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Administration Services

Administration and Division Shared Services

Completed the implementation and launched TeamDynamix (TDX) for Project Management in collaboration with the Office of Information Technology (OIT) and the CFO’s Office.
Developed and launched Responsible Accountable Consulted Informed (RACI) tracking and risk management for Project Management.
Reggie Bailey & Daina Mwangi renewed their Project Management Professional (PMP) Certification.
Reggie Bailey completed Construction Project Management through Columbia University.
Supported the governance, administration, training, and development of the Business Affairs Campus Services Support portal TDX.
Successfully launched the Information Technology Infrastructure Library (ITIL) transition for Administration Technology Services tickets.
Work Order Control Unit (WOCU) successfully maintained operations through critically low staffing and multiple system changes and upgrades.
WOCU Central Billing separated the Telecom extension & work order billing from wireless billing.
Supported implementation of Procurement Card Industry (PCI) Compliance for Delivery Services (Surplus and RebelCopy & Send), including the initial development of a PCI form for Financial Services.
eDoc Services completed the multi-year CSN Document Imaging projects (e.g., veterans, international, and Human Resources).
eDoc Services scanned approximately 480,000 pages this year.
Developed and maintained 17 forms and workflows for seven BA departments and four external UNLV departments including documentation and staff/developer training.

Delivery Services

Launched Informed Delivery campus-wide. Informed delivery provides a digital image of mail delivered to a department.
Partnered with GovDeals to liquidate furniture from Paradise Campus before demolition.
Shipping & Receiving staff delivered over 44,000 packages and more than 400 pallets of freight.
Mail Center processed more than 4,100 requests, totaling 110,000 pieces of outbound mail.
UNLV Surplus secured licensing for installing and selling PCs with Windows instances.

Parking and Transportation Services

Completed the final design and bridging documents for the Transit Center Garage.
Departments can now purchase short-term permits through the AIMS Parking Management System.
Completed the Economic Recovery Transportation Electrification Plan (ERTEP) EV charging station program design in collaboration with NV Energy.
Acquired the ability to integrate the AIMS parking management system with Okta, the university identity management platform. The single sign-on piece has been implemented for staff.
Completed Cottage Grove Garage condition assessment.
Added EV charging stations to Harmon Auxiliary Building and Del Mar lots.
Completed lot maintenance on both the Maryland and Shadow Lane campuses.
Implemented a new Clover Credit Card point-of-sale system and installed new credit card machines.
Created and updated a parking video for web information geared toward new students, faculty, and staff.
Created a new vehicle directional design for Lot I by the Library to increase pedestrian safety.
Completed a new pedestrian pathway in the Gray Lot, with removable delineators for large TMC events.
Provided parking for the F1 race while accommodating UNLV basketball needs.
Installed new assigned visitor spaces at the Medical Education Building (MEB)

