Administrative Services
2010 Presentation
“Making Sense of Fewer Dollars”
The People of Administrative Services
The people of Administrative Services have expended a lot of effort trying to make sense
of fewer dollars this year.
Administrative Services
Legal Support Services
Risk Management and Emergency Preparedness
Administrative Information Management Systems
Business Services
Document and Publication Services
Human Resources
Illinois Law Enforcement Training and Standards Board Executive Institute
Physical Plant
Public Safety
Purchasing Office
Making Sense of Fewer Dollars
We are
Administrative Services
Administrative Services Office
Provides oversight responsibilities for departments in the Administrative Services area.
• Contract Review
• Insurance – property, casualty, auto, tenant user liability, etc.
• Employee and Public Service Programs, including SECA and
Ethics Training
• Universitywide All Hazards Emergency Preparedness
• Computer Security Training
• Liaison to the Civil Service Employees Council (CSEC) and the
Council of Administrative Personnel (COAP)
Legal Support Services
Legal Support Services offers general legal assistance to constituencies through a contract agreement with a
local law firm.
Risk Management and Emergency Preparedness (RMEP)
Risk Management and Emergency Preparedness is primarily responsible for . . .
• administering property, casualty, auto, and other types of insurance on behalf of the University.
• assessing risk exposures that are present and mitigating the risk of loss to the extent possible.
• ensuring that the University community is prepared to respond in the event of an emergency through
the implementation of emergency operations plans that are fully compliant with state and federal
requirements.
Administrative Information Management Systems (AIMS)
Provides accurate, timely, and complete information to all qualified users in the most usable and appropriate
format.
• Business Data
• Processing
• Database Management and Support
• STARS
Business Services
Conducts the essential business operations of the University while complying with applicable statutes, rules,
and governing regulations.
• Accounting
• Billing and Receivables
• Financial Systems
• Payroll
• Post-Award Contract Administration
Document and Publication Services (DPS)
Provides a diverse array of services that meet the needs of our customers and clients.
• Prepress Services – Design, Layout, Editing
• Digital Print, Four-Color Press, and Duplication Services – Custom Color, High-Volume, Outside Printing
• Mail Preparation and Mail Services
• Office Supplies Store
• University Copier Program
Human Resources (HR)
Provides equitable and consistent administration of human resource programs.
• Benefits
• Classification/Compensation
• Employment Examinations
• Labor Relations
• Staff Training and Development
Illinois Law Enforcement Training and Standards Board
Executive Institute (ILETSBEI)
Addresses public policy and management challenges facing top-level law enforcement administrators through
research, training, and technical assistance.
• Research
• Resources for Senior Law Enforcement Officers
• Media and Web-Based Training
Physical Plant
Maintains and improves University facilities to foster an attractive, safe, and high-quality physical environment,
which is conducive to living, learning, and working.
• Maintenance
• Planning and Design
• Capital Construction
• In-House Construction
Public Safety
Ensures a safe, secure, and peaceful University environment.
• Campus Security
• Key/Access Control
• Parking Operations
Purchasing Office
Procures goods and services in a timely manner while complying with state statutes, rules, and governing
regulations.
• Requests for Purchase
• Bidding Analyses
• Purchase Contracts
• Procurement Cards
Strategic Plan – Objectives
Focused Recruitment and Retention
Develop and foster a superior staff and administration that is responsive, effective, and efficient in supporting
the institution’s missions, values, and objectives with the goal of making Western Illinois University the
destination of choice for students, faculty, and staff.
Enrich Academic Excellence
Become a leader amongst our peers through sustained and enhanced commitments to instruction, research,
service, and information technology.
Support Personal Growth
Provide opportunities for lifelong learning for faculty and staff who are committed to the highest levels of
excellence in supporting and advancing the academic mission and service operations of the University.
Promote Social Responsibility
Provide secure, accessible, sustainable, aesthetically pleasing, and responsive living, learning, and campus
working environments that meet the needs of University constituencies and reflect the core values of the
University.
FY10 Accomplishments
Pursue Focused Recruitment and
Retention & Support Personal Growth
Develop and foster a superior staff and administration that is responsive, effective, and
efficient in supporting the institution’s missions, values, and objectives with the goal of
making Western Illinois University the destination of choice for students, faculty, and staff
while providing opportunities for lifelong learning for staff and administration who are
committed to the highest levels of excellence in supporting and advancing the academic
mission and service operations of the University.
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
The staff of Administrative Services served on several committees, including the following:
Administrative Calendar Committee
Administrative Procedures Handbook Review
Committee
Auxiliary Facilities System Committee
Council of Administrative Personnel (COAP)
Employee Development Advisory Group
Greek Social Management Policy
Identity Theft Red Flag Rules Committee
IPHEC Procurement Bulletin Committee
MHEC Master Property Program Leadership
Committee
Mobile Marketing
North Central Association (NCA) of Colleges
and Schools Accreditation Self-study committees
for the Higher Learning Commission
Senior-level employee search committees
State University Risk Management Association
(SURMA)
SUCSS’s Human Resources Directors Advisory
Committee
Tuition and Fees Assessment Committee
Tuition and Fees Waiver Policy Committee
University Wellness Committee
Utility Infrastructure Committee
Web Accessibility Committee
WIU Emergency Response Team
Workforce Diversity Initiative Subcommittee
Working Committee on Senate Bill 0051 (SB 51)
Zimbra Training Task Force
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
The Vice President for Administrative Services (VPAS) . . .
• assisted in the oversight of Advancement and Public Services in FY10.
• served as liaison for the administration to the CSEC and COAP.
• participated in activities associated with the issuance of Certificates of
Participation (COPs) for Heating Plant upgrades, steamline replacements, and
sprinkler reimbursements.
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
AIMS . . .
• changed the method by which midterm and final grades are collected from bubble-sheet processing to
online in preparation for implementing plus/minus grading and grades-on-demand.
• worked to implement positive time reporting for faculty.
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
Business Services . . .
• participated in the update of the University’s Moody’s
and Standard & Poor’s credit ratings and issuance
of $11,585,000 COPs for heating plant capital
improvements, steamline replacements, and the
reimbursement of sprinkler system installation.
• implemented a credit card solution for the Visual
Production Center in conjunction with the Lightbox
software product.
• collaborated with the Budget Office to draw down
federal stimulus funds.
• began working on procedures to implement E-Verify.
• collaborated with the University Foundation office and the Quad Cities campus in connection with the
acquisition of WQPT-TV.
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
DPS . . .
• studied the effectiveness of the University Copier Program (UCP) with Purchasing by comparing the UCP
to copier programs at other state universities and by administering a survey of UCP users and non-users.
• began carrying disaster recovery computer backup tapes between the Macomb and Quad Cities campuses
and added the Rock Island Arsenal testing center and Caxton Block building to the Quad Cities courier
daily route.
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
HR . . .
• continued pursuing its document imaging goals.
• participated in the SUCSS biennial audit of the University.
• conducted 38 audits.
CIVIL SERVICE PERSONNEL REQUEST FORM
1. APPLICATION is hereby made for the appointment of one
A
• trained new and existing staff with respect to new job responsibilities
and cross-trained additional HR staff in employment maintenance
functions.
(indicate Civil Service classification title)
Work Department, salary to be paid from
in the
Position No.
Budget Name and No.
UCS No.
2. THIS IS A REQUEST FOR: (Check the appropriate boxes)
Replacement of
who will: ___be on paid leave,
___transfer/promote, ___retire*, or ___terminate employment* on ____________.
___be on unpaid leave,
(Attach signed/dated job description)
*Resignation form must be completed by employee prior to filling vacancy.
New position.
(Attach signed/dated job description)
Change in classification while position is vacant to better serve departmental needs. (Attach signed/dated job description)
Change in budget effective ________________________.
Reclassification/reallocation for _____________________________ from________________________________.
(employee name)
(present classification)
• updated several forms, including the Civil Service Clearance form,
Civil Service Personnel Request form, and MVS Human Resources
menu request form. The Tuition Waiver form update is in process.
Temporary upgrade for _______________________________ from ________________ through ______________.
(employee name)
(date)
(date)
Change in percent of appointment from ________% to ________% , effective ___________________.
Reassignment from ___________________________ to _____________________________________.
