Administration and Finance Division Request Evaluation Team Scott - - PowerPoint PPT Presentation

SBPC Review and Summary Administration and Finance Division Request

Evaluation Team

• Scott Martin
• Graduate Student Association President
• Ron Jordan
• Dean, College of Pharmacy
• Bob Beagle
• Vice President, Advancement

(Excused from participation. Supportive of Requests.)

Division Process and Prioritization Method

• Inclusive staff up to management requests
• Leadership review & priority assignment
• Priorities based “Academic Plan” Fit:
• Priority 1:

Ensure that Faculty, Staff, Students have a SAFE and LOW RISK Environment for their work, study and research.

• Priority 2:

Provide enhancements to the environment beyond safety that

• ptimize delivery of education and the conduct of research.
• Priority 3:

Optimize process and procedures for efficiency which delivers savings to reinvest in other priorities.

• Priority 4:

Facility and campus improvements for better student/parent impressions as admission and retention is the financial gateway to URI success.

Process and Prioritization Continued

• Division spent 8K in staff time for preparation!
• SBPC Review Team met with VP
• Team and VP slim down request items

REVIEW TEAM ADJSTMENTS 6/10 COMMENTS

• Request = $1,709,525.
• (Permanent Funding $717,350., ONE TIME $992,175.)
• CHANGES
• ADDED new detailed data on police force comparisons
• Signage ONE TIME $220,000 ALL AT ONCE vs. over 4 Years
• Noted ONE TIME money requests.
• NOTED NEW CHANGES AND ONE TIME MONEY REQUEST IN

BRIGHT YELLOW.

First Priority (Safe & Risk Free Environment)

Public Safety and Risk Management

1.1 One Internal Auditor with legal expertise $ 110,000 1.2 Bio-Safety Officer 20% (80% remaining to be paid by Research Office) delete - match funding eliminated 1.3 Fire Escape load testing inspections: Cited by Fire Marshall - International House & Anticipated - East Hall & Washburn (Both currently unfunded) $ 15,000 1.4 Various compliance deficiencies as identified by State Fire Marshall (Currently unfunded) $ 25,000 1.5 Kingston Fire District PO est. increase (3 year contract expires FY13) delete - funding identified by BFPO Removed by BFPO - will automatically be included in request delete - funding identified by BFPO 1.6 Security Cameras upgrade and maintenance delete - other funding

• ption identified

1.7 Two Campus Police Officers $ 132,800 1.8 Four Clerk Dispatcher Upgrades $ 19,400 1.9 Clerk Dispatcher Position $ 64,100 1.10 Emergency Phone (Blue Lights) annual line fees (Expense transferred from ITS) $ 31,600 1.11 Life Safety Phone System - Replacement of Blue Light equipment not included in annual line fee (Expense transferred from ITS) $ 90,000 $ 487,900

SUMMARY

• 4 positions (1.1, 2@ 1.7, 1.9)
• 90K permanent capital (1.11)
• 31K recurring lic. trans. (1.10)

TOP PRIORITIES 1.1 Auditor – will make 3.5 .5 RIBGHE, 1 new FY12, 1 Orig. Protective, Oversee Fraud Line Train staff to recognize fraud #3 Status/Position URI in Market #5 URI 2.5, UVM 5, UDel 5, UNH 6 1.7 2 Police Officers 26 current sworn officer

• positions. 1 vacant

2008 Natl Data 2.1/1000 students. URI would need 33.6 for that ratio

1.7 Police Officer/1000 student Ratio

• Peer Land Grants

still coming

# Students # Police Ratio URI 16,000 26 1.6 Brown 8,000 46 5.75 Bridge H20 10,000 21 2.1 Salem St 12,000 30 2.5 Cent Ct 16,000 26 1.6 U New Haven 6,000 20 3.3 Umass Dt 10,000 23 2.3 UCONN 20,000 75 3.75

POLICE COMPARISONS NEW (ALL STAFF)

Institution Police Chief D.Chief Lt. Sgt. Det. Total Sworn Officers Security Disp.(FT) Disp.(PT) Total Staff Central CT 21 1 2 24 6 30 Eastern CT 9 1 1 1 3 1 16 3 2 21 Southern CT 23 1 1 1 4 30 5 35 Western CT 10 1 1 4 16 6 22 UMaine 9 1 2 3 2 17 5 5 1 28 Umass Amherst 45 1 1 5 9 2 63 11 74 UNH 12 1 1 1 3 3 21 10 6 2 39 UVM 13 1 1 1 6 2 24 4 6 34 UConn 78 1 6 11 2 98 10 1 109 U.R.I. 19 1 1 4 1 26 6 5 37