Risk Management & Safety

The Radiation Safety Program received a clean inspection from the Nuclear Regulatory Commission.
Completed an unannounced inspection from the Nevada Department of Environmental Protection, Bureau of Sustainable Materials Management in October regarding the university's hazardous waste program. The inspection was a tremendous success, and the university received a letter indicating that UNLV complies with all applicable federal and state hazardous waste regulations.
Completed the first three phases of implementing a campus-wide Enterprise Risk Management (ERM) framework.
Collaborated with campus stakeholders to reconcile the Dec. 6 insurance claim, which received an initial reimbursement of $1.4 million from the insurance carrier.
Supported the campus lighting project by participating in several safety walks, lighting surveys, managing task lists, and tracking stakeholders, resulting in a Phase One enhancement project costing over $750,000.
Initiated a project to install Knox Boxes throughout campus buildings. Per the Chancellor’s ad hoc Public Safety Committee, UNLV is coordinating with local municipalities to install KnoxBoxes or similar devices.
Launched a process improvement partnership with Student Union & Event Services (SUES) to enhance collaboration and communication to improve safety for events. Strong positive relationships now exist between the Fire & Life Safety, Occupational Safety, and Risk Management & Insurance Claims units to be involved in the early stages of event planning thus achieving a more streamlined approach.
Presented an abstract at the annual CSHEMA (Campus Safety Health Environmental Association) conference on a new in-house developed program, FINS (Fire Impairment Notification System). FINS was created to maintain compliance with the NSHE insurance carrier (FM Global). RMS identified the problem, developed a solution, wrote the software, worked with internal stakeholders to gain buy-in (P&C) and emphasized the importance of meeting the insurance standards. Achievements strengthened partnerships with campus colleagues, local community, and the insurance carrier along with a major increase in operational efficiency.
Developed and implemented a new laboratory safety training for Chemistry 121L/122L which serves many students’ first lab experience. During the summer sessions and fall semester, 706 students successfully completed the course, demonstrating its extensive reach and impact. The training received positive feedback from both the Chemistry Department and participating students, who found it highly informative and instrumental in setting a clear foundation for lab safety expectations.
Teamed up with Purchasing and Contracts and assisted with clarifying insurance expectations and provided training and a slide deck for reference. As there are staffing changes it has proven to be successful.
Integrated with the State Fire Marshal's Office (SFMO) during a four-day acceptance inspection of the upgraded fire sprinkler and fire alarm systems at the Tonopah Center and South Tower residential buildings. This inspection ensured the safety of over 200 residents by verifying the functionality of more than 100 horn/strobe devices and exits, as well as confirming the correct installation of sprinkler heads.
Made significant strides in enhancing campus safety and training. The Occupational Safety and Health (OSH) unit collaborated on lighting surveys for the Campus Safety Committee and worked with Martin & Martin on roof fall protection surveys. The OSH and training units also partnered to promote courses on key topics such as electrical safety, slips, trips and falls, heat stress, and back safety. Additionally, the OSH team worked with facilities managers to review and update lockout/tagout (LOTO) procedures, including a critical enhancement to lock out the boiler gas line valves.

Telecommunications

Put seven new emergency phones into service.
Upgraded or decommissioned all remaining analog emergency phones.
Completed classroom phone project for Frank and Estella Beam Hall.
Created a bill of materials (BoM) and plan for
- Mounting phones in all remaining classrooms and learning spaces.
- Six new emergency phone locations.
- 17 emergency phone upgrades to bring aging hardware up to spec.
Identified outdated and inconsistent information with campus police's public emergency phone map and worked with them to get it updated.
Almost finished migrating to Webex Calling and Webex Contact Center.
Migrated to Calero Cloud from on-prem VeraSMART.
Received another safety allocation to install two additional emergency phones on campus.
Completed all quarterly testing as scheduled and made all required repairs to ensure the phones remained fully functional.
Identified Payment Card Industry (PCI) compliant solution for taking payments over the phone.
Completed phone installation in the Advanced Engineering Building (AEB).
Migrated to TDX knowledge base.
Upgraded non-Webex Calling to Webex Calling compliant phones.

Facilities Management

Became the first NSHE institution to launch a climate action plan, the Rebel CAP.
Received funding from the Nevada Division of Environmental Protection (NDEP) to revitalize the longstanding Drive Up and Drop Off (DUDO) community recycling program.
Replaced more than 550 doors and door frames in campus buildings impacted during the Dec. 6 response.
Upgraded and rebranded the FM web-based work request system from iService Desk to Rebels@Work.
Launched the All in the Hall Zero Waste Pilot in the Carol Harter Building (CHB).
Launched the Spare-It Waste Intelligence Zero Waste Pilot in the Advanced Engineering Building (AEB).
UNLV received the most votes to become a southern Nevada host site for NV Energy’s Community Based Solar Resources (CBSR) program.
Successfully revised and implemented a new UNLV elevator maintenance contract and new contractor.
Started performing drone aerial photography to identify underground hydronic leaks.
Hired a new position; administrative assistant for trades groups.
Completed the multi-year LLB building automation retrofit project.
Installed additional HVAC at CHE 103 to address this new research space.
FM staff completed 37,573 repair, preventative maintenance, and other work orders. This represents a 5% increase from 2023. For the years 2018-2023, total work order completions were as follows:
1. 2023 - 35,808
2. 2022 - 40,616
3. 2021 - 31,496 (coming out of worst of the COVID-19 era)
4. 2020 - 27,365 (The beginning of COVID-19 year, with low reactive repairs from our de-densified campuses)
5. 2019 - 39,575
6. 2018 - 37,358

This year-end review highlights the FMPMO's achievements, challenges, and strategic directions. Guided by a mission to maintain and enhance campus infrastructure, the office supports the university's operational and educational goals.

