Transcript Associate Vice President for Finance

Finance Town Hall
November 12, 2012
1
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Introduction
Finance Division Organizational Chart
Finance Office Updates
Budget Office Update
Wire Transfers
New Vendor and Direct Pay Forms
Contract Process at CUA
Hardware and Software Purchasing
Facilities Organization
Building Administrators
Requesting Facilities Services
Questions
2
Cathy Wood
Vice President for
Finance & Treasurer
Zia Mafaher
Chief Info. Officer
Information
Technology
Enterprise Apps.
Systems
Web Dev/Res &
Academic Apps.
Christine Sportes
Ed Schaefer
Carol Evans
Executive Project Coord
Executive Assistant
Debbie Jackson
Sheri Hardison
Baker Tilly
Internal Auditor
Brian Johnston
AVP/Institutional
Research &
Assessment
Jerry Conrad
AVP/Chief Human
Resources Officer
Sr. Dir. Strategic
Procurement &
Contracting
Employee
Relations &
EO/Title IX Coord
Procurement
Accounting &
Financial
Reporting
Planning &
Construction
Payroll
Contracting
Accounts
Payable
Environmental
Health & Safety
Treasury Services
Facilities Maint.
& Ops.
Sponsored
Accounting
Facilities Admin.
& Services
Budget
Energy &
Environ. Systems
Employment &
Training/Dev.
Instructional
Technology
Benefits
Information
Security
Compensation
& HRIS
AVP Finance &
Assist. Treasurer
AVP Facilities
Operations
Business Systems
& Support
3
Finance Office Updates
Sheri Hardison
Associate Vice President for Finance &
Assistant Treasurer
4
General Areas of Focus
Budget Office Staff Directory
General Budgeted Fund 11
Budget Office: 230 LHY
New Program Fund 12
Courtnay Williams, Director, ext. 6731
Auxiliary Enterprise Fund 15
Reserve Funds 18, 19
Capital Project Funds 39, 53
Budget Committee Support
Position Control
Budget Analysis
Budget Transfers
ROI Analysis of New Programs
• President’s Office
• Finance (including HR)
• Auxiliaries
Fred Blair, Senior Budget Analyst, ext. 6355
• Provost and Academic areas
• Law School
• Facilities and CPIT
Kaeren Parker, Budget Analyst, ext. 5553
• Institutional Advancement
• Enrollment Management (including Athletics)
Vacant, Senior Budget Analyst
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 Oversee the annual operating and capital budget development and
business planning processes
 Monitor functional area revenue and expense budgets
 Report on business activity to stakeholders
 Assist departments as needed with:
o Budget preparation and developing business plans
o Financial analysis
o Profit/loss statements
o Review new programs
o Return on investment analysis
6
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January 11, 2013 – Submission of all FY2014 reserve fund (18
and 19) budgets
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January 11, 2013 – Submission of FY2014 Fund 12 budgets –
projected revenue, expense and enrollment
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February 8, 2013 – Budget Office will send out FY2014 budget
information and instructions
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March 31, 2013 – Submission of all FY2014 Fund 11 budgets
and attachments to Budget Office
7
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Updating uses and processes for wire transfers
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Domestic payments – No more wire transfers
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International payments – Wire transfer can still be used but
with some new procedures
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Change driven by internal control considerations and tax
reporting requirements
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Domestic Payments will be done via ACH
• Current vendor application must be on file for all requests before
payment will be processed
• Fill out bank account and routing information in ACH section of
Vendor Form
• Request payment via standard Accounts Payable processes
o
o
Direct Payment Form for eligible expenses
Payment from Purchase Order
• Plan ahead so that purchase can follow procurement and contract
policies
• Ensure budgeted funds are available
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International wire transfers
• Send International Wire Form to Accounts Payable (not Treasury
Services)
• Current Vendor Form must be on file in Accounts Payable for payment
to proceed
• Contract Policy must be followed, as applicable
• Will be processed as a wire transfer by Treasury Services
• Allow 2 – 4 days for wire processing (assumes current Vendor Form)
• Payment voucher will be entered into the system
• Payment voucher will need to clear system budget checks
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Benefits from changing these processes
• Budget Control – Transactions will have to pass system budget checks
• Stewardship of University funds – Procurement and contract processes
will be followed
• Reporting – More detailed information available on report drilldowns
and queries
• Tax compliance – Tax reporting more automated
• Efficiency– Ability to process multiple payments in a single batch
• Cost – ACH transactions are cheaper to process than wire transfers
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ACH  electronic funds transfer/EFT/direct deposit
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Much faster receipt of funds than check
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Available to all vendors
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Notification of funds being deposited into bank account
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No lost checks
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Also available to faculty and staff for reimbursements
• Next steps - link existing direct deposit data in payroll system to AP
reimbursement process
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Provide potential vendor names and specific contacts to Accounts
Payable
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Fill out a Vendor Form to receive your next expense
reimbursement via ACH
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New Vendor Form is available on the Accounts Payable website
under ‘AP Forms and Procedures’
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Vendor Application Form (PDF)
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Click ‘External Vendor’ or ‘CUA Employee/Student’
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External vendor
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CUA Employee/Student
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The Direct Pay Form can be used for:
 Honorarium
 Membership Dues
 American Express
 Petty Cash
 Employee Non-Travel Reimbursements
 Department Restricted
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Annuities (Treasury Services)
Royalties (CUA Press and Office of Sponsored Programs)
Employee Deduction Payment (HR only)
Athletic Game officials (Athletics)
CUA Press Reader’s Report (CUA Press)
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19
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Contract Process at CUA
Peg O’Donnell
Office of General Counsel
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 What
is a contract?