Extra help (not to exceed 900 work hours) for ______________________ from ___________ through ________________.
(employee name, if known)
(date)
(date)
_____________________________________________________________________________________________.
Other
3. THIS EMPLOYMENT WILL BE:
12 months
Less than 12 months ______________________(indicate number of months)
8 a.m. – 4:30 p.m., Mon-Fri
Other ________________________________________ , ________ % of appointment
4. POSITION SPECIFICS: Building _______________________ Room ___________ Phone _________________ Ext ______
WIU on-line campus directory department _____________________________ Supervisor of position _____________________
5. REQUEST SUBMITTED BY _________________________________________________ Date _________________________
• conducted approximately 12 workstation ergonomics evaluations for
University staff.
ROUTE IN THIS ORDER FOR SIGNATURE APPROVALS:
A. Dean /Director _______________________________________________________________ Date _________________________
B. Supervising Vice President _____________________________________________________ Date ________________________
C. President (for new positions only) _______________________________________________ Date _________________________
D. Budget Office________________________________________________________________Date ________________________
E. Human Resources Department:
1. Employment:
Date received ________________
Comment ___________________
___________________________
___________________________
Date received ________________________ Log No. ______________ TC copied ____________
2. Classification:
3. Examination:
4. Employment:
Date received ________________ Date received ___________
Date received ____________
Job description date ___________ Last test date ___________
Dept contacted___________
Last audit date _______________ Close Date _____________
Freeze date ______________
___________________________ ______________________
_______________________
RGRM [ ] Class Start [ ]
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
• negotiated a five-year collective bargaining agreement with the operating engineers; completed a one-year
wage reopener with AFSCME; and agreed to a one-year collective bargaining agreement extension with
UPI (Civil Service Unit).
• coordinated responses to the Illinois Department of Employment Security relative to unemployment
compensation.
• helped transition WQPT Quad Cities PBS television station from Black Hawk College to the Quad Cities
campus.
• implemented a professional supervisor training program for University supervisors.
• will offer the employee development initiative, GO
WESTERN!
Also in HR, . . .
• Pamela Bowman was appointed by McDonough County to
the Housing Board.
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
HR Benefits . . .
• presented several informational meetings about retirement planning and process completion both at
the Macomb and Quad Cities campuses and assisted a number of employees seeking information about
retirement in view of the state’s economic situation.
• worked to streamline the number of 403(b) investment providers, simplifying plan operations.
• developed operating procedures for benefits administration (scheduled for completion May 2010).
• spoke with benefits providers to get extensions of the grace periods for covered members before the
providers will require payments from these members.
• integrated new forms and criteria concerning Public Act
95-0958, seamlessly adding almost 100 new dependents to
covered status.
• coordinated the extension of the Commuter Savings
Program to the University.
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
Physical Plant . . .
• assembled a Uniform Overtime Policy Committee for Physical Plant Trades.
• continued monitoring of employee performance evaluations for adherence to Physical Plant policy
requirements and for quality control.
• planned to conduct 360-degree evaluations of supervisors and managers.
• attended “Effective Communication for Supervisors” training offered from a set of professional training and
development programs by University faculty and HR personnel.
• conducted a training session on University Business Services and Purchasing Office policies and procedures
for Physical Plant supervisors.
• coordinated the update of all Physical Plant departmental job descriptions to include sustainability
responsibilities.
• completed the documentation of Physical Plant processes as well as an audit of inventory control.
• worked to ensure that drivers of Transportation Services vehicles carry cell phones and inspect their
vehicle prior to departures.
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
Public Safety . . .
• handled 10,187 calls for service.
• participated in extensive rapid response training given by certified Public Safety training officers.
• hired and trained two new police officers.
• promoted a new sergeant and two new corporals.
• completed the two-day Incident Command System (ICS) 400
course for all command officers.
• completed domestic violence and sexual assault training.
• began offering an online process for students to sign up for
residence hall permits when they are renewing their housing
contracts.
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
Purchasing . . .
• revised the University’s construction contracts and documents.
• held training sessions for PCard and basic purchasing.
• worked with other universities to
develop an Illinois Public Higher
Education Cooperative (IPHEC)
website, which is used as a resource
for our buyers.
• reviewed all payments for the
impact of making payments through
the state in an effort to minimize
the financial impact to our vendors.
Extra attention was given to
payments to small businesses to
ensure that payment was made in a timely manner to enable them to continue to do business with the
University.
iver – resulting in either
ncellation of transaction
or 30-day delay
subcontractors to the CPO and annually
update the information
2) Term agreement and contractors are
required to certify annually that they
to 8 weeks
1 week
continue to comply with code.
Governing Board
Buyer develops Governing
Buyer issues
Develop and foster
a
superior
staff
and
administration,
providing
opportunities
approves or
Board approval request if
contract for
if lifelong learning
disapproves
required – subject to
approved or
Purchasing Director
cancels if
Buyer/Purchasing
Governing Board
review
Purchasing
worked with other
State ofissues
Illinois agencies to develop strategies todisapproved
implement the changes to the
d
Director
and SPO
or cancels if
Purchasing
Code
by SB 51.
approves
or mandated contract
disapproved by
disapproves
r
either the Governing
Before
SB
51
e
Board or the SPO
FY10 Accomplishments
No. of Steps in Process No. of Weeks in Process After SB 51
No. of Steps in Process No. of Weeks in Process Duration of
Contract
Sole Source
Competitive
Emergency 3 to 6 6 to 8 4 2 to 12 4 to 18 1.5 to 2.5 02/2010
Sole Source Competitive Emergency 5 to 9 8 to 10 4 to 6 5 to 15 (plus contract duration for term and subcontract agreements) 5 to 20 (plus contract duration for term and subcontract agreements) 1.5 to 15 FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
Higher Education Procurement Process
Before SB51
Buyer issues award if there
are no PPB or vendor
objections and if Governing
Board approval not required
14
da
ys
Buyer posts
Sole Source
Intent in
Bulletin
Buyer develops Governing
Board Approval Request if
required – subject to
Purchasing Director review
So
le
So
ur
ce
14 days
1 Week
(approximately)
Competitive
Buyer advertises
Bid and Public
Opening Date in
Bulletin
2 weeks
(minimum)
Buyer/Purchasing
Director issues
contract or cancels
if disapproved
Governing
Board approves
or disapproves
4 to 8 weeks
1 week
Buyer issues award, subject
to Purchasing Director review
and approval, if waived or
after 30 days if Governing
Board approvals not required
Bid Evaluation completed and
following Purchasing Director
review and approval, Buyer
posts award to Bulletin and
requests PPB Waiver
1 week
(approximately)
1w
k
ee
1 day to 30 days
1w
ee
Em
Buyer reviews and
develops appropriate
procurement process
with review and
approval of Purchasing
Director
y
nc
ge
er
Dept. Requisition
received by
Purchasing
Division Buyer
k
4 to 8 weeks
Purchasing Director Delegee
performs Public Bid Opening
Note: To be acceptable, all
bidders or offerors must
provide with their bids or offers
their BOE certification.
Buyer develops Governing
Board approval request if
required – subject to
Purchasing Director
review
10 days
1 week
PPB waives award if no
objection or withholds
waiver – resulting in either
cancellation of transaction
or 30-day delay
Governing Board
approves or
disapproves
3d
Buyer issues
contract if
approved or
cancels if
disapproved
s
ay
After review by
SPO –
Emergency
Contract is
executed
SPO posts Notice
of Emergency
Award in Bulletin
(With assistance of
Purchasing Director)
SPO develops and
forwards Emergency
Affidavit copies to H.E.
