • Update controllers for Technical Security • Restructure training program for campus population education • Motivate, recognize, and retain staff

Telecommunications • Continue to monitor telephony trends and options to effectively and efficiently manage campus phone service • Negotiate a lower rate by agreeing to a longer contract for the currently hosted Centrex service • Upgrade UAMS owned PBX-systems to assure reliability and manufacturer support in Freeway Medical

Outpatient Clinic, and Jones Eye Institute • • •

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Convert Surgical Services end-of-life Inter-Tel system to Centrex or possible hybrid with VOIP Collaborate with UAMS IT to expand Lync (VOIP) to suitable users willing to use this option Expand cellular phones where economical by eliminating desk phones/lines

Appendix A – Real Estate Owned Properties currently used as Rental Properties 1. 3900 W. Capitol/420 S. Pine (Duplex) 2. 3904 W. Capitol (Single family) 3. 3906/3908 W. Capitol (duplex) 4. 3912 W. Capitol (Single Family) 5. 201 S. Cedar (Single Family) 6. 205 S. Cedar (Single Family) 7. 209 S. Cedar (Single Family) 8. 301 S. Cedar (Single Family) 9. 311 S. Cedar (Single Family) 10. 313 S. Cedar (Single Family) 11. 315 S. Cedar (Single Family) 12. 317 S. Cedar (Single Family) 13. 601 S. Cedar (Single Family) 14. 605 S. Cedar (Single Family) 15. 615 S. Cedar (Single Family) 16. 621 S. Cedar (Single Family) 17. 204 S. Pine (Single Family) 18. 206A/206B S. Pine (Duplex) 19. 208 S. Pine (Single Family) 20. 314 S. Pine (Single Family) 21. 318 S. Pine (Single Family) 22. 324-A/324-B S. Pine (Duplex) 23. 408 S. Pine (Single Family) 24. 616-A/616-B S. Pine (Duplex) 25. 618 S. Pine (Single Family) 26. 622 S. Pine (Unoccupied – will be demolished) 27. 700 S. Pine (Single Family)

Vacant Lots 200 S. Pine , 210 S. Pine, 320 S. Pine, 614 S. Pine, 620 S. Pine, 321 S. Cedar, 323 S. Cedar, 415 S. Cedar, 421 S. Cedar, 609 S. Cedar, 611 S. Cedar, 619 S. Cedar, 623 S. Cedar, plus:

• ARE-ON land in NLR (purchased for BTOP Grant) – contains small data hut • Ray Winder Field property (stadium demolished – new parking lot in use) • West Little Rock land (vacant land at Rodney Parham and Cantrell Road) • W. 9th & S. Cedar / S. Elm – 99 year lease to the Twentieth Century Club (Hope Lodge Inc.)

Owned Properties w/ Buildings not on the campus proper • 600 South 14th Street, Fort Smith - Medical Clinic (UAMS West) • 1617 N. Washington Avenue, Magnolia, - Building and Land (UAMS South) • 3417 U of A Way, Texarkana - Building and Land (UAMS Southwest)

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Appendix B – Little Rock Campus – Owned Buildings Year Built

Floor Area

Central Building (Old Hospital)

Facility

1955

459,334

Shorey

1957

160,820

Head and Neck Clinic (ENT)

1958

4,024

Main Central Plant (MCEP)

1959

28,310

Barton Research

1960

67,143

Paint / Storage Building

1966

2,895

Secondary Data Center

1970

9,465

Westmark Building

1972

24,088

Education II

1977

230,167

Outpatient Center

1979,1987

125,109

Physical Plant Building

1984

23,167

Family Medical Clinic

1986

26,401

MRI & Gamma Knife

1986

12,602

1988,2009

472,103

Outpatient Diagnostic Clinic

1989

6,463

Mediplex Apartments

1990

4,047

Bio-Medical Research I

1993

159,204

Jones Eye Institute

1993

106,652

Education III

1993

41,715

Distribution Center

1994

46,810

Ward Tower

1997

220,891

Winthrop P. Rockefeller Cancer Institute

Radiation Oncology Center Institute on Aging

32,729 156,919

Education South (Old KARN Building)

2001

16,526

Arkansas Bio-Sciences (Bio-Medical Research II)

