ࡱ> [ jbjbj LjjRfl$+++P*,$N,\%i--(---...hhhhhhh$j lJh.....h 1--h 1 1 1..--h 1.h 1$ 114^Xb-- '+/f`(bh0%iD`?m0?mb 1Agenda Board of Regents Facilities and Land Management Committee Tuesday, June 10, 2003; *11:00 a.m. 2:00 p.m. Sherman Carter Conference Room, Butrovich Building University of Alaska Fairbanks Fairbanks, Alaska *Times for meetings are subject to modification within the June 9-10, 2003 timeframe. Committee Members: Elsa Froehlich Demeksa, Committee Chair Michael Snowden Michael J. Burns Joseph E. Usibelli, Jr. Kevin O. Meyers Brian Rogers, Board Chair I. Call to Order II. Adoption of Agenda MOTION "The Facilities and Land Management Committee adopts the agenda as presented. Call to Order II. Adoption of Agenda III. Full Board Consent Agenda A. Approval of Revised Capital Planning and Facilities Policy B. Acceptance of the FY04 Capital Budget Appropriation (subject to Finance and Audit Committees recommendation for acceptance) IV. Ongoing Issues A. Status Report on the ֱYukon Flats Training Center Expansion at Fort Yukon B. Update on UAFs Tanana Valley Campus Space Renovation Project (Old Fairbanks Courthouse) C. Update on UAFs West Ridge Research Building D. Update on UAFs Biological and Computational Science (BiCS) Facility Project E. Update on UAFs Backfill Plan for West Ridge Research Building F. Update on UAFs Backfill Plan for Biological and Computational Sciences Building (BiCS) G. Report on Expenditures for Facility Maintenance and Repair H. Report on Facility Focus Items for Strategic Planning I. Status Report on University Investments in Capital Facilities, Construction in Progress, and Other Projects J. Report from Chief Information Technology Officer on IT Planning K. Review of Information Resources Policy and Regulation V. Future Agenda Items A. Status of UAA Master Planning Efforts B. Status Report on Space Inventory, Condition, and Utilization Reporting Status Report on Providence Hospital/APU Land Acquisition/Trade VI. Adjourn This motion is effective June 10, 2003. III. Full Board Consent Agenda A. Approval of Revised Capital Planning and Facilities Policy References 14A-C At the April 17, 2003 Facilities and Land Management Committee meeting, Associate Vice President Jim Lynch and Assistant Vice President John Dickinson presented a draft capital planning and facilities policy for first reading and discussion. The policy is intended to help coordinate facilities planning and capital project development and address some of the consultants recommendations from a facilities review concluded last year. These recommendations including placing a greater emphasis on advance planning, integration of the planning process with a 6-year capital budgeting process, and the monitoring of variances from approved plans are incorporated in this recommended revised policy. Reference 14A is a revised draft of the policy. The policy is intended to provide a framework for capital planning and budgeting and a system of project development approvals and reports to monitor variances from approved plans. The draft policy also provides the system office and the Board with more relevant information regarding capital planning and project development activities at times when the outcomes of those activities can more readily be affected. The project development processes provide for early definition of specified elements (scope, program, need, schedule, budget, other costs, and funding sources) and a series of variance reports designed to help identify material changes to these elements as the project matures through various approval and decision making stages. The policy also provides for an exception-based step down of approval authority levels as a project proceeds through the project development stages, as long as no material changes to the critical elements are identified. Reference 14C identifies the changes made to the draft policy since the version presented to the committee at the April 17, 2003 meeting. Although numerous editing changes have been made to the document, most of the changes are for clarification, consistency, or personal preference of the drafters. The significant changes include correction of an inconsistency in the definition of materiality ($1 million vs. $750,000) at the pre-bid and contract award stages, deletion of a number of the definitions, and an increase in the threshold level expenditures from $50,000 to $100,000 for public art without Board approval. Based on board member comments at the April 17, 2003 meeting regarding approval levels, Reference 14B summarizes two options for proposed approval levels. In reviewing the schedule, please note that the approval levels represent guidelines for action, decision-making, and communication. Many of the elements of concern are not directly quantifiable, and therefore do not lend themselves to numeric qualification. The system of approvals ultimately depends on the judgment of specific managers and their assessments as to relevance and importance of financial and contract commitment decisions necessary to address facility needs. Vice President Joe Beedle will be available to discuss the proposed policy