CPO and Auditor
General within 10 days
No. of Steps in Process No. of Weeks in Process Sole Source
Competitive
Emergency 3 to 6 6 to 8 4 2 to 12 4 to 18 1.5 to 2.5 02/2010
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
Higher Education Procurement Process
After SB51
Buyer and Purchasing
Director, and SPO
issues contract if
approved by CPO
Buyer, Purchasing Director,
and SPO seek CPO approval
to award if there are no public
or PPB objections
rc
e
21 days
So
le
So
u
SPO advertises Bid
and Public Opening
Date in Bulletin
2 Weeks
(approximately)
g
er
cy
en
Buyer reviews and
develops appropriate
procurement process
with review and
approval of Purchasing
Director and SPO
Em
Dept. Requisition
received by
Purchasing
Division Buyer
Competitive
2 weeks
(minimum)
After receipt of CPO
approval, following Hearing,
Buyer develops Governing
Board and SPO Approval
Request, if required –
subject to Purchasing
Director review
ee
k
After review and
approval, CPO posts
Sole Source Intent in
Bulletin and location and
date of Public Hearing
1 week
4 to 8 weeks
SPO, following
review, posts to
Bulletin the award
and requests PPB
waiver
Purchasing Director or Delegee
performs Public Bid Opening
Note: To be acceptable, all bidders
or offerors must provide with their
bids or offers their BOE certification
and SOS authorization.
10 days
1
1 day to 30 days
1) Contractors are required to report all
subcontractors to the CPO and annually
update the information
2) Term agreement and contractors are
required to certify annually that they
continue to comply with code.
Duration of
Contract
ek
we
1 week
1) PPB waives award if no
objection – or
2) withholds waiver,
resulting in 30-day delay –
or
3) stipulates transaction
be cancelled
90 days
80 days (less 14 days)
2) Term agreement and contractors
are required to certify annually that
they continue to comply with code.
Duration of
Contract
1 week
Buyer/Purchasing Director
issues contract or cancels if
disapproved by PPB or SPO,
assuming Governing Board
approval not required
1 week
(approximately)
1) Contractors are required to report
all subcontractors to the CPO and
annually update the information
Buyer/Purchasing
Director issues contract
or cancels if disapproved
by either the Governing
Board or the SPO
Governing
Board and SPO
approves or
disapproves
Bid Evaluation completed
and following Purchasing
Director review and
approval, SPO review is
requested
1 week
(approximately)
2) Term agreement and contractors
are required to certify annually that
they continue to comply with code.
Duration of
Contract
1 week
1w
CPO conducts Public
Hearing to receive
testimony (if any) from
public and/or the PPB
1) Contractors are required to report
all subcontractors to the CPO and
annually update the information
4 to 8 weeks
Buyer develops
Governing Board and
SPO approval
request, subject to
Purchasing Director
review, assuming the
PPB does not
stipulate the
transaction be
cancelled
1 week
Governing Board
and SPO
approves or
disapproves
s
ay
After review and
approval by SPO and
CPO – Emergency
Contract is executed
SPO posts Notice
of Emergency
Award in Bulletin
2) Term agreement and contractors are
required to certify annually that they
continue to comply with code.
Duration of
Contract
Buyer/Purchasing
Director issues
contract or cancels if
disapproved by
either the Governing
Board or the SPO
14 days
3d
CPO, with assistance of
SPO and Purchasing
Director, files an affidavit
with the Auditor General
1) Contractors are required to report all
subcontractors to the CPO and annually
update the information
All Emergency Purchases are
limited to 90 days unless
extended. Such extensions are
subject to a Public Hearing to be
conducted by the CPO and must
be posted to the Bulletin 14 days
prior to the hearing, which must
precede to award of the contract
extension.
Following the Public
Hearing, the SPO, with the
approval of the CPO, may
issue a contract extension
for a period of time no
longer than necessary.
No. of Steps in Process No. of Weeks in Process Sole Source Competitive Emergency 5 to 9 8 to 10 4 to 6 5 to 15 (plus contract duration for term and subcontract agreements) 5 to 20 (plus contract duration for term and subcontract agreements) 1.5 to 15 02/2010
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
Purchasing also . . .
• developed methods to capture minority subcontractor information, especially for architect/engineer
contracts and construction projects.
• worked on implementing the recommendations from the
Internal Auditor for the PCard program, which included the
following:
• Segregating duties to improve controls
• Reviewing access to management screens/tasks in
PaymentNet
• Reviewing transaction limits
• Mandating itemized receipts
FY10 Accomplishments
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
RMEP . . .
• completed “Forming Campus Behavioral Threat Assessment Teams” and NIMS 400 “Command and General
Staff ” training.
• co-facilitated “Right to Know” safety training for Department of Art faculty in January 2010.
• is preparing a functional emergency preparedness exercise with University Libraries employees.
• is preparing training for individuals who will staff emergency
telephone (hotline) operations.
• facilitated pandemic preparedness training.
• helped to coordinate a full-scale active shooter training
exercise on the Macomb campus on May 27, 2009. Over 300
people from the University; the U.S. Navy; and Macomb,
McDonough County, and Illinois agencies participated.
Enrich Academic Excellence
Become a leader amongst our peers through sustained and enhanced commitments to
instruction, research, service, and information technology.
FY10 Accomplishments
Become a leader amongst our peers
AIMS . . .
• worked closely with the Center for Application of Information Technology (CAIT) on a data sharing
interface between the Western Education & Professional Program Assessment System (WEPPAS) and the
IBM mainframe as CAIT developed WEPPAS for the College of Education and Human Services.
• worked to make the University a fully participating institution in u.select Illinois, an online advising tool
that provides information on course equivalencies and
degree requirements.
• worked with Financial Aid to complete extensive
modifications and testing of the new-year processing of
award letters.
FY10 Accomplishments
Become a leader amongst our peers
Business Services . . .
• continued, with uTech support, to reconfigure laser fiche and SunGard
APS 2 servers for efficiency and data security.
• explored the development of on-demand computer courses and webbased training for employees, including Identity Theft Red Flag Rules,
Timely Depositing of Cash/Checks, and Grant and Contract Training for
Fiscal Agents.
• finalized the banking services bid process, including a request in the
proposal for remote Internet-based check depositing and Automated
Clearing House (ACH) capture services.
• implemented the new Post-9/11 GI Bill Chapter 33 benefits program.
• developed a cash flow model to enhance linkages and communication between Business Services and the
Budget Office concerning budgeted versus actual expenditures.
• worked with AIMS to document a strategy for the development of a web-based, paperless Direct Pay
Authorization (DPA) system.
FY10 Accomplishments
Become a leader amongst our peers
• worked with other University constituents to finalize the agreement with Black Hawk College on
Monetary Award Program (MAP) financial aid in connection with dual enrollments.
• implemented the various new federal Perkins Loan cancellation provisions.
DPS sponsored a graphic communication student intern from the Department of Engineering Technology
during the summer of 2009.
HR fulfilled a request by the WIU Society for Human Resource Management (SHRM) student chapter to job
shadow in the HR office in order to gain a better understanding of the
“real world” challenges and responsibilities of HR professionals.
The Illinois Law Enforcement Training and Standards Board Executive
Institute (ILETSBEI) . . .
• enhanced its educational programs to provide a more in-depth
learning experience by
• evaluating and promoting the participant application process to
include a qualitative direction.
• evaluating and reassessing curriculum and faculty to ensure
a comprehensive curriculum and delivery that is apropos to its clientele and one that is culturally
competent.
FY10 Accomplishments
Become a leader amongst our peers
• enhancing writing assignments to identify communal problems.
• developing an assessment process to continually enhance curricular programs.
• created new learning opportunities for leaders to address prevailing issues in public safety by
• developing a certification process for various levels of policing.
• developing cohort opportunities for certification.
• conducting needs analysis for public safety personnel and
enhancing and developing curriculum and pedagogy around
identified needs.
• exploring the feasibility of obtaining academic credit and/or
continuing education units for courses.
• exploring the need for homeland security research on
current and emerging issues.
• generating white papers and research articles to inform
public safety.
• developing a new website for the Executive Institute and the
Media Resource Center.
FY10 Accomplishments
Become a leader amongst our peers
• developing an online registration system.
• created the Center for Homeland Security Leadership (CHSL) to serve command and executive public
safety leaders within Illinois.
• facilitated 96 planning workshops.
• sponsored “Terrorist Use of IEDs—Potential
Impact on American Communities,” a one-day
executive summit attended by 64 law enforcement
practitioners.
• continues to publish the Law Enforcement Executive
Forum.
• produces a monthly electronic newsletter with
a readership of more than 3,000 public safety
practitioners and scholars.
• sponsored the Transformation to Leadership
course, which focuses on the role and function
of the first-line supervisor in criminal justice
agencies.