This year, new initiatives were introduced to improve project tracking, sustainability efforts, and stakeholder communication.
FM had a total of 73 projects in the following categories: Safety and security, mold abatement and repairs, facility upgrades, structural repairs.
FM completed the following major projects: LLB Fire Alarm/Controls Upgrade, SLC-B expansion on the Nursing School labs, and the campus-wide Dec. 6 Restoration Safety and Security Project.
FM project completion rate was 90% on schedule and FM was 85% within budget.
FM financial overview highlights a total budget allocation of $5,718,804.88, with expenditures totaling $4.5 million.
Funds have been allocated as follows: $2.1 million for construction, $1.8 million for maintenance, and $1.8 million for equipment upgrades.
Active projects include the UNLV Strategic Infrastructure Plan ($469,193), Automatic Lock Buttons ($500,000), Elevator Modernization ($1.1 million), GRA AHU Replacement ($250,000), SLC-A Reroof and Data Air Replacement ($1.9 million), and STL Reroof and AHU Replacement ($249,900).

Financial Services

Received an unqualified opinion on FY24 financial statements
Launched a new Contract Management System
Automated the After-the-Fact Supplier Invoice Request (ATF SIR) process in Workday by utilizing Worksheets - collaboration with Financial Services Support (FSS) and Purchasing
Automated Legislative Reporting (RBDAC) and Board of Regents Reporting (Tier 1/2 ) in Workday Worksheets - collaboration with FSS and Purchasing
Implemented and facilitated regular meetings to bridge gaps between Purchasing and other areas such as Facilities Management, Planning and Construction, Risk Management and Office of Sponsored Programs
Created a Hotel Addendum Template and Playwright Agreement for contracts
Attended a variety of supplier outreach events including the annual Supplier Opportunity Fair, Committed to our Business Community Event, and Small Business Development Council events.
Supported 75,000 plus purchasing card transactions; total PCard spend: $26,781,463, Suspended 138 PCards due to misuse.
Billed more than 76,000 student accounts.
Processed over 36,000 supplier invoices, more than 7,600 expense reports, and 19,000 plus accounting adjustments and manual journal entries.
Issued 6,400 plus purchase orders & 2,700 change orders.
Reconciled over 66,000 bank statement lines.
Implemented a new standardized recharge review process in collaboration with FPBA after issuing an updated policy.
Completed testing and training on a simplified invoice payment process that will streamline how departments process requests for payment to Accounts Payable. Go-live date January 2025.
Successfully implemented Payment Card Industry (PCI) standards and improved processes to monitor credit card activity across campus in an effort to reduce future chances of fraud.
Security Listening Sessions:

Designed and delivered five days of remote and in person Listening Sessions toward revision to the BA Security portal in June - over 50 central and decentralized people participated.
Delivered and collaborated the collection and debrief 30 concerns, suggestions, questions

Designed a new Workday Security Roles description grid which was adopted by HCM and Change Management for release in the new Workday google share.
Rolled out Merchant and PCI Services application in TDX.
In collaboration with System Computing Services (SCS), a Workday notification was developed, tested, and deployed to address PCard account management for terminations and job changes. This configuration ensures timely evaluation and closure of Purchasing Card (PCard) accounts, addressing an audit finding.
Developed and deployed trainings in RebeLearn:
- Create Spend Authorization for Worker, Create Spend Authorization with a Cash Advance, Create Expense Report Non-Travel Reimbursement, Find Journals, Creating Journal Entries and Accounting Adjustments, and first training session for elimination of Supplier Invoice Requests for PO invoices

