1. KU Medical Center's Facilities Master Plan was completed in February 2012. The objective was to provide the medical center with a long-range, comprehensive vision for the growth, development and improvement of facilities and campus amenities to accommodate education, research, clinical and community engagement program needs, both current and future.
(View the Facilities Master Plan)
1. The EVC leadership team has established a list of principles to develop and guide implementation of the Facilities Master Plan. These principles frame a high-level perspective, with focus on future site opportunities and analysis to reveal where the potential large, key investments should be made.
• Strengthen and enhance the campus image and university identity
º In July 2012, new and improved signage was installed on the highly visible bridge spanning 39th Avenue.
• Develop a new medical education building to provide modern instructional space and centralized student gathering and study spaces
º A funding request for a new health education facility has received approval from the Board of Regents and will be submitted to legislators in the 2013 session.
• Generate and implement a plan to improve or eliminate unacceptable research, classroom and student spaces, balancing new development and the re-use of acceptable facilities
º Classroom upgrades have been completed in Orr-Major
º Laboratory renovations are underway in Wahl Hall West
º Renovations are scheduled to begin in the Laboratory Animal Research Facility in January 2013
º The Research Institute and the KU Center for Telemedicine and Telehealth have moved into a building owned by KU Medical Center in Fairway, adjacent to the Clinical Research Center
• Improve parking provisions
º Administrators are evaluating potential locations for a new parking garage.
• Reinforce and enhance public green space. Administrators are considering recommendations to turn the Murphy Courtyard into a campus quad.
• The Organizational Improvement Office (OIO) is working with Facilities Management to analyze and improve its project management, ensuring an efficient, effective process for executing facility plans and minimizing the need for rework. Included in the improved process will be measures to track budget, timeliness and customer satisfaction related to projects.
1. Successful implementation of the PeopleSoft 9.1 Human Resources and Payroll system, resulting in cost savings and greater business efficiencies.
2. Successful upgrade from Groupwise to the more efficient Exchange email and calendar system.
3. Creation of business intelligence tools by the Enterprise Analytics Department for the KUMC community, using Qlikview reporting.
4. Implementation of new Global software in the KU Medical Center Police Department, providing interface for computer-aided dispatch, police report writing, statistical management and evidence/ property control. The new T2 Parking System delivers permit management, ticket appeal management, online registration and several other revenue-related management functions.
5. Implementation of Click Commerce software for the Compliance Office for conflict-of-interest reporting, as well as for managing the submission, review, approval and post-approval monitoring of human and animal research protocols.
6. Implementation of SciQuest e-procurement software.
1. The Organizational Improvement Office has begun working with Enterprise Analytics staff to plan for a campus-wide dashboard related to Support Services, Student Services and related departments. This will enable leadership to monitor progress and improvement in these areas.
2. The Facilities Management department is preparing to make more effective use of the Maximo tool, incorporating productivity reports, automated interfaces and improved tracking information and data for the thousands of assets throughout the institution.
1. Adrian Fitzmaurice was named Associate Vice Chancellor for Human Resources in the spring of 2012, ensuring that KU Medical Center's Human Resources Department continues its new role as a strategic business partner supporting a high level of personalized service to departments, faculty and staff.
2. A talent acquisition manager was hired in Human Resources to assist departments in recruiting top-level talent.
3. Compensation analysis was completed by CBiz, and KU Medical Center's compensation structure was updated to reflect market salary ranges. A Wage and Salary Division was added to Human Resources to ensure an effective compensation strategy.
4. A new classification, University Support Staff (USS), replaced the former Classified Staff classification, making it possible to convert all classified staff out of the state civil service. This change gives managers more flexibility with regard to administration and compensation of these staff members.
5. In September 2012, a total of 168 supervisors, managers and other leaders in 16 major units began an intensive leadership training program to develop new tools to build a culture of excellence at KU Medical Center.
1. Implementation of an electronic performance management system (Success Factors) is underway.
1. In the fall of 2012, several departments on the Kansas City campus began to implement the principles of the Malcolm Baldrige Quality Improvement Program, a division of the National Institute of Standards and Technology in the U.S. Department of Commerce. By adopting this approach, departments at KU Medical Center will continuously improve service to the campus, fostering a culture of innovation, adaptability and sustainability.