FY10 Accomplishments
Become a leader amongst our peers
• hosted “Cyber-Terrorism—Social Networking and Identity Theft,” which addressed potential cyber threats
and technology-based criminal activity.
• sponsored a no-cost program, ImageScan, to train officers to collect data necessary to obtain search
warrants or to detain subjects pending a more comprehensive search.
• hosted an Internet-based program to prepare telecommunicators who will be part of a Telecommunicator
Emergency Response Taskforce (TERT) to respond to critical incidents.
• offered Police Executive Role in the 21st Century (PER21C), a comprehensive and challenging program
designed to equip police managers and executives with the professional development necessary for
successful management and leadership.
• presented Enduring, Surviving, and Thriving as a Law Enforcement Executive, an orientation course for
new chiefs of police that presents critical concepts, strategies, and information.
• held Law Enforcement Leadership Dialogues (LELD) that explore leadership principles and practices,
drawing on the insights contained in a book that all participants have read.
FY10 Accomplishments
Become a leader amongst our peers
Purchasing mentored a supply chain management student intern who worked with buyers to recommend
changes in Purchasing’s specifications and provide for more sustainable products that meet the needs of the
University.
RMEP . . .
• established an emergency preparedness graduate assistantship
in the Office of the VPAS.
• established a graduate practicum in the field of emergency
preparedness for another student during the spring 2010
semester.
Support Personal Growth
Provide opportunities for lifelong learning for faculty and staff who are committed to the
highest levels of excellence in supporting and advancing the academic mission and service
operations of the University.
FY10 Accomplishments
Provide opportunities for lifelong learning for faculty and staff
In HR, the Western Well Committee sponsored many programs that produced in excess of 1,000 employee
contacts.
The Physical Plant . . .
• has evaluated and begun developing Building Service Worker (BSW) staffing
guidelines.
• continued to hold semester meetings between the BSW foreman and building
representatives to promote positive open communication.
• hired an electrical engineer.
• developed an effective cleaning program that established a safer University
community and provided health safety information to our BSW staff in
light of the H1N1 threat.
• provided active shooter training to BSW staff.
Also in the Physical Plant, Bill Brewer is being assigned expanded
administrative duties at the WIU-Quad Cities campus and will eventually have
his permanent office there.
Promote Social Responsibility
Provide secure, accessible, sustainable, aesthetically pleasing, and responsive living,
learning, and campus working environments that meet the needs of University
constituencies and reflect the core values of the University.
FY10 Accomplishments
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
AIMS made modifications to accommodate the new WIU password policy.
The ILETSBEI . . .
• identified five single-parent student families and personally provided them with gift cards during the
holidays.
• partnered with WIU community organizations to reduce domestic violence, dating violence, sexual assault,
and stalking.
FY10 Accomplishments
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
The Physical Plant . . .
• joined the Association for the Advancement of Sustainability in Higher Education (AASHE) Sustainability
Tracking Assessment and Rating System.
• developed a Green Cleaning Program for the Multicultural Center.
• completed Lighting Grant IV partially funded by the Illinois Clean Energy
Foundation.
• completed the 2009 Illinois Board of Higher Education (IBHE) Space Survey.
• facilitated design and construction of space for the new Engineering program in
leased space located in the Caxton Block building in Moline.
• completed installation of fire sprinklers in Tanner Hall, which was the last phase
of a $5.5 million project to meet state requirements to have our residence halls
protected by fire sprinkler systems by 2013. The Physical Plant also started a program
to perform monthly inspections of the newly installed fire sprinkler systems in the
residence halls and the older systems in the General Revenue buildings.
• completed a major internal project to abate asbestos pipe insulation and reinsulated
mechanical piping in the Heating Plant Annex tunnel system.
FY10 Accomplishments
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• purchased an all-electric maintenance vehicle in
Landscape Maintenance that operates for a complete shift
on an all-night electrical charge.
• replaced obsolete expansion joint on the 16-inch steam
supply to north campus.
• completed mapping of underground utilities with GIS
except for high voltage distribution.
• installed . . .
• two new feed water pumps, four new “soft starts”
on transfer pumps, motors, and variable frequency
drives.
• three new chart recorders.
• a new air-dryer system, a new water softener system, and new high voltage
switches for Garwood and Currens Halls.
• new manhole, high voltage feeder, and high voltage duct bank for
Memorial Hall to improve high voltage distribution flexibility.
FY10 Accomplishments
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• three Stipes Hall fan coil retrofits to plug fans, which will result in energy and labor savings.
• a brick paver patio and retaining wall at the Employee Memorial Tree Grove.
• reduced Heating Plant condensate make-up by repairing
condensate return lines.
• planned to maintain or increase its $25,000 Permanent
Improvement (PI) commitment to annual upgrades or stopgap repairs at Horn Field Campus and remote agricultural
educational facilities.
• continued progress on the WIU Foundation initiative for a
hardscape alumni donation program for benches, tree grates,
lighting standards, and paver stones.
• began a pilot study to integrate waste food from University
dining facilities into its Earth Tub composting operation.
• provided landscaping and site improvements to Caroline Grote and Lincoln/Washington Halls.
• replaced four rental vehicles with hybrids and all seven Admissions Counselor vehicles with hybrids in
FY10. The rental fleet has now been equipped with 45% hybrid sedans in less than four years.
FY10 Accomplishments
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• started development of a University design standard for
general construction, HVAC (heating, ventilation, and air
conditioning), electrical, and plumbing.
• completed a Utility Master Plan in February 2010.
• continued work on Memorial Hall, slated for completion in
late fall 2010.
• bid construction of the Quad Cities Riverfront Campus
Building 1 and will begin studies for Buildings 2 and 3.
• scheduled installation of two electrical transfer switches.
• completed a Heating Plant programmable logic (PLC)
upgrade.
• specified the Heating Plant’s new coal handling system.
FY10 Accomplishments
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• completed the Multicultural Center project.
• scheduled a steam shutdown and a check of the electrical
distribution systems for May 2010.
• installed . . .
• Browne Hall’s new duplex condensate pump and
replaced its submersible pumps.
• the Art Gallery’s electric water heater, eliminating the
need for hot water from the Steam Plant.
• the Tanner Hall hot water pump with a National Electric
Manufacturers Association (NEMA) premium high-efficiency motor.
• a high-efficiency HVAC system at the President’s residence.
• a unit ventilator with building automation system (BAS) in Morgan Hall.
• the Union BioSmart grease removal system.
FY10 Accomplishments
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• replaced the Garwood Hall electrical transfer switch.
• completed Facility Condition Assessments (FCAs) in
early FY10. Combined with outcomes from the Utility
Infrastructure Master Plan, $528+ million in unfunded
state capital renewal was identified and prioritized.
• completed the Qualification Based Selection (QBS) process
for $10 million in critical capital renewal in the Heating
Plant and neared completion of contracts for
design and construction services, which are
scheduled to begin in FY10 and go through
much of FY11.
FY10 Accomplishments
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
Also in the Physical Plant, . . .
• as of week seven of Recyclemania, WIU had achieved recycling diversion
rates of between 19.97% and 23.18%, which are the highest diversion
rates WIU has achieved in the four years of participation in the national
Recyclemania contest.
• the fall 2009 We Care event took place, though two of the four
scheduled days were cancelled due to rain.
• the Connect by Hertz Car Share Pilot Program has been
implemented. The program provides energy efficient vehicles
to faculty, staff, and students at a low hourly rate.
• the Rocky Bikes share program rolled out in late March with
43 members signing up almost immediately. The program
allows students, faculty, and staff to visit a University website
to reserve a bike.
FY10 Accomplishments
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
Public Safety resurfaced the Commuter B parking lot, which is the
new tailgate area.
RMEP . . .
• continued development of the WIU Emergency Operations Plan
(EOP).
• established Building Emergency Action Plans (including
evacuation plans) for every University building and facilitated
building-specific Emergency Coordinator training.
• continued to test and improve the functionality of the
WIU Emergency Alert System (WEAS). AIMS and RMEP
collaborated with the vendor to add extension dialing to the
current standard 10-digit phone number dialing.
• established a web page dedicated to pandemic influenza
information as part of the RMEP website.
