Vice Chancellor for Administrative Services

1
Vice Chancellor for Administrative Services

• FY06 FY09 Budget Presentation
• February 22, 2005

2
Mission Statement

• Administrative Services seeks to provide a safe,
  secure, and functional environment that supports
  UICs mission of teaching, research, public
  service, and health care.

3
Vice Chancellor for Administrative Services

• Facilities Management and Capital Programs
• Police
• Facility and Space Planning
• Environmental Health and Safety
• Campus Human Resources

4
Vice Chancellor for Administrative Services
Organization Chart
5
Major ResponsibilitiesFacilities Management and
Capital Programs

• maintain campus facilities and grounds
• provide transportation services
• plan, design, and manage construction projects
• establish and maintain building standards
• provide parking services
• provide mail services
• maintain facility information system

6
Major Responsibilities Police

• law enforcement
• traffic safety
• emergency preparedness
• incident response
• crime prevention and personal safety training
• alarms and access control

7
Major ResponsibilitiesFacility and Space
Planning

• develop and implement procedures for reallocation
  of existing space
• plan for allocation of backfill space
• update campus facility master plan
• prepare capital budget request documentation
• develop multi-year, multi-source capital plan

8
Major ResponsibilitiesEnvironmental Health and
Safety

• regulatory compliance
• policies, procedure manuals, training programs,
  inspections, monitoring, consultation
• chemical and radioactive waste collection and
  disposal
• provision and maintenance of safety equipment
• emergency response and accident investigation

9
Major AccomplishmentsFacilities Management
Capital Programs

• responded to over 50,000 requests for service
  from the campus
• created a Facilities Inspector position to
  monitor the maintenance of classrooms
• implemented a new computerized maintenance
  management system to track and control service
  requests, work orders, project estimates,
  allocation of resources, and preventive
  maintenance
• developed alternatives to in-house collection of
  refuse and recycling

10
Major AccomplishmentsFacilities Management
Capital Programs(continued)

• installed a new Project Management System as part
  of a University-wide initiative
• Strengthened the pre-qualification program for
  project consultants and contractors
• reduced the number of change order requests on
  projects
• obtained the target of 2 changes on projects due
  to errors and omissions
• improved systems training and project turnover by
  implementing commissioning process

11
Major AccomplishmentsMail Services

• coordinated with the Pilsen Post Office for
  delivering mail to campus buildings south of
  Roosevelt Road
• developed a schedule with the Main Post Office
  and the Nancy B. Jefferson Post Office so that
  mail can be delivered to campus units predictably
• developed a schedule with the Main Post Office
  for the routine pick-up of US Mail from the
  campus

12
Major AccomplishmentsParking Services

• implemented the Chicago Card Plus Program
• installed a new access system to make all lots
  ADA accessible
• opened the Maxwell Street Garage on South Campus
• replaced cashiering equipment in the parking
  garages

13
Major Accomplishments Police

• strengthened the cooperation between the UICPD
  and the Chicago Police Department (CPD) 12th
  District Joint Task Force
• solved 9 robbery cases with the assistance of the
  CPD
• investigated the misuse of university p-cards
  resulting in 2 approved felony arrests
• arrested burglary ring with 8 cases solved
  related to labs and offices
• cleared major burglary/theft ring in student
  residence halls
• formed a joint task force with the CPD to ease
  community tensions

14
Major AccomplishmentsFacility and Space Planning

• developed protocol for reviewing requests for
  reallocation of space
• established framework for viewing capital wants
  and needs in multi-year, multi-source
  perspective

15
Major AccomplishmentsEnvironmental Health and
Safety

• completed several OSHA-mandated policies
• audited and revised Asbestos Management Program
• developed emergency action plans and evacuation
  drills
• revised biohazard, radiation safety, and chemical
  safety training programs
• implemented laboratory decommissioning policy
• improved response time through additional EHSO
  staff cross-training
• bringing radiation pathological incinerator
  on-line
• implemented portal radiation monitor for hospital
  bio-hazardous waste
• saved 407K for the UIC community by performing
  services in house services as opposed to outside
  vendors

16
Increased Demand for ServiceCampus Expansion Map
17
Increased Demand for ServicesFacilities
Management and Capital Programs

• increasing number of campus accessibility issues
  and increasing demand for ADA services
• mechanical system failures
• renovation of classrooms
• street median maintenance
• supporting the Oasis Program
• expanding research programs and facilities

18
Increased Demand for Services Police

• processed 41,580 police calls
• Homeland security
• South Campus security
• shooting incidents
• CPD change in emphasis

19
Increased Demand for Services Facility and Space
Planning

• reallocation of space for new/expanded programs
• occupancy of new facilities
• changing requirements of instructional programs
• increased emphasis on interdisciplinary programs
• infrastructure renewal initiatives
• master plan process
• multi-year, multi-source capital planning

20
Increased Demand for ServiceEnvironmental Health
and Safety

• laboratory services
• new federal, state and local regulations
• newly initiated regulatory agency inspections
• increased type volume of radiation treatments
• increased volume of safety complaints/calls
• increased number sophistication of biohazard
  research (BSL-3 select agent)
• request for initiation of residence hall safety
  inspections

