Transcript Division of Enrollment Management

Administration & Finance
FY13
Budget Presentation
May 29, 2012
Administration & Finance
Organizational Structure
2
Administration & Finance
Personnel
Benefited
Positions (FTEs)
Department
Budget and Financial Planning
Non-Benefited
Positions (HC)*
Student
Employees
(HC)*
7.0
0.0
0.0
Bursar
16.0
0.0
2.0
Campus Services**
39.0
36.0
33.0
Contracts & Compliance
20.0
1.0
3.0
Controller
14.0
1.0
2.0
8.9
1.0
3.0
Facilities
76.1
5.0
3.0
Human Resources
21.3
2.0
7.0
Master Planning
4.0
0.0
0.0
Emergency Preparedness
2.0
0.0
0.0
Office of the Vice Chancellor
4.5
0.0
6.0
212.8
46.0
59.0
Customer Service
Total
*Snapshot from April 2012.
3
** Campus Services Departments: Campus Center, Parking and Transportation, Mailroom,
Quinn Graphics, Marine Operations, Recycling and Sustainability. Also, operated independently, Bookstore and
Dining Services; staff are not UMass Boston employees and are therefore not represented above.
Administration & Finance – Departmental
General Operating Budgets (FY12 & FY13)
Department
% Division
Budget
FY13 Base
Budget
% Division
Budget
Budget and Financial Planning
$0.9
4%
$0.9
4%
Bursar
$1.1
4%
$1.1
4%
Campus Services
$4.2
17%
$4.3
18%
Contracts & Compliance
$1.9
8%
$1.9
8%
Controller
$1.7
7%
$1.4
6%
Customer Service
$0.6
2%
$0.6
2%
Facilities
$9.5
38%
$9.5
38%
Human Resources
$2.5
10%
$2.5
10%
Master Planning
$0.6
2%
$0.6
2%
Emergency Preparedness
$0.3
1%
$0.3
1%
Vice Chancellor
$1.7
7%
$1.7
7%
$25.0
100%
$24.8
100%
Subtotal
4
FY12
Budget
•
•
•
Includes all unrestricted funds with the exception of ESS & RTF.
Excludes grants & contracts, state funded fringe benefits, tuition discounts, and other accruals.
Data in millions.
Administration & Finance - Central
General Operating Budgets (FY12 & FY13)
Department
$1.0
$1.0
Cleaning
$3.0
$3.0
$16.0
$16.0
Operating Reserve
$2.5
$0.0
Shuttle Bus
$2.5
$2.7
Summer Jobs
$0.1
$0.1
Pension & Insurance (fringe)
$2.6
$2.6
Utilities
$7.4
$7.4
$35.1
$32.8
Subtotal
5
FY13 Base
Budget
Bayside
Debt Service
•
•
•
FY12
Budget
Includes all unrestricted funds with the exception of ESS & RTF.
Excludes grants & contracts, state funded fringe benefits, tuition discounts, and other accruals.
Data in millions.
Administration & Finance
FY13
5% Savings Target ($2,880,000)
Summary
Area
Amount
Department
$1.3
Central
$1.6
Total
6
$2.9
Administration & Finance FY13
5% Savings Target ($1,240,000)
Summary - Departmental Reductions
FTEs
Cancel vacant positions
.5
$18,000
Eliminate filled positions
3.0
$158,000
Reduce part-time, student, seasonal employees and overtime
Sub-total: Personnel Reductions
$201,000
3.5
$377,000
Non-personnel expenses
$585,000
Projects funded by Facilities
$173,000
Maintenance service contracts
$105,000
Sub-total: Non-Personnel Reductions
$863,000
TOTAL : Departmental Reductions
* Rounded to nearest thousand
7
Amount*
.
3.5
$1,240,000
Administration & Finance FY13
5% Savings Target - Departmental Details
Department
Description (reductions unless
otherwise stated)
Reduction
Amount
VCAF
Operating/administrative expenses
Consulting expenses
Institutional Memberships
Support for conferences
Sponsorship of events
$85,000
Budget & Financial Planning
Operating /administrative expenses
$46,076
Equipment
Travel
Reduce staffing by equivalent of .10 FTE
Bursar
non-benefitted seasonal employees
$58,378
Downgrade vacant professional staff position
Student employees
Operating/administrative expenses
Master Planning
Emergency Preparedness
Campus Services
Consultants for advancement of Master Plan.