• is reviewing and implementing new protocols and policies to
comply with the Higher Education Opportunity Act (HEOA).
FY10 Accomplishments
Technology Goals and Objectives
FY10 Accomplishments
Technology Goals and Objectives
AIMS . . .
• automated the residence hall check-in process to allow
students to log onto STARS from a central check-in
location (typically, the residence hall computer lab)
to confirm home address and emergency contact
information and to update medical concerns. Once this
is done, a room condition report is printed out with
personalized information.
• reports . . .
• system availability was 99.99% for the 12-month period ending February 7.
• over one million screens were requested every month in 2009.
• in calendar year 2009, 1,022,949 jobs and 5,898,233 steps were executed. For the same time period,
361 programming requests were completed by AIMS.
• 1,013 e-mail requests processed in 2009.
• formed a committee to examine TeleSTARS e-mail usage, specifically looking for ways to improve
efficiencies.
FY10 Accomplishments
Technology Goals and Objectives
• formed a committee to examine, explore, and compare utilization of the mainframe and the systems used
for WIU’s administrative application processes.
The Physical Plant . . . .
• selected Entec Delta Systems as the University’s standardized building automation system provider.
• successfully uploaded a new version of the Sprocket inventory module. The Storeroom is utilizing the
new version of Sprocket II, which allows the issuance and return of stock materials via handheld devices
rather than the use of paper slips. Training and expanded uses of the Sprocket database and report writing
functions to maximize our investment in the FMS will continue for at least the next several fiscal years.
• disseminated updated information via the Transportation Services website.
FY10 Accomplishments
Grants and Contracts
FY10 Accomplishments
Grants and Contracts
DPS received $78,567 for the production of the Illinois Reading Council Journal for FY10.
The ILETSBEI promotes professionalism in policing through innovative education, training, research, and
service with grant awards from the Illinois Law Enforcement Training and Standards Board. In FY10, the
Executive Institute received $924,814 as well as an additional $475,000 from the Illinois Terrorism Task Force
for homeland security planning workshops and $157,921 from the Office of the State’s Attorney Appellate
Prosecutor for a violence against women program. The total ILETSBEI award for FY10 was $1,520,735.
The Physical Plant . . .
• received a grant from the Department of Commerce and Economic Opportunity (DCEO) to fine tune
HVAC systems for Caroline Grote Hall, the Student Rec Center, and the University Services Building.
• received Lighting Grant V from the Illinois Clean Energy Community Foundation to retrofit Currens,
Waggoner, Mowbray, Beu, and Physical Plant buildings.
• co-signed the DCEO wind turbine grant with the Illinois Institute for Rural Affairs, but the grant was
denied.
• submitted an application to DCEO for $11,700 through their Electric Efficiency Program, which
reimburses the University for funds already spent on improved efficiency projects.
FY10 Accomplishments
Internal Reallocations and
Reorganizations
Because of cash flow problems with the State of Illinois not reimbursing Western,
departments did not receive funds to upgrade and replace equipment. This will create a
burden in FY11 because many of these were critical needs for underfunded departments.
FY10 Accomplishments
Internal Reallocations and Reorganizations
The deputy director of Business Services retired in December 2009. Business Services did not replace this
position but reallocated duties to three individuals who were reclassified to assistant comptrollers. Supervision
of Payroll Office also changed.
DPS did not replace an editorial assistant who left DPS, reallocating her duties to other employees.
The Physical Plant . . .
• hired a maintenance worker to bring that crew back to
full strength to meet the demand for duties pertaining
to asbestos abatement, mechanical system insulation,
hazardous material handling, and indoor air quality
issues.
• successfully negotiated a reduction in forces through
attrition for personnel serving AFS buildings that are
closing permanently or for remodeling. A Memorandum
of Understanding with AFS also stipulates that both
parties will evaluate necessary maintenance and cleaning
personnel additions during design phases of new building construction and remodeling. AFS will realize
$227,114 in savings, and the Physical Plant will realize $68,214 in savings.
FY10 Accomplishments
Internal Reallocations and Reorganizations
• hired a Sustainability Coordinator in December 2009 through a series of internal reallocations of positions.
This position organizes, manages, and reports on numerous ongoing sustainability initiatives, including
residence halls. Commencing on July 1, 2010, this position will be split 50/50 between the Physical Plant
and University Housing and Dining Services (UHDS).
Also in the Physical Plant, . . .
• Bill Brewer moved to the Quad Cities to serve as their facilities administrator
and to concentrate on the construction of the Riverfront Campus. He will
continue to serve as the University architect.
• Assistant Director Scott Coker is assuming Bill Brewer’s former
responsibilities for Facilities Planning and Construction.
• Mechanical Engineer Monte Colley has accepted an interim
assignment for Heating Plant, Mechanical Maintenance, and
the Pipe Trades, all former responsibilities of Scott Coker.
FY10 Accomplishments
Internal Reallocations and Reorganizations
• With several retirements and resignations, several additional changes occurred:
• Ted Renner is now a Deputy Director of Physical Plant.
• Bill Breckenridge is now Building Maintenance Superintendent.
• Troy Rhoads is now Assistant Chief Building Operating Engineer.
• Eldon Morrison is now Building Maintenance Superintendent.
• Lisa Waller is now a Business Manager II.
FY10 Accomplishments
Making Sense of Fewer Dollars
With the current state fiscal situation, the units of Administrative Services constantly
sought ways to make the most efficient use of their limited financial resources. Because of
the cash flow problems, departments did not receive funds to upgrade and replace critical
equipment this fiscal year.
FY10 Accomplishments
Making Sense of Fewer Dollars
AIMS created a new module for the Financial Aid office that will interface with existing aid screens to calculate
unmet need. In the past, the recalc module had been supplied by a vendor; however, due to a significant price
increase, the decision was made to develop a replacement module in-house. This will save Financial Aid over
$18,000 per year.
DPS . . .
• acquired a two-color offset press; a large, programmable paper
cutter; a large power stitcher (stapler); and an adhesive tab
application system as a result of the closing of Northeastern
Illinois University’s print shop. DPS acquired the wellfunctioning, used pieces of equipment for only the cost of
shipping and newly installed electrical service. Together, this
equipment has an estimated current value of over $50,000.
• began carrying and promoting the use of certified and guaranteed
HP-compatible toner cartridges as its primary laser toner
offerings. DPS estimates that using certified compatible toners
will save the University over $50,000 annually in laser toner costs alone.
• has begun promoting the use of high-capacity laser toner cartridges, reducing the number of cartridges in
the waste-recycle stream while also decreasing per-print costs.
FY10 Accomplishments
Making Sense of Fewer Dollars
• has significantly reduced the use of an extra help position and has made provisions for eliminating the
position altogether.
• has significantly reduced restock levels for production materials and
office supplies items.
• has already moved to a pay-per-incident paradigm in lieu of annual
maintenance contracts on most of its production and mail prep
equipment. A DPS press operator with equipment repair experience
performs much of the service and maintenance on DPS’s production
equipment. In addition to carryover savings from FY09 to FY10, DPS
could save as much as $6,500 in FY11 compared to FY10.
• has reduced the number of summer student positions for this
year from three to a single half-time position. This will result
in a savings of approximately $6,600.
FY10 Accomplishments
Making Sense of Fewer Dollars
• has implemented a no-cost protocol for contacting customers—particularly students with long distance
cell phone numbers who want notification that DPS has completed their jobs. DPS provides an estimated
completion date and time; and the customer is asked for a local phone number or e-mail, or he or she
is given the option of calling DPS at his or her convenience. DPS also offers customers the option of
receiving a text (using the no-cost Google Voice service). DPS also uses this protocol to communicate with
its own student workers.
All departments have limited travel and spending, and have forgone filling vacant positions.
In the HR Benefits office, . . .
• long-term disability coverage from Prudential was implemented, resulting in an 8%
savings on costs to all staff participating in the voluntary program.
• with respect to the 6% rule, to date, successful challenges to the 6% rule charges from
SURS has resulted in a cost avoidance of over $35,000 for the University.
FY10 Accomplishments
Making Sense of Fewer Dollars
The Physical Plant . . .