21
Current Challenges VCAS

• budget and staffing reductions
• conversion of space
• deterioration of facilities
• growth of research programs
• increase in regulations compliance requirements
• implement a central data base for emergency
  preparedness and operations
• complete upgraded wireless lines to police
  vehicles and begin dispatching and data
  transmittal via computers in cars
• re-establish a community policing unit to provide
  programmed, targeted services to the campus
  community

22
Unmet Obligations

• oversight of construction activity, drawing
  review, and inspection
• chemical waste disposal
• code compliance (ADA, Chicago building code,
  other regulatory agencies)
• deferred maintenance
• laboratory safety training and inspection - staff
• preventive maintenance
• union wage increases
• monthly fire suppression equipment testing
  inspection
• increased costs of vendor services and supplies
• unfunded police officer commitments

23
FY05 Budget
Dollar Amount ( in thousands) Percentage
State 35.2M 49.0
F A - Facilities - Administration Administrative Allowance 4.3M .4M .5M 6.0 .5 1.0
Self Supporting (excludes open jobs) 31.3M 43.6
Total (excludes 1.5M campus infrastructure funds) 71.8M 100.0
24
Budget State Decrement and Internal
Reallocations By Fiscal Year

• FY 2003 FY 2004 FY
  2005() Total
• Department
• Facilities Management and
• Capital Programs 3,522
  3,172 1,385 8,079
• Police
  658 0
  298 956
• Environmental Health and Safety 116
  0 (27)
  89
• OVCAS
  54 252
  39 345
• Total VCAS
  4,350 3,424
  1,695 9,469

25
Budget All Sources Beginning Budget FY05

• 
  FA
  Self-
• Departments
  State Allowances Supporting Total
• Facilities Management and 26,931
  4,910 17,919 49,760
• Capital Programs
• Parking
  11,785
  11,785
• Police 5,771 43
  1,039 6,853
• Environmental Health Safety 980
  150 536 1,666
• Facilities Space Planning 270
  90 0 360
• OVCAS
  1,208 112 56
  1,376
• Total
  35,160 5,305 31,335
  71,800
• Excludes open jobs

26
Budget Campus FA Growth VCAS Allocation
FY1995-2004
Fiscal Year UIC ICR Cumulative Increase VCAS Cumulative Increase UIC ICR
1995 18,677 N/A 4,080 N/A 21.85
1996 19,993 7.05 4,080 0.00 20.41
1997 22,804 22.10 4,080 0.00 17.89
1998 24,184 29.49 4,080 0.00 16.87
1999 28,665 53.48 4,320 5.89 15.07
2000 34,075 82.45 4,320 5.89 12.68
2001 41,987 124.80 4,320 5.89 10.29
2002 47,124 152.30 4,320 5.89 9.17
2003 52,980 183.67 4,320 5.89 8.15
2004 61,784 230.80 4,320 5.89 6.99
27
Budget Deferred Maintenance Current Exposure
FY 2004 Actual FY 2005 Estimate FY2006 Estimate
Beginning of the Year Deferred Maintenance (IBHE RAMP Table 9) 420.2 451.7 484.5
Additions Annual Plant Degradation and Inflation 45.7 47.3 49.0
Reductions Departmental Repair/Maintenance and Appropriations 14.2 14.5 22.5
End of the Year Deferred Maintenance 451.7 484.5 511.0
28
Maintenance and Renewals Replacements Budget
COMRB

• College of Medicine Research Building - 332,000
  sf
• total preventive maintenance, minor maintenance
  repair and unscheduled maintenance is projected
  at 2.26/sf
• - Facilities Management budget per average sf
  is 1.57
• - shortfall is approximately .69/sf or
  229,080
• future Renewals Replacements requirement is
  projected at 2.82/sf or 933,172 annually no
  funds earmarked
• TOTAL ANNUAL MAINTENANCE AND RR STANDARD
  1.684M or 5.08/SF

29
Budget Selected Impacts2003 2005 VCAS

• since FY 02 FM has reduced staff by 111 positions
  representing a 16 decrease
• reduced transportation services
• eliminated an Associate Vice Chancellor office
• eliminated security services for PEB and SES
• eliminated 2 project manager positions in OCP
• reduced police investigation staffing
• reduced visibility of police and citizens
  perception of safety

30
Disinvestment Reallocation Strategy

• continue to treat negotiated salary increases as
  unavoidable expenses
• hold Police, Environmental Health and Safety and
  safety related maintenance functions harmless
  from future decrements
• attrition
• layoffs
• reduction of service levels
• selective outsourcing

31
FY07 - FY09 Investment Allocation
StrategiesFacilities Management and Capital
Programs

• maintenance and improvement of classrooms,
  lecture halls and public areas
• preventive maintenance program
• construction estimation, inspection, and drawing
  review program

32
FY07 FY09 Investment Allocation
StrategiesPolice

• increase staffing levels
• 4 additional police officers
• 1 additional police sergeant
• conform to proposed Field Services Staffing Plan
  prepared by PERF

33
FY07 FY09 Investment Allocation
StrategiesEnvironmental Health and Safety

• training initiatives
• compliance staffing
• waste handling program

34
Additional Sources of Revenue FY 07 FY09

• Facilities Management overhead rate increased to
  40 - currently 29
• Capital Programs management fees
• increased/new charges for services

35
Summary

• significant accomplishments despite shrinking
  resource base
• demand for services continues to increase
• need to maintain essential Police and EHSO
  services
• unavoidable union wage increases
• facility and administration allocation must be
  increased to maintain core functions