and answer any questions regarding related issues and concerns. The President recommends that: MOTION The Facilities and Land Management Committee recommends that the Board of Regents approve the Capital Planning and Facilities Policy as presented in Reference 14A. This motion is effective June 10, 2003. B. Acceptance of the FY04 Capital Budget Appropriation (subject to Finance and Audit Committees recommendation for acceptance) Reference 2 Vice President Beedle and Director Pitney will present a summary of the FY04 capital budget appropriations and a proposed distribution plan. The university's FY04 capital request included $42.5 million in general funds and $108.5 million in non-general fund authority. At the time of this writing, the Alaska Legislature has yet to pass the FY04 capital appropriation bill; however, current legislation indicates $4.2 million in state appropriations and $49.5 million in non-general fund authority to university projects is under consideration for passage. If the legislature makes changes, a new capital budget appropriation schedule will be presented at the meeting. Reference 2 includes a memo dated May 7, 2003 that details current operating and capital budget status. The legislative session is scheduled to end May 21, 2003. Also included in the reference is the FY04 Capital Budget Request Summary. The President recommends that: MOTION "The Facilities and Land Management Committee recommends that the Board of Regents accept the FY04 Capital Budget Appropriation as presented. This motion is effective June 10, 2003." IV. Ongoing Issues A. Status Report on the ֱYukon Flats Training Center Expansion at Fort Yukon Reference 15 The board approved the schematic design for this project in December 2001, at a total project cost not to exceed $1.56 million, funded by a $1.2 million grant from the Economic Development Administration (EDA) and a $360,000 match with ֱrenewal funds. To date, two efforts to solicit contractor proposals have not succeeded in bids being received within budget. The administration will provide an update regarding these efforts. This is an information item only; no action by the Board is requested at this time. B. Update on UAFs Tanana Valley Campus Space Renovation Project (Old Fairbanks Courthouse) Reference 16 The administration will provide an update regarding this project, including the $2 million capital appropriation via Proposition C G.O. Bond proceeds and the $1 million in new funding for allied health from the Denali Commission. The new $1 million project provides both specialized equipment and some construction, and will follow routine project approval processes. This is an information item only; no action by the Board is requested at this time. C. Update on UAFs West Ridge Research Building Reference 17 The administration will provide an update regarding this project. This is an information item only; no action by the Board is requested at this time. Facility Occupants: The facility is approximately 59,000 gross square feet (38,400 asf) the Geophysical Institute to house their Remote Sensing Program in approximately 10,000 assignable square feet (asf) the Office of Sponsored Programs for approximately 2,400 asf the Arctic Region Supercomputing Center for approximately 13,000 asf shell approx 8,000 asf - tentative build out NIH program labs shell approx 5,000 asf tentative build out NIH program offices Depending upon funding from NIH, the entire facility would be built out. Project Costs: The total project cost to complete the facility, site work, and its interior buildout of non-NIH space is estimated to cost $12 million. The NIH program space, if funded, would bring the total project cost to $16 million. Funding: The university has $12 million available for this project, including $2 million FY03 General Obligation Bonds, $8 million in university general revenue bond, and $2 million in interim funding/bond anticipation notes. ֱsubmitted a NIH grant proposal for $4 million on February 1, 2003. NIH will provide a decision on the grant by early July 2003. Recent activity is summarized in Reference 17. This is an information item only; no action by the Board is requested at this time. D. Update on UAFs Biological and Computational Science (BiCS) Facility Project Background: April 17-18 Board of Regents meeting Associate Vice Chancellor Kathleen Schedler presented two options for the design and construction of this project. The Board of Regents Facilities & Land Management Committee elected to proceed with Scenario B, which begins with site work and building of a 75,000 square foot shell for research space (Phase I), to include work on the design documents for Phase II. Under Scenario B, each segment (research, teaching, animals, ARSC, and then virology) is completed as future funding allows, either through buildout of a previously constructed shell or through additional construction. May 2003 Fee negotiations and execution of a professional services contract for programming verification and design of Phase I and Phase II of the project are occurring. Project Costs/Funding Sources: $7,100,000 Utilidor Project TPC=$7.5 