A Snapshot of 2018 Highlights

In 2018, Financial and Administrative Services (FAS) staff pushed forward scores of initiatives affecting all corners of campus in support of UT Austin’s education and research mission. These remarkable accomplishments exemplify how FAS is living out our portfolio’s values of stewardship, integrity, innovation, diversity, teamwork, and service. Below are highlights of the impact our affiliated units had on our campus, faculty, staff, and students throughout 2018.

Office of the Chief Information Officer (CIO)

Information Technology Services

  • Eliminated the Personal Network Access fees for students, allowing students to fully leverage UT’s wireless network in support of their academic work
  • Enabled the Eduroam global Wi-Fi roaming service for our campus and our faculty, staff, and students who travel
  • Implemented the new “utguest” wireless, providing visitors with friction-free access to the Internet
  • Implemented and supported the deployment of two-factor authentication for key campus services

Procurement, Business Contracts, Payment Services, HUB & Small Business Program

  • Developed a new policy for engaging the services of a non-employee independent contractor which offers a compliant and standardized process that will further ensure good financial stewardship of UT Austin’s resources.

Procurement

  • To better serve the CSUs and protect the university, the Procurement Card Program updated their website and policy to reflect current procedures, added new documentation and procedures, and formed the ProCard Committee to oversee the program and to address and review policies and procedures.
  • Hosted eighth annual UT Market Vendor Show that allows campus consumers to learn more about UT Market vendors and what products and services they offer.

Business Contracts

  • Business Contracts and Dell Medical School partnered together in order to improve the business processes for handling business contracts.  During the fiscal year, business contracts worked with campus departments and colleges in order to complete more than 8,000 contracts. In order to improve the contracting process, Dell Medical and Business Contracts worked together in order to secure a computer contract management system.  The new system provides for advance notice of contracts’ expiration dates and allows for contract supporting documentation to be kept in one place.

HUB & Small Business Program

  • Among the top 10 agencies by total expenditure, UT Austin ranks 7th with a total of $530,533,447 in expenditures for FY 2018.  With $105,351,026 awarded to HUB vendors UT Austin ranks 5th among that top 10 in raw dollar expenditures awarded to HUBs and 2nd in HUB percentage at 19.86 percent.

Payment Services

  • Pilot program with College of Liberal Arts on Travel Exception Request form via DocuSign
  • Collaborated with Payroll Services, VP for Legal Affairs Office, Accounting and Financial Management, and UT System on the tax reform bill changes to relocation expenses

Campus Security

UT Police Department

  • Developed District Representative program

    • UTPD has eight patrol districts. Those districts now have one officer acting as the main source of contact for that area, enhancing our community-policing model.
    • An interactive District Representative map was launched. Students, faculty and staff are now two clicks away from directly emailing their particular DR.
    • During the first two months of the program, the DRs received 176 emails.
    • In October, the International Association of Chiefs of Police highlighted UTPD's DR program and our commitment to community policing at the annual national conference in front of a membership of 30,000 from 150 different countries worldwide.
  • Enhanced technology with new RMS and CAD systems
  • Restructured and reorganized the department
    • Hired a director of Campus Safety Communications
    • Created a full-time Bike Patrol Unit, Training Unit and Threat Mitigation Unit
    • Appointed a specialized sexual assault sergeant and detective. They developed a sexual assault reporting guide that, at the beginning of the semester, was distributed to all 200 bathroom dorms campus-wide. The sergeant and detective have promoted the guide among campus media and local TV stations. They are further spreading a message to promote reporting assault to police by attending speaking engagements and meeting with community groups.

Administrative Systems Modernization

Workday

  • Workday is now the system of record for human resources and payroll at the university. All employees use Workday for their routine business with the university like submitting time, claiming tax forms, updating personal info, and viewing benefits.

    • Managed the reset of the Workday program, with a focus on business-driven decisions, effective program management, and extensive university-wide engagement
    • Launched a strong governance process that included input, feedback, and engagement with every college, school, and unit across the university
    • Successfully launched Workday for Human Capital Management and Payroll on Nov. 9, 2018 with over 6,000 concurrent users on day-one

Campus Safety

Emergency Preparedness

  • Effectively managed the impact of a citywide water crisis on the main and PRC campuses.
  • Development and installation of "Safety Hubs" in each academic and General Purpose Classroom (GPC) building on campus consisting of: an Automatic External Defibrillator (AED), Bleeding Control Kits, an Emergency Call Box directly connecting the user to UTPD Dispatch, and a building informational signage.