• is submitting a Climate Action Plan (CAP) to AASHE. This is a national higher education benchmarking
database that is provided exclusively to AASHE member institutions. The CAP is actually a listing of
sustainable initiatives and practices of the University and other schools that are known to reduce energy
use and greenhouse gas emissions.
• is testing an LED lamp replacement for T8 fluorescent lamps
at several locations. The LED lamp life expectancy is seven
years, which is double the life of a standard T8 fluorescent
lamp. Together with the energy savings and elimination of
the need for an electronic ballast, the University intends to
determine whether the LED lamp is economically justified
for future use.
• continues its goal to install energy saving devices and
equipment such as LED exit signs, high-efficiency lighting,
variable frequency drives, electronic controls, and electrical power monitoring meters in state facilities.
When this goal will be achieved is indeterminate at this time due to state funding shortfalls and project
stoppages.
FY10 Accomplishments
Making Sense of Fewer Dollars
Purchasing . . .
• increased use of electronic bidding through
the IPHEC Procurement Bulletin. As a result,
Purchasing does not copy and mail bid documents
but allows potential bidders to download
documents. Purchasing e-mails informal bids
rather than copying and mailing them as well as
uses e-mail to contact vendors with bid questions,
orders, and invoices.
• plans not to write checks until invoices are actually due. With the state making very few vendor payments,
this practice should allow for improved cash flow.
• combines similar bids to minimize processing, avoid sending multiple sets of bid documents, and improve
pricing.
FY10 Accomplishments
Making Sense of Fewer Dollars – Deferred Projects
The Physical Plant . . . .
• canceled the majority of electronic classroom modernizations in FY10
due to state funding shortfalls. Because some work had already begun
and some rooms had been totally demolished, Waggoner Hall 112 was
completed to include the infrastructure for the electronics, but the
electronics themselves were not purchased. In Stipes Hall 217, enough
work was done (ceiling tiles and painting) to get it ready to be used as a
classroom. No work was done in Browne Hall 205.
• 90% of lighting in Appropriated buildings has either been upgraded or
plans are in progress to upgrade to more energy efficient lighting
systems. Anticipated completion of remaining facilities will occur as
money becomes available.
• the Adams Street overlay study has been finalized. The City Planning
and Zoning Committee and City Council have approved some of
the rezoning and applied for TIF designations. A phase I study of the
University Drive realignment has also been completed. The project
is on hold while waiting funding for the Phase II environmental
assessment.
FY10 Accomplishments
Making Sense of Fewer Dollars – Deferred Projects
• relocated the two cooling towers from Wetzel to Browne and Simpkins Halls.
• some projects, such as the water well pump replacement at Kerr Farm, were completed. All remaining
funds are on hold due to state funding shortfalls.
• put plans to provide PDAs for the Building Services foreman and maintenance staff on hold due to state
funding shortfalls. The comprehensive evaluation of appropriate technology with uTech in coordination
with the Plant Facility maintenance management system, Sprocket, has also been put on hold.
Public Safety delayed purchasing a new police vehicle, which resulted in an FY10 reduction of $20,000.
FY10 Accomplishments
Budget Enhancement Outcomes for FY10
Illinois Clean Energy Foundation Matching Lighting Upgrade Grant Program
Sustainability Coordinator
Universitywide Unfunded Cost Increases
$237,308
$18,253
$242,995
Goals for FY11
Pursue Focused Recruitment and
Retention & Support Personal Growth
Develop and foster a superior staff and administration that is responsive, effective, and
efficient in supporting the institution’s missions, values, and objectives with the goal of
making Western Illinois University the destination of choice for students, faculty, and staff
while providing opportunities for lifelong learning for staff and administration who are
committed to the highest levels of excellence in supporting and advancing the academic
mission and service operations of the University.
FY11 Goals
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
AIMS will . . .
• work to allow employees to enter certain payroll deductions via a web application. This will initially be
developed to handle payroll deductions for Campus Recreation memberships with plans to include other
types of deductions in the future.
• work to improve enrollment monitoring by making numbers available electronically for comparison
among various years.
• help to implement plus/minus grading for fall 2010.
• implement positive time reporting for faculty and address a positive time reporting system that has been
requested for graduate assistants.
• create an online confirmation system for time and effort reporting to reduce the amount of paper used.
• create a new web-based unclaimed property system.
• continue to convert programs to use SQL to access the DB2 data so that the 2BDB2 license can eventually
be cancelled.
• create and implement a Project Request System that will collect and track Universitywide administrative
IT projects to provide an improved mechanism for reviewing, prioritizing, and implementing the
numerous projects that are requested of AIMS.
FY11 Goals
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
Business Services will . . .
• continue implementing remote deposit capture banking technology and searching for opportunities to
convert manual, paper-based processes to automated e-mail and other electronic distribution processes.
• help streamline business operations by identifying policies and procedures that require revision.
• develop plans for reallocating resources to cope with current fiscal year budget shortfalls and future
anticipated state appropriation reductions.
• collaborate with other University offices to strengthen compliance with Internal Revenue Service (IRS)
rules in connection with nonresident alien tax compliance.
• re-engineer the Payroll Office to promote an environment of cross-training
and employee development; develop policy and procedures consistent with
best practices in payroll offices; and expand operating efficiencies, including
reduction of paper.
FY11 Goals
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
Also in Business Services, . . .
• Business Services and AIMS will continue collaborating to implement a paperless DPA voucher payment
system.
• the directors of Business Services and Purchasing will collaborate to develop a Request for Purchase (RFP)
to enter into a contract with an Illinois bank for short-term lending line of credit services.
DPS will add WQPT Quad Cities PBS to the courier’s list of daily Quad Cities stops. This additional stop may
require a consolidation of other current courier route stops.
HR will . . .
• conduct negotiations for four full collective bargaining agreements with
AFSCME, UPI (Civil Service unit), FOP, and the Pipe Trades. They will also
conduct negotiations for a contractual service agreement with the International
Alliance of Theatrical Stage Employees and Moving Picture Machine Operators.
• continue to work toward diversifying the Civil Service workforce.
• complete scanning of past Civil Service employee files and begin scanning Quad
Cities applicant files and all inactive applicant files.
• coordinate download of MVS data to document imaging repository files.
FY11 Goals
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
• convert the I9 process to electronic format, experiment with receiving some green bar reports in
electronic format, and evaluate sending directory update letters electronically.
• complete the update of section one of the Civil Service Handbook.
• implement the process for employees to enter Incident Only Workers’ Compensation claims directly into
MVS.
• work with the Western Well Committee to sponsor programs like those sponsored in the past as budget
constraints allow.
The Physical Plant will . . .
• continue to work on utilizing PDAs in developing supervisor checklists and additional programs.
• continue to train more HVAC personnel on the use of the direct digital controls (DDC) system and bring
more of the programming and development in-house.
• train trades and project managers on GIS systems for utility locations and facility base data evaluation.
Also in the Physical Plant, Transportation Services will provide a customer information manual for drivers on
how to use the Wright Express credit cards when they are on the road.
FY11 Goals
Develop and foster a superior staff and administration, providing opportunities for lifelong learning
Public Safety will . . .
• continue to train and refresh all officers on rapid response techniques.
• continue to work with area first responders agencies in developing
interoperable communications.
Purchasing will . . .
• implement SB 51. SB 51 made major changes to the way Purchasing functions.
Purchasing will have a new Chief Procurement Officer (CPO) (as yet
unnamed), a new State Purchasing Office (SPO), and a new function vested
in the purchasing compliance monitors. In addition, Purchasing will update
training manuals and provide related training to the University community.
• implement, if possible, PCard-based accounts payable settlement. This would eliminate most checks since
payments would be made through credit cards, which will streamline the accounts payable function.
• upgrade the PCard reconciliation system to PaymentNet3.
Enrich Academic Excellence
Become a leader amongst our peers through sustained and enhanced commitments to
instruction, research, service, and information technology.
FY11 Goals
Become a leader amongst our peers
AIMS will . . .
• create a new Housing Roommate Matching module for STARS to allow new students to “shop” for their
own roommate based on roommate profiles.
• convert Financial Aid systems to comply with accepted practices and requirements of the William D. Ford
Federal Direct Loan Program.
DPS will . . .
Project or Paper Due?