Second Priority Enhance and Optimize Environment beyond safety for Education/Research

Environment Enhancements Education & Research 2.1 1/2 Position to provide visa assistance for International staff & faculty shared with International Student Office delete - match funding eliminated 2.2 Campus Signage - phase in over four years $ 220,000 total cost all at once 2.3 Janitorial and Maintenance Staff for new buildings: LGBTQ, Wellness Center & Student Athletic Development Center $ 36,450 $ 91,450

SUMMARY

• 2.3 PT or OT for existing staff

to reduce OT and Student Pay

• $220K One Time Capital

(BRANDED SIGNAGE) TOP PRIORITIES 2.1 AA support not requested Homeland Security Mandates HR Currently not backlogged in International office but ? future 2.2 220K total (New approved approach to signage) (BRANDING) (Will use projects, but many signs are way finding not really projects like resident halls) 2.3 PT and OT extension

Third Priority Operational Efficiency Improve process and

• procedures. Invest ROI in higher priorities.

Operational Efficiencies 3.1 Two positions - Mech. Engineer and Construction Project Manager $ 193,000 3.2 Two Budget Specialists II, Financial Analysts delete -comparative data 3.3 PeopleSoft Billing & Receivable Module Implementation (Request represents Fund 100 portion w/$600,000 from SPA) delete - match funding eliminated 3.4 URI Electronic Performance Appraisal & Job Description Module $ 50,000 3.5 Upgrade computers for OCP staff, Staff education, Computer Center data storage and RIGIS base mapping project equipment $ 27,400 3.6 Pallet Truck, Pick-up Truck, Forklift & Hydraulic Door Leveler $ 58,775 $ 329,175

SUMMARY

• 2 Positions Capital Projects
• 137K Capital

TOP PRIORITIES 3.1 Engineer due to complex buildings coming of age. Internal project manager for small projects not capable of supporting PM in budget. 3.2 2 analysts for Budget Office 5 Positions lost (transferred mainly to new areas) More Requests SPBC & RIBGHE Spreadsheet Use ? Comparison Count: URI 10, UMASS Amherst 6, UNH 5, UVM 6, UCONN 8, RIC 2, CCRI 3 3.3 New Use of existing owned PS modules (not implemented) Inter Divisional – No R&ED Request Antiquated inefficient system in place now. 3.4 New Module/System reduce paper and waste Connect to and update JD’s

Third Priority - CONTINUED Operational Efficiency Improve process and

• procedures. Invest ROI in higher priorities.

Operational Efficiencies 3.1 Two positions - Mech. Engineer and Construction Project Manager $ 193,000 3.2 Two Budget Specialists II, Financial Analysts delete -comparative data 3.3 PeopleSoft Billing & Receivable Module Implementation (Request represents Fund 100 portion w/$600,000 from SPA) delete - match funding eliminated 3.4 URI Electronic Performance Appraisal & Job Description Module $ 50,000 ONE TIME MONEY 3.5 Upgrade computers for OCP staff, Staff education, Computer Center data storage and RIGIS base mapping project equipment $ 27,400 ONE TIME MONEY 3.6 Pallet Truck, Pick-up Truck, Forklift & Hydraulic Door Leveler $ 58,775 ONE TIME MONEY $ 329,175

3.5 One Time Capital request to upgrade Computers, Electronic Document storage, GIS mapping. Training for staff on new technologies. 3.6 One Time Capital request to replace old essential equipment necessary to service entire

• campus. Property & Support.

Fourth Priority Improve Facilities and Campus for Admission & Retention.

Facility Improvements

4.1 Emergency generator for the Sycamore Lodge delete - other funding

• ption identified

4.2 Building and attic insulation, attic exhaust fans and related improvements at Whispering Pines delete - other funding

• ption identified

4.3 Three Trucks w/ Plow, Two Vans to replace Compressed Natural Gas (CNG) vehicles, and three mowers $ 507,000 ONE TIME MONEY 4.4 Two Police Vehicles & upgrade to technology/bar-coding $ 99,000 ONE TIME MONEY 4.5 Interconnect the water lines at Whispering Pines and improve the well servicing Sycamore Lodge $ 30,000 ONE TIME MONEY 4.6 Two Permanent Part-Time Fiscal Clerk Positions (under 19 hours) delete -comparative data $ 636,000