 Six easy steps to process a contract
 Signature authority
 Policy violations
 Resources
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A binding agreement between two or more
parties enforceable by law.
• Offer: I will do X if you do or don’t do Y.
• Consideration: $ does not have to change hands.
• Acceptance: OK
o Example: Health Insurance contracts don’t involve
exchange of dollars between University and Insurance
Company, but may involve Catholic mission issues.
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Every contract should make clear:
are the parties
it is to be performed
is being purchased
will be paid and when
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 Confidential
Information
 Why we disfavor auto-renewal clauses
 Why it’s a red flag to hire a former
employee as independent contractor in
same calendar year
 CUA does not pay sales tax
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Step One
Ask:
• Does it reflect what you seek to purchase or agree
to?
• Does it require the University or your department
to do something that the University or Department
is unable to do or refrain from doing something
you want to do or must do?
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Step Two
in the Contract Agreement
 CUA standard independent contract is a good
example: asks for parties, dates, what work is
to be performed, payment.
 Provide concise but detailed description of
work to be done.

http://counsel.cua.edu/cuaspecific/contractreview/
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Step Three:
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Academic Appointments
Business Contract
Academic Affiliation
Research Contracts
Independent contracts
Employee hires
Provost
Procurement
General Counsel
Assoc. Provost
Procurement
HR
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Step Four: If any changes are needed
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OGC provides text for legal changes.
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Purchasing will negotiate all changes in the terms of a
contract.
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Step Five:
.
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Step Six
Other contracts are kept in the office of the
official who signed the contract.
 Keep for length of agreement + three years.
 Keep longer if contract or policy specifies.
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NO ONE MAY SIGN OR OTHERWISE EXECUTE A
CONTRACT THAT BINDS THE UNIVERSITY OR ITS SUBUNITS
UNLESS HE/SHE HAS THE DELEGATED SIGNATURE
AUTHORITY IN WRITING.
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PRESIDENT, PROVOST, AND VP FOR
FINANCE ARE THE ONLY PARTIES WITH AUTHORITY TO
DELEGATE.
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CONTRACTS SIGNED BY EMPLOYEES WITHOUT
DOCUMENTED SIGNATURE AUTHORITY MAY BE DEEMED
VOID.
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THE SIGNOR MAY BE PERSONALLY LIABLE FOR THE
OBLIGATIONS ASSUMED UNDER SUCH CONTRACTS &
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MAY BE SUBJECT TO DISCIPLINARY ACTION INCLUDING
TERMINATION OF EMPLOYMENT
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The P-Card may only be used for limited
types of purchases:
 Office products and supplies
 Books and subscriptions
 Approved dues for organizations
 Conference registrations
 Events catering
 Printing and copy services
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University regulations require that purchases of goods
and services in excess of $2,500 be competitively bid.
• Orders between $2,500 and $5,000 require a
minimum of three oral quotes.
• Orders of $5,000 or more require a minimum of
three written quotes.
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This policy may apply to contract renewals as well.