• add weekend hours to its extended hours for the coming
academic year with no additional expense to the DPS budget. Copying, Printing, Binding & More!
for the
• provide two internship positions to graphic communication
end-of-thesemester
students from the Department of Engineering Technology
Crunch
during the summer of 2010.
Monday-Thursday
Friday & Monday
May 3-6
May 7 & 10
7 AM to 8 PM
7 AM to 5 PM
Document and Publication Services
Located across from Thompson Hall at the north end of Western Avenue
More info at 309.298.1000 or wiu.edu/DPS
FY11 Goals
Become a leader amongst our peers
ILETSBEI will . . .
• continue to implement a full research division by creating an online database covering topics requested by
the Illinois law enforcement community.
• develop a servant leadership course.
• develop a partnership with the International Association of Chiefs of Police (IACP) to conduct the senior
leadership institute.
• participate in the national police officer workgroup on sexual assault.
The Physical Plant will . . .
• undertake programing of Phase II of the Riverfront Campus
in the Quad Cities and begin formal design in conjunction
with the Capital Development Board.
• complete construction of Memorial Hall in August 2010 and
facilitate bringing the building online for spring 2011.
Support Personal Growth
Provide opportunities for lifelong learning for faculty and staff who are committed to the
highest levels of excellence in supporting and advancing the academic mission and service
operations of the University.
FY11 Goals
Provide opportunities for lifelong learning for faculty and staff
Business Services will continue developing on-demand computer courses and web-based training for
employees on business policies and procedures, MVS, and financial reporting.
HR will . . .
• continue staff training in areas of human resource management.
• expand cross-training of some employment functions.
The Physical Plant will plan, organize, and facilitate the MAPPA (Midwest Association of Higher Education
Facilities Officers) 2010 Conference in the Quad Cities.
Promote Social Responsibility
Provide secure, accessible, sustainable, aesthetically pleasing, and responsive living,
learning, and campus working environments that meet the needs of University
constituencies and reflect the core values of the University.
FY11 Goals
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
The Physical Plant will . . .
• propose expanding the maintenance worker crew
to perform large asbestos abatement projects in
University buildings and perform asbestos abatement
in the steam tunnel system from the Heating Plant
crossover to the Art Gallery.
• complete development of an Environmental Health
and Safety web page for the University.
• develop a Green Cleaning Program, providing
sustainable cleaning systems and strategies.
• develop cleaning methods for hard surface floor care crews.
• continue to work on a program that will help determine needed staffing
levels using actual square footage of areas supported by APPA guidelines that
will also assist us in developing future bid sheets.
• perform landscape maintenance.
• evaluate food waste composting trial.
FY11 Goals
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• sponsor We Care 2010, September 20-23, 2010.
• identify areas of the University’s “Valley of Purple” Master Plan appropriate
for landscape renovation and create a design that illustrates the concept
while minimizing maintenance and promoting sustainability.
• complete the landscape donation program of hardscape items such as
benches, tree grates, pavers, etc. in concert with the Foundation Office.
• pursue designation as a “Tree Campus USA” through the Arbor Day
Foundation.
• continue to install new exterior lighting in dimly lit areas as funding
allows.
• install new energy efficient lighting in Western Hall in FY11. A
lighting grant from the State of Illinois DCEO Returns is expected
to range from $25,000 to $39,800, covering at least 50% of the
total projected costs. At about $10,000 in electrical savings per
year, the University’s matching investment in the new fixtures will
be paid back in less than two years.
FY11 Goals
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• continue to upgrade high voltage distribution to replace aging high voltage feeders, transformers, and
switches as funding allows.
• implement a biannual exterior building inspection process for detecting and
monitoring progress of building envelope problems.
• work with GIS to effectively catalogue information on underground
electrical utilities and to develop a 3-D map.
• begin construction of a new entrance and elevator at the south side of the
University Union.
• continue installing energy saving devices and equipment such as LED exit
signs, high-efficiency lighting, variable frequency drives, electronic controls,
and electrical power monitoring meters as funding allows.
• work toward achieving the LEED Silver certification for the Multicultural
Center.
• work toward achieving LEED on an existing building (LEED EB
Certification).
• purchase and install new clock signal generator as funding allows.
FY11 Goals
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• begin renovation of Corbin, Olson, Lincoln, and Washington Halls.
FY11 Goals
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• install new high voltage switch and an electric water heater that eliminates the need for hot water from the
steam plant in Garwood Hall.
• continue the Performing Arts Center (PAC) project as state budget allows.
• completely rewrite and update the Campus Design Standards.
• start transition from all paper drawings to electronic AutoCAD versions of building plans.
• generate standard operating procedures for project initiation, contract negotiation, project management,
and QBS procedures.
• finish the retrocommissioning project with Sieben Energy and implement recommended energy saving
projects.
• finish programming, design, and construction of Heating Plant capital improvements and steamline
replacements.
• evaluate potential projects for water usage reduction. WIU pays over $1,000,000 for water annually, and
rates have risen dramatically (100% for water, 50% for sewer) in the last few years and will continue to
escalate.
• evaluate and install metering for water, electrical, and steam utilities to build background data for utility
saving projects, subject to funding availability.
FY11 Goals
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• transition the University’s DDC/Delta system to a web-based system as Memorial Hall comes online.
• continue with DDC upgrades on HVAC equipment as funds allow.
• finalize selection and purchasing of trades and telecommunication equipment and develop protocols for
electronic work orders.
• install . . .
• greenhouse duplex condensate pump (pump on-site).
• steam meter (condensate) test unit capable of communicating with current BAS system.
• new high voltage transformer, upgrade electrical switchgear, and complete BAS system for four air
handlers in Currens Hall.
• Library Archives precision cooling unit (equipment on-site).
• Garwood Hall electric water heater (eliminates need for hot
water from Steam Plant).
• Tanner Hall isolation valves (valves on-site).
• International House tankless high-efficiency water heaters.
• Stipes Hall 126 ceiling cassette ductless split (equipment on-site).
FY11 Goals
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• continue Stipes Hall fan coil retrofits.
• develop and put in place a policy statement for sustainability.
• obtain an average diversion rate of 28% for recyclables during the national
Recyclemania competition.
• create a consistent look between all indoor and outdoor recycling waste
receptacles.
• develop and implement a GPS guided nature paths application for iPod Touch
and iPhone users (pending budgetary concerns).
• implement the use of sustainable commencement gowns.
• initiate a Sustainable Building Representative Volunteer Program so that
the Physical Plant can install a sustainability liaison in each building.
• establish a Sustainability Budget of $40,000 that was not funded in FY10.
• reestablish the Master Planning Development and Maintenance Budget
that was not funded in FY10. $300,000 is requested as seed funding for
a Parking Traffic and Transit Master Plan as well as a continuation of the
University Drive realignment environmental study.
FY11 Goals
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
• begin programming for Phase II Critical Capital Renewal Projects for the Heating Plant and steam
distribution systems.
• adopt a University policy that creates a timeline for self-funding/financing of capital renewal to be initiated
in each year the state fails to fund the University’s increment of IBHE-recommended funding for capital
renewal.
• establish a stand-alone PI budget and IBHE capital renewal request for the Quad Cities.
• complete Lighting Grant V.
• continue to expand safety training and education to
University faculty and staff.
Also in the Physical Plant, Vending Services will . . .
• add five more buildings to debit card vending.
• add healthier choices to the snack machines.
• work with the Sustainability Coordinator and vendors to
test the soda bottle-shaped recyclers in a few buildings.
FY11 Goals
Provide a safe, secure, accessible, sustainable, and aesthetically pleasing environment
Public Safety will . . .
• repair the parking lot behind Knoblauch, the lot south
of Horrabin, and the lot between Western and Waggoner
Halls, if money and time permit.
• remodel its arms room.
• upgrade in-car computers.
• replace 10-year-old portable radios.
• create a user-friendly, online parking permit ordering
system for faculty, staff, and students. Under the system,
permits would be sent to purchasers rather than having
purchasers pick them up.
Purchasing will incorporate additional sustainability specifications and alternates in the bid documents. Several
buyers will be reviewing existing bid specifications to expand the availability and viability of sustainable
products.