million; $400K from Series I bonds $150,000 Temporary Parking Lot Project $14,350,000 Available for Phase I BiCS, including design of Phase II (this project has not been approved) $21,500,000 Total FY03 GO Bonds Schedule: September 2003 Request Project Approval BiCS Phase I December 2003 Request Schematic Approval Phase I March 2004 Award Construction Contract Phase I September 2005 Finished Exterior E. Update on UAFs Backfill Plan for West Ridge Research Building Reference 18 Reference 18 provides information regarding the backfill plan for space created by units moving into the West Ridge Research Building upon its anticipated completion in spring of 2004. This is an information item only; no action by the Board is requested at this time. F. Update on UAFs Backfill Plan for Biological and Computational Sciences Building (BiCS) Backfill issues associated with the BiCS building have not been fully established at this time. As a result of the sequential construction, the BiCS user groups are redefining and reprogramming the exact occupancy. The administration will discuss the processes that it goes through to develop these plans. This is an information item only; no action by the Board is requested at this time. G. Report on Expenditures for Facility Maintenance and Repair Reference 19 This is an information item only; no action by the Board is requested at this time. Introduction: The universitys chief finance officer periodically reports for each MAU the: (1) prior fiscal year actual operating and capital expenditures for Maintenance and Repair (M&R) and Renewal and Replacement (R&R); (2) current fiscal years budgeted operating and capital commitment for M&R and R&R; (3) current annual calculated need for M&R and R&R; (4) current estimate of accumulated Deferred Renewal; and (5) the status of ongoing Deferred Renewal projects. (P05.12.07). The definitions for M&R and R&R are included in Reference 19. The university uses national models (Walter Kraft formulae budgeting for M&R and Sherman-Dergis model for R&R) in its efforts to estimate funding requirements. Neither formula works well on a year-by-year, building-by-building basis, but rather they attempt to calculate approximate needs for a large institution with many facilities with various ages. Examples of current methodologies in practice at other universities include replacement value and adjusted building value. Currently, the University of Alaska estimates annual M&R and R&R on adjusted building value. Amounts needed for remodeling for a change of use prior to the normal replacement cycle and amounts needed for appearance upgrades that occur prior to the normal replacement cycle are not considered within the M&R or R&R formulas, except for modest amounts associated with certain building components. It is commonly recognized that if basic M&R, routine R&R, amounts needed for remodeling for a change of use prior to the normal replacement cycle, and amounts needed for appearance upgrades that occur prior to the normal replacement cycle are not each funded fully that the level of deferred renewal will increase. Universities vary in their ability to manage the growth of deferred renewal, with some institutions managing all of their facilities similarly, while others choose to adopt different funding plans to manage various facilities, such as maintaining a relatively low deferred renewal level on more strategic facilities or newer facilities and allowing deferral to grow in other facilities on a targeted basis. The universitys approach is somewhat unique in that it takes a national formula developed for only M&R and allows its uses in any of the above categories. This allows the greatest flexibility in meeting what appear to be the most important needs. On a gross basis, MAUs continue to spend more than minimum M&R formulae requirements on the total facility needs for their campuses. Summary of M&R by MAU FY01-FY03 (ytd.) ($000s) M&R Actuals and BudgetIn ThousandsMAUFY01 ActualFY01 BudgetFY02 ActualFY02 BudgetFY03 Actual*FY03 BudgetUAF12,997.0 9,783.3 14,105.6 10,276.3 9,147.1 10,496.0 UAA6,273.5 5,978.6 5,467.7 6,278.6 4,165.4 6,272.3 UAS1,499.7 1,404.7 1,261.1 1,364.4 1,243.5 1,390.6 SW435.3 435.2 435.3 435.5 0.0 458.5 Total21,205.5 17,601.8 21,269.7 18,354.8 14,556.0 18,617.4 Capitalized Amounts(2,740.4)(3,065.3)not yet determinedActual M&R Expenditures18,465.1 18,204.4 FY03 Actual YTD is through 5/12/03 In FY00 and thereafter, the university capped M&R requirements and suspended the calculation (escalation) of Walter Kraft M&R formulas at FY99 levels, except to the extent that the campuses budgeted additional monies. A simplistic escalation of building values would result in the following M&R requirements for FY03: MAUFY03 Adj. Building Value*FY03 Adj. IOTB *Total Facilities Adj. ValueFY03 1.5% M&R on Adj. Building Value1.5% M&R on Adj. IOTB ValueFY03 Total 1.5% M&R CalculationUAF690,500.7 88,481.3 778,982.0 10,357.5 1,327.2 11,684.7 UAA418,458.3 22,899.6 441,357.9 6,276.9 343.5 6,620.4 UAS102,907.4 9,114.6 112,022.0 1,543.6 136.7 1,680.3 SW39,411.9 340.4 39,752.3 591.2 5.1 596.3 Total1,251,278.3 120,835.9 1,372,114.2 