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http://counsel.cua.edu/cuaspecific/contractreview
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http://policies.cua.edu/finance/finance/Contracts/Contract.cfm
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http://policies.cua.edu/finance/purchasing/Procurement/FullProcurement.cfm
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http://policies.cua.edu/employment/other/indemnification.cfm
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Hardware and Software Purchasing
Raylene Dufresne
Director Instructional Technology
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What is currently provided
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Purchasing technology with University funds
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Items of Interest
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Process
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Tablets
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Hardware
• All faculty and staff receive a Windows desktop computer
• All faculty and staff can access a network printer
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Software
• Faculty and staff computers have a standard set of software
• Computer labs have a standard set of software
• The list of software in each set is available on the University website
computing.cua.edu/support/computer-software
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Additional computing equipment must be purchased using a
requisition, or through CPIT
• Procurement cards, University AmEx cards or personal funds are not
authorized for purchase of University computing equipment and
related items
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Hardware must meet minimum requirements specified on the
university website
computing.cua.edu/support/recommended-hardware.cfm
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Purchases through CPIT are easier and faster
CPIT will determine if hardware and software purchases are approved to
work on network and with other appliances
CPIT will check the configuration of the hardware and software to see if
they will work with each other
Hardware owned by University will receive an asset tag
Taxes – University does not pay them or reimburse them
Warranty – some purchases require that a warranty be purchased
Notebook computer purchases
• A professional version of the operating system is required
o
e.g., Purchase Windows Professional, not Windows Home Premium
• Windows 8 is not supported at CUA
• Software may have site license available
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To start a technology purchase, fill out a support request ticket at
help.cua.edu
• Consultation
o Questions about purchase
o CPIT will research configuration and requirements
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How to purchase: CPIT (recommended) or requisition
o
o
o
For most purchases, CPIT is faster and often less expensive
Large purchases must be made with a requisition
All technology purchases must go through CPIT for approval
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Computer setup
o
o
University desktop computers are deployed using hard drive imaging that
provides a standard set of software
CPIT installs Microsoft Office and antivirus software on University-owned
notebook computers
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Certain notebook models are deployed using hard drive imaging, but most are
not
Hardware Support
o
o
CPIT performs in-house hardware repairs for University desktop
computers
CPIT provides basic hardware repairs for University-owned notebook
computers – more complex hardware problems require a warranty repair
by the vendor
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Purchasing a WiFi only model is recommended
• The University will not pay for any cellular communication plans or
charges for tablets
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Apps
• The University will not pay for tablet software applications ("apps")
o University procurement cards/credit cards must not be used to purchase
applications or “gift cards” that allow such purchase, and must not be
registered on the tablet vendor's online store.
• The University is investigating the business case for volume app
purchases for Apple IOS tablets
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Facilities Operations
http://facilitiesoperations.cua.edu/
 Introduction
 Building Administrator System
Designation
 Division interaction
 Responsibilities
 Requesting Services
 Maintenance
 Special Event Support
 Projects
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Emergency Evacuation
Drills
Hazardous Waste
Management
Radioactive Materials
Management
Asbestos Management
Hazard Evaluations
Risk Management &
Insurance Administration
Bloodborne Pathogens
Indoor Air Quality
Evaluations
Fire Protection Systems
Inspection/Testing
Safety Training
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Central Plant
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Utilities Planning
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Steam Generation
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Utilities Procurement
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HVAC Systems
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Energy Management
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Distribution Lines
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Utility Projects
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Controls
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Project Commissioning
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Electrical Services
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Compliance
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Elevators
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Utilities Master Plan
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Project Management
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Master Planning
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Facilities Design
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Capital Improvement Plans
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New Construction &
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Space Planning
Renovation Management
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Facilities Asset Management
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Building Maintenance
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Fleet Maintenance
• Plumbing
• Tag renewals
• Painting
• DC Inspections
• Structural
• Scheduled Maintenance
Grounds Maintenance
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Custodial Services
• Mowing/edging/weed control
• Routine Cleaning
• Snow Removal
• Special Event Support
• Road/sidewalk repairs
• Waste & Recycling
• Pest Management
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Preparation, tracking and reporting of all departmental
operating budgets.
Provides centralized project financial control to minimize the
impact on project execution and operations.
Serves as a consolidated service center for all facility requests.
Receives and directs all requests to appropriate shop or facilities
department.
Assists with the coordination, scheduling and communication for
projects, repairs and support functions.
Maintains the Building Administrator System
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Definition:
• Serves as the building liaison for communications between the building
occupants and Facilities Operations and/or the Department of Public
Safety.