Making Sense of Fewer Dollars
While the units of Administrative Services constantly seek ways to make the most efficient
use of their financial resources, the current state fiscal situation and the President’s
March 11, 2010, request to reduce budgets by 3.5% for FY11 have resulted in a number
of planned reductions in Administrative Services for FY11. The following are some
examples of such reductions.
$538,576
FY11 Goals
Making Sense of Fewer Dollars
FY11 3.5% Budget Reductions
VPAS Appropriated Budget: $15,387,882
Not fill vacant Deputy Director of Business Services
$61,020
Savings from Assistant Director of Physical Plant moving to Quad Cities
$60,000
Not fill future vacant Building Services position
$27,072
AFS assumed 50% funding of Sustainability Coordinator
$16,068
Foregoing high material cost projects for labor intensive projects $374,416
Total
$538,576
FY11 Goals
Making Sense of Fewer Dollars
AIMS will develop a new online system for the Foundation office to use for their Phonathon process. Rather
than printing Phonathon sheets for callers to use, which include information about the donor, all of this
information will be pre-loaded onto an online form. Phonathon callers will then enter the information they
collect from the donor directly into the online form. The goal of this project will be to drastically reduce the
amount of paper printed as well as to track and provide statistics on the Phonathon process.
DPS will . . .
• reduce its vehicle fleet by one beginning in FY11, saving at least
$2,500 annually in maintenance costs.
• will be available to consult with University units to assess their
internal printing needs and costs with an eye toward leveraging
the functionality and efficiencies of the multifunction devices
available through UCP.
• propose that the University adopt once-per-day mail delivery
and pickup. Once-per-day mail delivery would reduce annual
costs by at least $12,000 (fuel, vehicle maintenance, elimination
of an extra help position, student worker hours) and more easily
allow for future internal reorganizations and reallocations.
FY11 Goals
Making Sense of Fewer Dollars
• continue to reduce non-work study student hours in favor of work study student hours.
• move from twice daily to once daily regular local deliveries while continuing to make additional urgent
deliveries as necessary.
• reduce the number of times its parts cleaning vendor performs on-site work.
This will save approximately $400 annually.
HR will evaluate eliminating the majority of paper status notices by sending status
notices electronically to employees in classifications and positions that have easy
computer access.
Public Safety will utilize more bicycle patrols, saving fuel and wear-and-tear on
vehicles, reducing emissions, and keeping our officers in good physical condition.
Major Challenges
for FY11
Major Challenges for FY11
The single most worrisome challenge remains the lack of adequate financial support from the state to maintain
and modernize University facilities. Western received no Capital Renewal funding in the five years from
FY05 through FY10. This represents a loss of almost $6 million. Heating Plant switchgear replacement, boiler
overhaul projects, and coal handling systems that became critical needs are now being done by borrowing
$10 million.
Major Challenges for FY11
Priority Request 1
Infrastructure and Classroom Improvements – $700,000
This request will reinstate the $500,000 FY03 and FY04 base reductions to Permanent Improvement and will
include the $200,000 for classroom improvements that was cut in FY10. Funds will be used per the attached to
address the deferred maintenance backlog (see following slides).
Infrastructure and Classroom Improvements – Proposed Projects
Year 1 – FY11
Currens Domestic Water Phase I (isolation valves)
Campus Clock Replacements Phase I
Replace Sherman Acroteria
Browne Roof Replacement
$75,000
$100,000
$75,000
$250,000
Year 2 – FY12
Waggoner/North Side Foundation Settlement
Brophy Pool Filter
Morgan AHU Replacement
Browne System Water Phase I
Beu Emergency Generator
$75,000
$125,000
$150,000
$75,000
$75,000
Year 3 – FY13
Morgan System Water Phase I
Currens Fume Hood & Exhaust Fan Improvements Phase I
Exterior Masonry Repair Various Buildings Phase I (Malpass)
Sherman Hall Exterior Preventative Deterioration Measures (fascia, columns, tuck pointing, waterproofing, etc.)
Building HVAC Control Update Phase I $75,000
$100,000
$125,000
$75,000
$125,000
Year 4 – FY14
Exterior Masonry Repair Various Buildings Phase II (Art Gallery, Simpkins)
Campus Restroom Improvements Phase I
Sallee HVAC Humidity Control
Campus Clock Replacements Phase II
Simpkins LED Recital Hall
Stipes System Water Phase I
Mowbray Emergency Generator
$100,000
$85,000
$75,000
$75,000
$15,000
$75,000
$75,000
Year 5 – FY15
Emergency Generator Simpkins
Sherman, Art Gallery, Garwood Chiller
Solar Powered Street Lights
Waggoner Roof Replacement Phase I
$25,000
$150,000
$75,000
$250,000
Major Challenges for FY11
Priority Request 2
Centralized Chilled Water Plant – $37,360,000
Most prominent in the deferred maintenance backlog is a serious problem related to providing air conditioning
in buildings. Much of the University’s chiller equipment is over 30 years old. The majority of University
buildings have chillers that have exceeded their expected economic life by 12 years or more. Studies have
proven the benefit of moving from the stand-alone systems to a centralized chilled water plant.
Chiller Age Evaluation for Western Illinois University
Current Year: 2010
Chiller Year Inst.
Chiller Age
Age > Life
Priority
by Age
Horrabin
2008
2
21
0
Simpkins
1969
41
-18
0
Waggoner
1969
41
-18
7
Browne
1970
40
-17
8
Stipes
2008
2
21
0
Currens
2008
2
21
10
Brophy
1974
36
-13
11
Malpass Library
1979
31
-8
12
Memorial
1987
23
0
14
Knoblauch
1995
15
8
18
Sallee
1995
15
8
19
Tillman
1996
14
9
20
Morgan
2002
8
15
0
Olson
1965
45
-22
1
Bayliss
1966
44
-21
2
Henninger
1966
44
-21
3
Tanner
1968
42
-19
5
Higgins
1967
43
-20
4
Thompson
1969
41
-18
6
Wetzel
1970
40
-17
9
Corbin
1982
28
-5
13
Lincoln
1991
19
4
15
Washington
1991
19
4
16
University Union
1995
15
8
17
Grote Hall
2004
6
17
0
Appropriated Building
Auxiliary Facility System Building
Major Challenges for FY11
Priority Request 3
Director of Emergency Preparedness – $75,000
There is an unprecedented focus on emergency preparedness, loss control, and risk mitigation strategies for
colleges and universities. Due to this heightened focus, additional resources are needed in order to comply
with state and federal requirements and recommendations such as developing all-hazards emergency plans,
subscribing to National Incident Management System methodology, and facilitating anti-terrorism reporting.
Major Challenges for FY11
Priority Request 4
Portable Chiller – $300,000
To construct our own portable chiller to respond to anticipated continued chiller failures due to the advanced
age of existing chillers and lack of state Capital Funding support.
Very simply, with the age of our chillers, a portable chiller will allow Physical Plant to quickly get a building’s
air conditioning operational should an old chiller fail. Having a portable chiller is also more cost effective than
renting one.
Major Challenges for FY11
Priority Request 5
Base Increase in Operating Funds – $450,000
By increasing the operational budgets, the Physical Plant will be able to better
address the extensive repair needs of the University. WIU’s aging infrastructure is
causing a significant drain on operating resources. A base increase in the Physical
Plant operating funds is needed in order to continue providing adequate service
to University departments.
Major Challenges for FY11
Priority Request 6
Western Well Program – $15,000
We now have the opportunity for a small amount of dollars to develop a permanent program, the Western
Well Program, with Judy Yeast from Campus Recreation serving as the coordinator. Permanent funding will
promote lifelong benefits to our employees for a small dollar investment.
53% of Western’s employees are age 50 or older. Typically, with an increase in age, there is a corresponding
increase in healthcare costs and a potential decrease in productivity. With the funding of the Western Well
Program, we can institute programs which will help counteract these trends.
Priority Request 1 – Infrastructure and Classroom Improvements
Priority Request 2 – Centralized Chilled Water Plant and
Upgrades to Heating Plant
Priority Request 3 – Director of Emergency Preparedness
$700,000
$37,360,000
$75,000
Priority Request 4 – Portable Chiller
$300,000
Priority Request 5 – Physical Plant Base Increase in Operating Funds
$450,000
Priority Request 6 – Western Well Program
$15,000
Questions?