Travel and business expenses
Administrative expenses
Student interns
Chartering, exhibits and displays
Equipment
Institutional memberships
Operating/administrative expenses
Consultants
Pest control vigilance
Sailing program
8
Repairs to boats/docks
$34,669
$15,000
$208,235
Administration & Finance FY13
5% Savings Target – Departmental Details
Department
Contracts & Compliance
Description
(reductions unless otherwise stated)
Eliminate position
Reduction
Amount
$93,165
Operating/administrative expenses
Membership dues
Non-benefitted staff
Reduce lab services (EHS)
Reduce gas costs (EHS)
Controller
Eliminate position
$66,426
Customer Service
Part-time non-benefitted employees
$28,966
Travel
Campus event signage
Human Resources
Non-benefitted seasonal personnel
$127,201
Student interns
Eliminate position
Training
Travel
Business Expenses
Facilities
Building and land improvements
$476,884
Non-benefitted seasonal personnel
Facility equipment – defer equipment replacement
purchase
Investigators/Inspectors/Reviewers/Engineers/Project
Managers
Operational/administrative supplies
Equipment maintenance
Electrical services contract
9
Sub-Total – Departmental
$1,240,000
Administration & Finance FY13
5% Savings Target
Summary - Central
Available for savings/reduction with impacts:
Impact
Bayside
Lower temperature in building,
implications increase risk of
freeze
Cleaning
Reduce level of cleaning
$150,000
Shuttle Bus
Reduce shuttle service levels
$135,000
Summer Jobs
Reduce number of jobs
Sub-Total - Can be Considered
* Rounded to nearest thousand
10
Amount*
.
$50,000
$5,000
$340,000
Administration & Finance FY13
5% Savings Target
Summary - Central
NOT Available for savings/reduction:
Amount*
Debt Service
Would severely impact the campus’
ability to move forward with the
Strategic and Master Plans.
$800,000
Pension and Insurance (fringe)
Required to pay on salaries. In
order to implement significant staff
reductions would be necessary.
$130,000
Utilities
ISC electricity on-line in March
$365,000
Sub-Total - Not Available
$1,295,000
*Additional service cuts would be required in order to accomplish a 5% savings in the
areas above.
* Rounded to nearest thousand
11
.
Administration & Finance - FY13
New Strategic Funding Requests
Departmental
Goal 3: Improve the Learning, Teaching and Working Environment
Description
FTE
Request $
Campus Center Scheduling and Event Management support - part-time staff
$19,075
Customer Service operations support - part-time staff
$22,672
Environmental Health and Safety - receiving and general technicians
2
$148,988
Space planning and space utilization efforts - staff and consultants
1
$231,435
Comprehensive review of dining services – consultant services
Human Resources - administrative support
$54,500
1
$68,598
Human Resources - staff re-organization
$30,274
Expand employee training programs to campus employees
$68,071
Parking and Transportation - shift long time part-time staff to benefitted positions
6
$89,234
Contracts and Compliance - new position, Deputy Director (risk management)
1
$148,194
Purchase of new equipment (computers/copies) Procurement and Marine Operations
$5,995
Increased needs for services to support Academic/laboratory needs
Support establishment of Business Service Centers
$100,000
1
Master Plan - consultants and expenses related to moving the Master Plan forward
Requests in Support of Goal 3 of the Strategic Plan:
12
$163,500
$250,000
12
$1,400,536
Administration & Finance - FY13
New Strategic Funding Requests
Departmental
.
Goal 4:
Establish a Financial Resources Model Consistent with the
University’s Vision Statement
Description
Alight Financial Forecasting tool
Controller - New professional staff for budget projections to support financial statements
Support to CSU/PSU as per negotiated contracts
Contracts and Compliance - Administrative support for management of University Pro-card
Consultant for comprehensive capital inventory as required by the BOT
Requests in Support of Goal 4 of the Strategic Plan:
13
FTE
1
1
2
Request $
$54,500
$96,604
$137,612
$74,494
$81,750
$444,960
Administration & Finance - FY13
New Strategic Funding Requests
Departmental
.
Goal 5: Develop an Infrastructure Supportive of the Preceding Goals
Description
Alarm and camera for Bursar's office security system
Electronic directory signage for several existing buildings
Consultant for campus-wide environmental permitting
Staff to support the operations of the ISC (1/2 year positions in FY13).
Facilities - Construction Manager to support increased projects
Facilities - Addition of ISC electrical load from temporary construction service, March 13
Spaces moves and furniture needs to accommodate increased growth on campus
Deferred maintenance projects
Marine Ops regulatory requirements, TWIC, Maint. Tracking, Ballast Waste Water
Treatment
Emergency Preparedness – expansion of emergency preparedness efforts
Implementation of One Card/Access Control System
Requests in Support of Goal 5 of the Strategic Plan:
14
FTE Request $
4
1
2
7
$2,500
$27,250
$109,000
$157,708
$56,980
$114,450
$272,500
$545,000
$15,380
$109,000
$381,500
$1,791,268
Administration & Finance - FY13
New Strategic Funding Requests
Central
.