Planning and Construction / Real Estate

Implemented lighting enhancements as a result of the 2023 lighting walks. The 2023 Shadow Lane campus walk identified 17 issues, of which 15 have been addressed. The Maryland campus walk noted 90 issues and 68 have been resolved. Enhancements include the following locations:
- Upper Class Complex Margie and Robert Faiman Residence Hall, Gym Road Residence Halls, Mitzi & Johnny Hughes Resident Hall, and Tonopah Residence Hall
- Paul McDermott Physical Education and Athletics
- Marjorie Barrick Museum and Xeriscape Garden
Installed two new UNLV signs to mark campus entrances at:

Intersection of Maryland Parkway and Harmon Avenue
Intersection of Harmon Avenue and University Center Drive

Real Estate

Consolidated the UNLV Kirk Kerkorian School of Medicine’s family medicine, plastic surgery, and general surgery practices into a 22,050 square foot-clinic at 2724 N Tenaya Way.
Acquired a property at 777 E. Harmon Avenue, west of the Facilities Management Administration (FMA) building, and south of the Paul McDermott Physical Education Complex (MPE). The property was at the end of its useful life and was demolished.

Vice President’s Office

BA Docusign data center transition
Reestablished the Infrastructure and Shared Governance (ISG) Work Group to renew focus on its objectives and priorities, ensuring alignment with University strategic goals
Systems Change Management collaborated with the Government and Community Engagement Office to streamline the reporting of community engagement activities for accreditation purposes.
Systems Change Management led the effort to create new Workday resources for campus users:

The Reports web page provides beginner resources to help new employees navigate Workday reports, a list of useful reports for managing financial and human resources transactions as well as frequently asked questions.
The Security Role web page provides the steps for requesting role changes, a list of roles available for request, and frequently asked questions.
The redesigned Training Resources web page is easier to navigate, so employees can quickly find what they need.
These Workday resources are available on a secure platform for employees.
Over 50 central team members and campus users helped bring the new Workday resources to fruition: BA Communications, End Users, Financial Services, Human Resources, NSHE's System Administration, Systems Change Management, Web Services, and Work Order Control Unit.

Quality Assurance and Financial Compliance

Performed audits/reviews for various areas that helped to enhance related controls and processes—including collaboration with Purchasing & Contracts for the PCard Program, with the Provost’s Office for certain student fees, and with the Office of Sponsored Programs for the Schedule of Expenditures of Federal Awards.
Rebranded and expanded Section 117 Reporting for the Department of Education to “Foreign Sources Reporting,” to ensure compliance with additional regulations and position UNLV to better adapt to any future reporting requirements from other agencies. Transition included a rollout to campus, development of live training for stakeholders, updates to internal business processes, and the creation of a new foreign sources reporting website with enhanced templates and resources for campus units.
Collaborated with the Controller’s Office and OIT on the rollout of a decentralized annual compliance plan at the department level for Payment Card Industry Data Security Standards.
Provided assistance and assurance to OIT for responses to the external audit, collaborating to ensure the Gramm-Leach-Bliley Act (GLBA) compliance requirements were met and strengthened through enhanced internal documentation, as well as outsourcing of a deep-dive GLBA assessment.
Implemented interim monitoring and follow-ups with appropriate stakeholders in the Controller’s Office, Financial Aid, and the Office of Sponsored Programs after coordinating responses for UNLV-related findings within the FY24 uniform guidance audit.

Communication

Wrote the following articles featured in UNLV Today highlighting Business Affairs / HR initiatives:
Partnered with the Office of Accessibility Resources and Web Services to revamp the Accessibility Ambassador program into the Accessibility Ambassador Academy, a six-month training program with clear learning outcomes and a digital badge.
Supported the launch of UNLV’s climate action plan, the Rebel CAP.
Assisted with launching the RebelWELL newsletter.
Supported content for President Whitfield's recurring Rebel Recovery messages.
Supported Human Resources Information Systems (HRIS) in creating and launching its webpage.
Partnered with Systems Change Management to conduct focus groups for the Workday website update.

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