Environmental Health and Safety

  • Secured licensing for the Dell Medical School to utilize radioactive materials for human and animal clinical and research purposes
  • Recognized by Austin Water with a 3 year Excellence Award in pretreatment compliance, water protection, water conservation and environmental operations.

Fire Prevention

  • Implemented a Campus-wide Knox-Box program designed to assist first responders with rapid access to university buildings.
  • Designed and constructed the Fire Prevention Burn House, utilized to demonstrate the effects of fire as part of a comprehensive public education and outreach initiative. Debuted during the 2018 Safety Week activities.

Budget Office & Finance

In addition to the highlights below, all of these units contributed time and talent while collaborating with the Workday program and campus constituents for a successful launch of the new payroll and HR system.

Budget

  • Prepared the Legislative Appropriations Request in advance of the 86th Legislative Session which begins in January
  • Coordinated the fiscal year 2018-19 budget process and finalized the budget submission to UT System and the Board of Regents

Financial Information Systems (FIS)

  • Incorporated special handling into the Tuition and Fees system for Dual Degree Dell Medical students.

Human Resources

In addition to the highlights below, all of the units within HR contributed time and talent while collaborating with the Workday program and campus constituents for a successful launch of the new payroll and HR system.

HealthPoint

  • The HR HealthPoint Wellness program collaborated with the City of Austin and the It's Time Texas organization to participate in the 2018 It's Time Texas Statewide Community Challenge that measures engagement in healthy activities within our community. UT Austin came in first place for the large college category.
  • The Mayor's Health & Fitness Council (MHFC) recently recognized Austin's top health and wellness programs for businesses and organizations via the Mayor's Health & Fitness Awards. At their annual event in Austin City Hall, The University of Texas at Austin won the 2018 Healthiest Workplace Award.
  • The 20th Surgeon General of the United States, Vice Admiral Jerome Adams, MD, MPH, visited UT Austin to learn more about our health and wellness programs and partnership with the city.

HR Benefits

  • HR Benefits collaborated with the Workday Program and our external consultant, Huron, on a benefits redesign and reset effort to enhance Workday performance and minimize compliance risks. This reset effort included integration programming efforts with UT System Office of Employee Benefits (OEB) to successfully provide UT Austin employees with their benefit elections in the new Workday environment.

HR Support Services

  • The last few units in the FAS portfolio were successfully onboarded this year and now all units in FAS are centrally supported by HR Support Services. 
  • In collaboration with Records and Information Management Services, developed an efficient means of acquiring signature approvals for FAS personnel actions using DocuSign. Requests are routed to FAS HR Support Services for approval electronically and PDF is uploaded into Workday as a record of approval.

Organizational Effectiveness

  • Partnered with the College of Liberal Arts to develop and facilitate a monthly discussion series for faculty on Leadership in Higher Education.
  • Ran 360-assessments and offered coaching for 83 employees of various levels of leadership. Implemented cascading 360s in two departments on campus.  
  • The FAS Leadership Growth Program continues to produce long-term lasting impact with even more projects now being realized.

Strategic Workforce Solutions

  • New online courses for supervisors for performance management.

Workforce Analytics

  • Completed the integration of Reward and Workday to provide up-to-date compensation information for university jobs.

Financial and Campus Services

Business and Financial Services (BFS)/Technology Resources

  • Successfully transitioned accounting support for the $1.3B CPC new construction project portfolio from OFPC to BFS. Project accounts staff processed approximately 1800 payment, budget adjustment, and encumbrance documents in support of CPC Projects, with payments totaling $140M.
  • Reached new high in volume of purchase orders and total spend for 2018
    • 8,699 purchase orders
    • $42.3M in PO spend

Child Development Center

  • Established a Butterfly Garden at our San Jacinto location in partnership with the Lady Bird Johnson Wildflower Center.
  • Initiated an app-driven communication tool for parents. The app allows teachers and parents to communicate and have a better understanding of how the child spends there day.