Description
Debt Service – Increase to support moving forward with the Master Plan
Increase to bus to support increased enrollment and Bayside service
Requests in Support of Goal 3 of the Strategic Plan:
Establish new Operating Reserve
Requests in Support of Goal 4 of the Strategic Plan:
15
Request $
$2,000,000
$321,005
$2,321,005
$2,500,000
$2,500,000
Administration & Finance - FY13
New Strategic Funding Requests
Summary
Area
Departments
FTE’s
21
Central
Total
16
Amount
$3,636,764
$4,821,005
21
$8,457,769
Administration & Finance - FY13
New Strategic Funding Requests
Departmental - Top Priorities
Staffing needs to Support Strategic Plan Goal 3
Improve the Learning, Teaching and Working
Environment (12 FTE’s)
$650,000
Space Planning/Space Utilization (1 FTE)
$500,000
CSU/PSU Support for Negotiated Contracts
$140,000
Environmental Health and Safety, Permitting
$210,000
and Regulatory Requirements
17
Administration & Finance - FY13
New Strategic Funding Requests
Central - Top Priorities
18
Debt Service
$2,000,000
ISC Infrastructure
$ 330,000
Operating Reserve
$2,500,000
Administration & Finance
General Operating Budgets (FY12 & FY13)
Final Summary
Area
19
FY13 Base
Budget
FY13 New
Strategic
Requests
FY13
Proposed 5%
Savings
Target
Departmental
$24.8
$3.6
$1.3
Central
$32.8
$4.8
$1.6
Total
$57.6
$8.4
$2.9
THANK YOU
APPENDIX
FY12 OPERATING BUDGET
REVIEW
Administration & Finance - FY12
General Operating Budget
(represents 8% of total campus budget)
Departments
Department
% Budget
FTEs
Budget and Financial Planning
$0.9
4%
7.0
Bursar
$1.1
4%
16.0
Campus Master Planning
$0.6
2%
4.0
Campus Services
$4.2
17%
39.0
Contracts & Compliance
$1.9
8%
20.0
Controller
$1.7
7%
14.0
Customer Service
$0.6
2%
8.9
Facilities
$9.5
38%
76.1
Human Resources
$2.5
10%
21.3
Emergency Preparedness
$0.3
1%
2.0
Vice Chancellor
$1.7
7%
4.5
$25.0
100%
212.8
A&F Departments Total
22
Budget
Administration & Finance
FY12
General Operating Budget
(represents 10% of total campus budget)
University-wide
Category
Bayside / Pump House
$1.0
Cleaning
$3.0
Debt Service
$16.0
Operating Reserve
$2.5
Shuttle Bus
$2.5
Summer Jobs
$0.1
University-wide, Pension & Insurance
$2.6
Utilities
$7.4
University-wide Total
23
Budget
$35.1
Administration and Finance - FY12
Permanent Budget Reductions
(Implemented)
FY11
Reduction
FTEs
FY12
Amount
Cancel Vacant Positions
2.5
$107,723
Eliminate Filled Positions
1.0
$38,470
Reduce Part-Time Positions
3.0
Amount
$138,855
$8,769
Non-personnel Expenses
Total
FTEs
$281,764
3.5
$436,726
$89,555
3.0
$228,410
Examples of non-personnel reductions: business and meeting
expenses, travel, administrative expenses, consultants, institutional
memberships)
24
Administration and Finance - FY12
New Strategic Funding Requests
(Funded)
Item
Department
Amount
Signage to ensure safety and access during
construction and for Bayside
Campus Master Planning
$50,000
Review of cash collections and development
negotiation of the campus’ new F&A Rate
Controller's Office
$280,000
Enhanced professional development
programs for staff (campus-wide)
Human Resources
$100,000
Bayside operational costs
Facilities
$400,000
Total
25
$830,000
Administration & Finance
FY12 Goals
Financial Performance



Plan for, develop strategy and achieve a 2% operating margin for FY12.
Allocate and identify a reserve of 1% of the total value of capital assets for deferred maintenance.
Achieve success for the quasi endowment budgetary target by setting a reserve of 10% of FY12 year-end cash balance.
Planning












26
Provide support to the Chancellor in the development of a common public policy agenda for the system.
Determine whether to enter into agreement with private developer for existing structures as resident halls or construct
new.
Support implementation of the new Strategic Plan.