18,769.2 1,812.5 20,581.7 *Table 6.01 UA in Review 2003 *IOTB adjustment to include improvements other than buildings Board of Regents practices have been to seek funding for R&R through capital appropriations. The Board-approved FY03 capital budget distribution included $6.8 million from GO Bonds generally for safety and highest priority R&R projects. The FY04 capital budget request includes $3.6 million in this category which, as of this writing, has been included in the states capital budget passed by the senate. Current estimates provided by MAUs for FY03 have been distributed in the FY03 Yellowbook and are summarized below: Preliminary Estimate of Deferred Renewal by MAU ($000s) UAA$47,847.4UAF$142,416.3UAS$10,564.4Total$200,828.1 Like most public institutions, UA relies on considerable capital appropriation funding to meet its infrastructure needs and to renew and replace existing infrastructure. Our M&R funding formulae does not begin to address the $55 million in annual depreciation expense for our physical infrastructure. Management is considering how we can better program renewal and replacement funding. Some internal opportunities exist in devoting program receipts, especially in auxiliary/housing recharge and ICR research areas. To ensure that responsible business practices are applied to this policy, the university Facilities Council through the office of Vice President for Finance has commenced a thorough review of M&R and R&R calculations and practices. Included in this review will be an analysis of the most appropriate methodology to use for the university. The review is expected to develop throughout the next several months and result in an updated presentation to the Board of Regents in December 2003. This is an information item only; no action by the Board is requested at this time. H. Report on Facility Focus Items for Strategic Planning Committee Chair Demeksa and Vice President Beedle will discuss planning issues and progress being made in those areas identified at the January 2002 Board of Regents retreat and mentioned in various external reviews, or included in the Strategic Plan 2009 document. Significant progress has been made in the areas of six-year capital planning and facility policy improvements. Future focus is on facility inventory, utilization, and condition as well as M&R and R&R planning. Completing the UAA master plan will represent another benchmark goal. This is an information and discussion item; no action by the Board is requested at this time. I. Status Report on University Investments in Capital Facilities, Construction in Progress, and Other Projects Reference 20 Vice President Beedle and host MAU ֱwill update the committee regarding the ongoing investment in capital facilities and answer questions regarding the status report on active construction projects approved by the Board of Regents (Reference 20), implementation of recommendations by the external consultants, functional use survey, space utilization analysis, and other recent activity of note. This is an information and discussion item; no action by the Board is requested at this time. J. Report from Chief Information Technology Officer on IT Planning Chief Information Technology Officer Steve Smith and ֱadministrators will present an update on progress at the University of Alaska Fairbanks efforts to improve information services to students and staff from recommendations made in the external information technology review completed in June 2002. K. Review of Information Resources Policy and Regulation Chief Information Technology Officer (CITO) Steve Smith will present an initial outline of policy that will elaborate and clarify the recently approved CITO policy level position. This background summary outlines areas of focus for additional information technology resources policy in line with the recently adopted chief information technology officer in Regents Policy (P02.02.07) related to the CITO position. Information technology (IT) has always played a crucial role in the University of Alaska system. Over the past decade information systems and services have become not only crucial, but essential to the university fulfilling its mission due to: the rapid growth of the Internet, the development of wireless networks, the continuous increase in the power of computing devices and their simultaneous continuous decrease in price, the integration of intelligent digital devices embedded in almost every system from HVACs to automobiles, the deployment of converged digital networks that combine voice, video and data into one communications stream, the dependence on applications such as email, file transfer, and online transactions for every aspect of university instruction, research, public service and administration. Regents Policy has recognized this trend in the growing importance of information systems and services first in the adoption of Information Resources Policy in February 2000 and the creation of a Chief Information Technology Officer (CITO) in April 2003. The CITO position description for the first time delineates specific responsibilities and authorities for information