Commons Event Services (CES)

  • Commons Learning Center rebranded itself as Commons Event Services (CES) to reflect its expansion toward a comprehensive event-management service.
  • Large-scale Software License Administration:
    • Acruent Event Management Systems (EMS)-To date, 1,500 meeting and conferencing spaces across seven departments at a fraction of the cost any one department would incur alone.
    • Cvent Registration and Payment Processing: The success of the EMS shared software license led CES to identifying and purchasing a second software license, ‘Cvent’. Cvent is currently used by more than 30 CSUs or organizations on campus..

Document Solutions

  • Received more total "In-Print 2018" awards than any other participant. Document Solutions won eight awards in all, including four Golds, in both the offset and non-offset categories.

Longhorn Aquatics

  • Hosted 20 successful events ranging from youth water polo tournaments to USA Swimming elite level swim meets.

Parking and Transportation Services

  • The entire garage system was upgraded to a new parking access control system. This new system allows entry into the garages utilizing various credentials including barcodes, QR codes (now printed on your permit), and toll tags.
  • Awards and recognition:
    • The Health Center Garage (HCG) won an Award of Excellence from the International Parking Institute (IPI) at the Annual IPI Conference and Expo. 
    • University Fleet Operations was named a “100 Best Fleet” out of more than 38,000 fleets in North America, by the National Association of Fleet Administrators (NAFA), and was named a “top 50 Leading Fleet” by Government Fleet Magazine. 

Texas Swim Center

  • A long-awaited new outdoor training pool is currently in the planning stages and is expected to open in 2019.

Utilities, Energy & Facilities Management

Facilities Services

  • Custodial Services received three (OS1) Awards at the Simon Institute Awards ceremony in August 2018 for Best Cleaning Program, Best Training Program, and Best Workloading Program. Custodial Services also passed annual third party process audits for the (OS1) Cleaning Program for the 11th consecutive year, earning either Program of Excellence or Green Certified Program awards for each year.
  • As a result of the Surplus Property unit switching from onsite auctions to all online auctions for surplus property, revenue has nearly doubled to $350,000 and bidder participation has increased by ten-fold. Community participation has also increased with the weekly opening of the Surplus Retail Store, increasing reuse of surplus inventory with over 100 customers each week. 
  • The Facilities Maintenance team completed more than 125,000 work orders totaling almost 160,000 work-hours, finishing the year with an overall client satisfaction score of 89 percent.

Utilities and Energy Management

  • Met 10-year goal (set in 2010) to reduce total energy consumption on the main campus by 20 percent well ahead of the 2020 target date, with a reduction of 22 percent achieved in August 2018.
  • Awarded “System of the Year” for 2018 by the International District Energy Association (IDEA), which recognizes “exemplary district energy systems that demonstrate a high level of performance, efficiency and reliability in providing energy services.”
  • Launched the UT Dig Safe Program to promote and ensure safety in excavation, drilling or digging projects by requiring an Excavation/Utility Tap Permit before any work of this type can be performed. This was a collaborative effort that included ITS, CPC, PMCS, EH&S, PTS, FPS and Facilities Services.

Campus Planning & Project Management

Capital Planning and Construction

  • Capital construction completed (additional 660,00 gross square feet of education, research and administrative space) in 2018 include:

    • Engineering Education and Research Center
    • Rowling Hall
    • Austin by Ellsworth Kellly
    • Clinics and research spaces in the Dell Medical School Health Discovery and Health Transformation buildings
    • East Campus Parking Garage
  • Several of the completed projects achieved LEED certification from the US Green Building Council, including Gold certification for all three Dell Medical School Buildings. In addition, CPC managed projects have received numerous awards for design and construction, including the EERC, which received two design awards: the Nation’s Highest Public Award for New Architecture: the 2018 American Architecture Awards® for the best new buildings designed and constructed by American architects in the U.S. and abroad, and an Honor Award for Excellence in Architecture for a New Building from the Society for College and University Planning (SCUP).  The Engineering Education and Research Center project received recognition for exceeding the HUB goal for construction and paid HUB vendors over $68 million for their work on the project. The Berry M. Whitaker Sports Complex received an award for exceeding the HUB participation goal in the category of Professional Services.  Overall, CPC-managed projects have spent more than $200 million with HUB vendors as of the end of FY 2018.
  • Capital Planning and Construction continues to manage projects that have received multiple Safety Through Exemplary Performance awards from UT System, including two Platinum awards for Speedway Mall and Welch Hall.  Through the efforts of CPC staff and their construction managers, the UT Austin CPC managed projects have the lowest recordable incident rate of any UT System institution and they are less than 1/3 the national average.