2003

142,834

Bio-Technology (Bio-Ventures)

2003

16,676

College of Public Health

2003

127,383

Stephens Spine & Neurosciences

2003

204,660

PET Building

2005

11,228

Bookstore

2006

3,837

Residence Hall (Admin, North, South)

2006

89,352

I. Dodd Wilson Education Building (Ed West)

2007

42,176

West Central Energy Plant

2007

22,046

College of Health Professions Buildings 1 - 7

2008

86,891

Psychiatric Research Institute

2008

109,192

Patient Tower (New Hospital)

2009

530,551

Walker Annex

2009

17,106

Primary Data Center

2010

12,944

COPH Cottage

2008

1,870

12th Street Building

2012

4,000

Freeway Medical Tower

1999

47,001

Total

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1998 2000,2012

3,907,331

Appendix C – Campus Operations Headcount Year-End Headcount (FTE’S) 2011

2012

2013

2014

Administration

4.0

4.0

4.0

5.0

Bookstore

6.0

5.0

3.3

4.0

Campus Environmental Services

59.8

78.3

77.3

76.5

Design & Construction

30.0

30.0

29.8

31.3

Engineering & Operations

119.0

106.0

101.0

99.6

Occupational Health & Safety

18.0

17.5

17.5

19.0

Parking Operations

24.0

21.3

23.0

22.5

Police Department

50.0

43.0

48.0

52.5

Rental Property

1.0

0

0

0

Technology Services & Support

38.5

41.0

36.0

36.0

Totals

350.3

346.0

339.9

346.4

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Appendix D – Campus Operations Financial Resources

Operating Budgets (Amounts in thousands) FY12

FY13

FY14

FY15

Administration

$537

$554

$554

$602

Analytics and Support

745

738

734

734

Bookstore

976

952

775

817

Design & Construction (1)

1,536

1,532

1,525

1,087

Engineering & Operations (1)

7,361

7,566

7,318

6,353

Occupational Health & Safety (1)

1,074

1,123

1,152

949

Operational Support Services (1)

2,477

2,518

2,664

3,816

Parking Operations

3,363

3,500

4,445

4,471

Police Department (3)

1,918

1,806

2,084

2,475

Rental Property

95

96

101

115

Technology Services & Support (3)

5,726

5,733

4,973

4,060

Facilities Planning

602

Totals

$25,808

$25,810

$26,325

$26,176

Campus Utilities Budget

$17,353

$12,334

$12,809

$12,099

1. Various increase and decreases in FY 15 department budgets are due to reorganization of cost centers. The Sustainability, Grounds, and Hazardous Waste cost centers moved from Engineering & Operations and Occupational Health & Safety to Operational Support Services (OSS). The Design and Construction budget was reduced to fund the Facilities Planning cost center.

2. The Division took over UAMS “Moving Services”, this cost center was placed in OSS and we loss the Mailroom cost center to Distribution Services.

3. Electronic Surveillance was formerly included in the Technology Support Services budget; it has moved to the Police Department budget.

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Appendix E – Campus Operations Productivity Measure Fiscal Year

Thousand Sq. Ft.

Number of Employees

Service Area Per Employee

2009

3529

334

10,571

2010

3830

339

11,298

2011

3843

350

10,980

2012

3903

346

11,280

2013

3907

340

11,492

2014

3907

346

11,390

Building Square Feet per Campus Ops Employee

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LEADERSHIP TEAM Vice Chancellor - Mark Kenneday Assistant Vice Chancellor - Phil McNeill

Executive Assistant – Debra L. Smith Fiscal Manager – Angela Finney -------------------------------------------------------------------------------------------------Director, Bookstore – Paige Colclasure Executive Director, Design & Construction - Brian Cotten Executive Director, Facilities Planning – Art Kjos

Director, Occupational Health & Safety - Carol Price Assistant Vice Chancellor, Operations & Maintenance – Robert Ray Director, Utilities – Marlon Joiner Director, Operational Support Services - Sherie Brown Director, Technology Services & Support/Parking Operations - Karen Jackson Director, UAMS Police Department & Electronic Surveillance - Carroll Alberson Director, - Analytics & Support Services – Bill Johnson

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