systems and services in the university system. The next logical step is to provide elaboration, where needed to clarify those responsibilities and authorities. The University of Alaska is in the forefront of recognizing and grappling with the complexities of information technology at the policy level. A search for information technology policy at other higher education institutions found few universities with existing policies and most of those that do exist are recently created. To date only one other state system (Missouri) has been found with any IT policy and that is in draft form. From the UA CITO description, five areas immediately emerge as the place to start for better definition elsewhere in policy. The five areas are: responsible for integrity of data responsible for security of systems and services responsible for and coordinate the development and implementation of system wide information technology standards ensure effective procedures and controls for telecommunications, data, hardware and software purchases, and software license compliance develop and maintain consistent measures for delivery of information technology services across the system The first question is where in Regents Policy should discussion of these five areas reside? Should it be an expansion of the existing Information Resources Policy that has a home in Regents Policy, Part II, Administration? Yet information services and systems have a direct impact on students and faculty and staff. Data integrity and security should "reside" in the overall IT policy, not audit policy. Technology is an integral part of facilities. Both the financial and academic activities of the system rely on IT for daily delivery of mission critical services. Now that an officer of the University for IT has been defined, where is the home port in policy and in the system for IT? It may be appropriate to dedicate a new section of policy to IT with cross-reference language to other sections in policy. While IT touches every area of the university system, and while technology is rapidly evolving with new services unimaginable a few years ago, the laws, the policies, the regulations governing information technologies are not that different from other, non-technology based activities. For example, while technology options are certainly challenging the traditions and common practices of copyright law (and may be the catalyst that changes those laws), use of intellectual property owned by another without permission is illegal, unethical and just plain wrong whether that property is a book or a patent or an electronic file. It makes sense, therefore, that any new IT policy stick to what is unique about the information technology considerations and reference those areas of Regents Policy that already deal with behaviors or actions or authorities and responsibilities already in existence and appropriately related to IT. Some policy may need reference to IT or a sentence or paragraph on specific IT aspects. For example, there will be a specific IT section of the new facilities policy. Otherwise, for needed information technology policy, the most prudent course may be to expand where needed within the existing Information Resources Policy (Chapter VII under Part II, Administration). It should be clearly identified where and how those policies have effect on students and academics as well as staff or other areas of university activity. Having made the case that much of IT is covered by existing policy, there are also unique issues that will benefit from clear policy direction; for example, ensuring controls and procedures for software purchases is an activity that must take into account impact as well as financial commitment. Oversight in other areas rises for approval and sign-off based on dollar amount of the activity. Cost is not the determining factor for software. An inexpensive software application installed on one computer connected to the university network could have devastating effects on core university systems and network connections. At the same time, the business of the academy would come to a screeching halt if every software acquisition and installation had to run some administrative gamut for approval. This is the challenge of crafting information policy: how to write policy to be followed by regulation and rules and procedures that is as positive and proactive in the five areas (and others) outlined above without being a pejorative influence on the system and ultimately the students and the State of Alaska. With board concurrence, administration will proceed to draft policy for the five highlighted areas above as well as contribute to other policies (i.e. facilities policy) where there is a clear impact and influence from information technology. V. Future Agenda Items Status of UAA Master Planning Efforts Status Report on Space Inventory, Condition, and Utilization Reporting Status Report on Providence Hospital/APU Land Acquisition/Trade Status Report on UAA Integrated Science Facility and Collaboration with USGS and APU Facility Costs Including M&R and R&R VI. 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