Project Management and Construction Services

  • Executed the Space Allocation Initiative relocating more than 20 units and vacating two buildings for repurposing to academic use. So far the initiative has resulted in cost avoidance of about $130 million.
  • Completed $100 million of design and construction—a 20 percent increase over the previous year and the highest level in PMCS history.

Campus Real Estate Office

  • Led the acquisition process for the 2400 Nueces improvements, including the transition period that required coordination of 17 university departments and 61 employees.
  • Negotiated the donation and 80-year ground lease structure of a remarkable 266-acre ranch in Hays County from the White Family and UT Foundation to be used by the Jackson School as the White Family Outdoor Learning Center. One of the largest donations to benefit UT in more than 70 years.
  • Completed the complex real estate transaction that established the ground lease between Central Health and the non-profit 2033 Fund.  Block 164 was a complicated building lease whereby the 2033 Fund will act as the non-profit developer for UT who will be master-leasing the entire 300,000+SF building. The ground lease creates significant potential for redevelopment that will benefit Dell Medical School.

Office of Sustainability

  • Led UT Austin’s effort to achieve Silver level in the campus-wide Sustainability Tracking Assessment Rating System (STARS) sponsored by the Association for the Advancement of Sustainability in Higher Education. The effort involved data sharing by many FAS units as well as academic and auxiliary units.
  • Provided a snapshot of UT Austin’s progress two years after signing the Sustainability Master Plan. The Sustainability Master Plan Update shows that many goals are either met (recharging the President’s Sustainability Steering Committee, UEM’s 20 percent reduction in energy use, zero waste efforts in Athletics, and more) or are on track to be met by 2020 (a focus on achieving STARS Gold).

Accounting and Financial Management

Federal Costing

  • Completed and submitted UT Austin’s Facilities and Administrative Rate proposal to the Department of Health and Human Services/Cost Allocation Services (DHHS CAS). 

Student Accounts Receivable

  • Collaboration with Enrollment Management on the development and future implementation of the One Stop Student Services Center scheduled to open in Fall 2019.

Treasury

  • Continued to explore new credit card deployments reducing UT’s exposure to data breaches, including some limited live implementations of new processes.

Financial and Administrative Services

Payroll

  • Contributed time and talent while collaborating full-time with the Workday program and campus constituents for a successful launch of the new payroll and HR system
  • Revised payroll system to accommodate pooled fringe benefits
  • Made required tax changes to handle the Tax Cuts and Jobs Act of 2017

Information Security Office (ISO)

  • Dorkbot, an automated web application security service developed by ISO staff, is now serving more than 600 institutions of higher education across 6 continents.
  • As of the end of 2018, multi-factor authentication -- using Duo -- is now being used by close to 29,000 unique faculty, staff, and students each month. This is up by 117% compared to the same time last year.
  • In Fall 2018, the ISO completed teaching 82 students how to hack in courses held within the departments of Computer Science & Electrical Engineering. The ISO began teaching in 2014 and uses this opportunity as a way to stay connected to the mission of the university, grow new research partnerships and recruit future talent.  

Information Quest (IQ)

  • In collaboration with the Office of the Executive Vice President and Provost, the IQ team initiated the Data Strategy and Management Team. The team includes members from the CFO, Provost, Development, and Student Affairs divisions. The purpose is to develop and implement a strategic plan that results in targeted, efficient, sustainable processes and guidelines supporting data management and information governance. The needs assessment phase completed in 2018 and the effort now moves into the strategic planning phase, and then implementation.
  • In collaboration with TRECs, IQ initiated a Tableau Consolidation effort to mitigate redundant Tableau offerings in the FAS portfolio. The effort will decrease annual Tableau costs by $50,000 and reduce overall Tableau administrative effort. At time of this writing, 80 percent of Tableau content was migrated to the consolidated environment.