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Designation:
• Typically, Building Administrators are designated as follows:
o Building with a primary function (academic, administrative, student life) highest ranking administrator
o Mixed use building - highest ranking administrator for most common
function
• An administrator may delegate appropriate responsibilities to another
associate in the building with written notification to Facilities
Administration and Services via email ([email protected])
• The officially designated Building Administrator retains the
accountability and authority for responsibilities, even when tasks are
assigned to other staff for action.
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EHS & Building Administrator Interaction
• Facility Safety Inspections – CUA staff & Regulatory
Agencies
• Asset Management: Acquisition, Biennial Inventory and
Property Disposal
• Emergency Evacuation Drills.
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Facility Safety Inspections
• In-house by CUA Staff: Advanced notice provided
• Outside entities: Limited advanced notice
o DC Fire Marshal, DC Fire Department, Insurance Company Loss Control
Visits.
• Report addressed to Building Administrator
o Two areas:

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Building Administrator Items
Facility Maintenance Items
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Facility Safety Inspections – Example items which typically fall under the
Building Administrator's purview. Forward the information to the
responsible Department.
DC Fire Code Section F 110.1
• Hazardous conditions likely to cause or contribute to the spread of fire.
• Interference with operation of fire protection equipment.
•
•
•
•
•
•
• Sprinkler head 18” clearance, obstructed fire extinguisher or pull station
Obstruction to or likely to interfere with egress of occupants or operations of
the fire department.
Accumulations of rubbish, waste, paper, boxes, or excessive storage of any
combustible material.
Hazardous conditions arising from improperly installed electrical wiring,
equipment or appliances (overloaded electrical outlets)
Overcrowded conditions where the occupant load is exceeded.
Locked, blocked or inoperative designated fire exits.
Appropriate building signage.
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Facility Safety Inspections – Example items which typically fall under the
Facilities Maintenance's purview.
• Work Orders submitted by EHS
• Building Administrator copied for notification and follow-up
Examples:
• Inoperable emergency exit.
• Broken fire door closer.
• Inoperable emergency lighting.
• Mechanical/building system deficiencies.
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Asset Management
•
•
•
Acquisition
o
Property tag needed for purchases over $1,000.
o
All computer equipment (I-pads, tablets, PC’s, Mac)
o
No action needed, a staff member will contact your department.
Biennial inventory
o
Conducted during the even fiscal year – (next will be FY14 conducted in summer
of 2013)
o
Notices to Building Administrator in Spring 2013 to initiate logistics.
o
Items not reconciled require a Public Safety report to distinguish if lost or stolen.
Disposal
o
Email EHS, [email protected], with quantity and brief description of items,
regardless of the presence of a property tag. EHS will reply or may make site
visit to determine best option.
o
Items should remain in secure location until time of disposal.
o
Enter a facilities work order for final disposal. The physical move will be
scheduled and you will be notified of your share of the cost.
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
Emergency Evacuation Drill’s
• Academic/Administrative buildings – Annually
• Residential + multi-use buildings (i.e., Caldwell/Seton) – each semester
• Notification to Building Administrator.
o Watch Captains and RA’s informed.
o Watch Captains roll – coordinated by Dept. of Public Safety – semester
meetings conducted.
o Emergency Notification – Information conduit via Watch Captain

List of Watch Captains to be emailed to Building Administrators.
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• Provides communication to occupants regarding the
reporting of maintenance, custodial, utility, safety and
security concerns.
• Assists with the coordination, scheduling and
communication for projects and repairs.
• Encourages occupants to report all Facilities related issues
directly to the Facilities Service Center by using the on-line
forms at http://cua-request.qbicsystems.info or by calling
x5121.
• Building Administrator Web page:
http://facilitiesoperations.cua.edu/bas/index.cfm
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Dept initiates
request in
QBIC
DFSA reviews
request
AVP assigns
PM
Yes
PreApproved
Capital
Project?
Yes
Does it have
funding?
PM
initiates
PAF
No
Yes
No
Yes
Does dept
have
funding
available?
Yes
AVP assigns PM
to develop a
budgetary
estimate
Do available
funds cover
budgetary
estimate?
VPFT Preapproves?
PM
initiates
PAF
No
No
Project
Stops
No
Yes
Is the request
an
emergency?
AVP discusses
with VPFT
No
Yes
Does AVP feel project
should proceed for
other reasons?
No
Project
Stops
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