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 UIC’s 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 Responsibilities:Facilities 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 Responsibilities:Facility 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 Responsibilities:Environmental 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 Accomplishments:Facilities 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 Accomplishments:Facilities 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 Accomplishments:Mail 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 Accomplishments:Parking 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 Accomplishments:Facility 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 Accomplishments:Environmental 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. East South West 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

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 F&A 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 F&A Growth – VCAS Allocation FY1995-2004

27. Budget Deferred Maintenance Current Exposure

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 R&R 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