Develop a staffing plan, establish business service centers and an organizational structure to support the Strategic Plan.
Continue to provide a leadership role in Phase I of the Master Plan with the planning and re-creation of the campus.
Develop financing options for the new buildings.
Continue collaborative working relationships with DCAM, UMBA to advance planning of Master Plan/Capital Projects.
Plan, implement, manage and provide oversight for the FY12-16 budgets.
Continue with the development and implementation of the 10 Year Capital Plan.
Implement an annual data driven planning process to review programs and allocate resources to university priorities.
Provide support to the Chancellor for the planning process for the future development of the UMB Bayside property.
Roll-out a new and improved SPACE planning process.
Administration & Finance
FY12 Goals
Reporting & Systems
▸
▸
▸
Develop and produce high level financial reports.
Provide faculty and staff easier access to financial information.
Report monthly progress on Administration and Finance goals.
Emergency Preparedness and Continuity Planning
▸
▸
▸
▸
▸
▸
Implement a revised Emergency Operations Plan.
Hold tabletop exercises and training for Safety Planning Committee.
Provide training, outreach, and materials to support the mission of a safe, prepared campus.
Improve Emergency Notification System for the campus, including installation of public announcement siren system.
Continue cross-campus collaborative work on coordinated safety efforts focused on K-12 summer programs.
Conduct further planning on the crisis management and the continuity of operations plans.
Communications and Customer Service
▸
▸
▸
▸
▸
▸
27
Foster consistent openness and inclusion in the master planning process with internal and external constituencies.
Develop a signage plan to respond to construction activities on campus to insure safety and access.
Continue efforts on building, maintaining and strengthening working relations across.
Improve efforts of creating a campus-wide welcoming environment.
Improve and update A&F websites to insure consistency and ease of access to important information.
Implement a comprehensive Master Plan and construction communication strategy.
Administration & Finance
FY12 Goals
Diversity and Inclusion
▸
▸
▸
▸
Improve reporting on matters of staff diversity and utilize trend analysis to inform Human Resource practices.
Utilize the findings from Next Street analysis to strengthen MWBE and small business participation.
Host vendor fairs to enhance procurement strategies to improve MWBE & small business participation.
Identify and target opportunities to improve affirmative action/equal employment opportunity efforts to support
diversity in hiring, promotion and procurement.
Enhance diversity and create an appreciation for it.
Focus on hiring in areas that have been historically underrepresented, including persons with disabilities.
▸
▸
Employee Engagement and Professional Staff Development
▸
▸
▸
▸
▸
▸
28
Assess classification and compensation equity impacting staff morale and organizational trust.
Redesign performance appraisal system to emphasize constructive feedback, professional growth, staff
advancement, collaboration and individual accountability.
Provide accessibility to learning opportunities at all levels of staff and faculty; revisit Supervisory training to place a
new emphasis upon mentoring.
Engage faculty and staff in non-traditional ways on matters of benefits administration and ensure all employees are
informed and can access suitable opportunities.
Review Human Resource staffing model to sharpen focus on employee engagement and professional development.
Initiate a 3 year effort to develop professional development plans for all employees.
Administration & Finance
FY12 Goals
Enhance/Improve Business Processes
▸
▸
▸
▸
▸
▸
▸
▸
Implement changes that are designed to improve operating efficiencies by processing transactions electronically,
reducing paper processing, and providing better management information both centrally and at the department level.
Develop stronger policies and procedures to insure full compliance and best practices while at the same time looking
at opportunities for better efficiencies. Examples include policies such as: cell phones and other electronic devices,
business expenses, purchase of goods, contracts for services, pro-card, and inventory of fixed assets.
Conduct a review to look at implementing a one card system to cover everything from security/key access,
procurement, food, parking and library access.
In conjunction with other University administrators, improve grant and contract compliance by reviewing policies and
procedures and providing increased training focused on effort reporting, cost transfers, recharge operations, and
grant and contract reporting requirements.
Conduct an assessment of cash collections programs for the major billing systems on campus, specifically reviewing
programs where gross accounts receivable exceed $1 million and exceed 10% of annual revenues.
Continue to streamline and reorganize conference and space rental operations campus-wide.
Prepare for the development and negotiations of the new Facilities & Administrative rate.
Review Ecommerce options for miscellaneous operating revenues.
Day to Day Operations
▸
▸
▸
29
Continue to provide high quality, efficient, and effective services to support the academic, research, and service
activities of the campus.
Continue work on developing preventative maintenance schedules by systems (roofs, air handling units,
motors, etc) and by building. Establish tasks and frequencies for identified items.
Conduct a comprehensive review of Dining Services in anticipation of contract bidding.