SUMMARY

• 2 Positions Fiscal Clerks for

Capital Projects

• 606K Capital (long depreciation)
• ALL ONE TIME MONEY

TOP PRIORITIES 4.1 Essential but other funds OK 4.2 Same as 4.1 4.3 Major new trucks for snow and replace essential old vans and mowers. CMMS upgrade. Cutbacks have prevented usual fleet management practices. 4.4 Aging fleet of Police, use new technology to speed response and efficiency 4.5 ensure water 4.6 reduce OT and student help

First Priority Observations - Critique

1.1 Requested 2 yrs ago Approved by SBPC last year, but not funded #4 Funded fraud hotline by reallocation Time since previous new add? Litigation experience, not JD 1.7 25 current - comparative data next slide ? Kingston alone? Or GSO/Providence? 1.8

• Tech. requires upgrades – hire better
• prepared. Tech improve response time.

% increase 5K/30K salary 1.10 & 1.11 AA Division Transfer. ? Funds in AA Strategy regular maintenance /replacement 1.9 No comparative data. VP to reconsider. Public Safety and Risk Management

1.1 One Internal Auditor with legal expertise 1.2 Bio-Safety Officer 20% (80% remaining to be paid by Research Office) (NO R&ED Request) 1.3 Fire Escape load testing inspections: Cited by Fire Marshall - International House & Anticipated - East Hall & Washburn (Both currently unfunded) (RICAP?) 1.4 Various compliance deficiencies as identified by State Fire Marshall (Currently unfunded) (RICAP?) 1.5 Kingston Fire District PO est. increase (3 year contract expires FY13) Removed by BFPO - will automatically be included in request (In General Fund Now) 1.6 Security Cameras upgrade and maintenance (SA partnership Showtime $’s +Projects) 1.7 Two Campus Police Officers 1.8 Four Clerk Dispatcher Upgrades 1.9 Clerk Dispatcher Position ( VP to revaluate request) 1.10 Emergency Phone (Blue Lights) annual line fees (Expense transferred from ITS) 1.11 Life Safety Phone System - Replacement of Blue Light equipment not included in annual line fee (Expense transferred from ITS)

Second Priority Observations - Critique

2.1 Inter Divisional dependence No AA Request (2 years ago yes) Asked now, why not ? But no UC ask 2.2 Branding investment is huge Success of brand depends on us. Signs don’t continue to cost like people. Wait 4 years? Or Invest Now? Risk of slow roll out/other priorities. 2.3 SADC has staff that can be extended Ruggles has staff in Newman. Extend. Wellness has staff 1st floor. Extend. ? Small request? Reallocation?

Enviroment Enhancements Education & Research 2.1 1/2 Position to provide visa assistance for International staff & faculty shared with International Student Office (Deleted…No Matching Request) 2.2 Campus Signage –NOW ONE TIME REQUEST $220K 2.3 Janitorial and Maintenance Staff for new buildings: LGBTQ, Wellness Center & Student Athletic Development Center

Third Priority Observations - Critique

3.1 Mech Engineer new and complex buildings…CBLS now 3 yrs old. Equip needs maintenance & repair/replacement. Higher Expertise. 3 in house PMs now, add Manager who can also assist in larger projects. Current outside PM’s in projects …Millions Spent. Compare approaches. State PM’s if State controls PCOs 3.2 ? If best practices of data supply, IT in place. Work smarter. Don’t make work by answering every request with custom. Move to DB vs. spreadsheet. User friendly reporting systems? Improve PS? 3.3 Interdivisional overlap. No matching request. Owned modules for PS and other, not implemented. Outsource implementations? Improve efficiencies (e..g. Approval Layers) 3.4 Better HR management? OxyM@URI 3.5 Should be routine budget plan/process for replacement reallocation of existing? Too small. 3.6 Like 3.5 should be budget plan/management of fleet equipment replacement. ? Outsource fleet mgmnt?

Operational Efficiencies

3.1 Two positions - Mech. Engineer and Construction Project Manager 3.2 Two Budget Specialists II, Financial Analysts (DELETED) 3.3 PeopleSoft Billing & Receivable Module Implementation (Request represents Fund 100 portion w/$600,000 from SPA) (DELETED) 3.4 URI Electronic Performance Appraisal & Job Description Module 3.5 Upgrade computers for OCP staff, Staff education, Computer Center data storage and RIGIS base mapping project equipment 3.6 Pallet Truck, Pick-up Truck, Forklift & Hydraulic Door Leveler

Fourth Priority Observations - Critique

4.1 Sycamore generator replacement

• ther fund sources found

4.2 Whispering Pines Other sources. (Alton Jones Asset needs investment?) 4.3 Major fleet upgrades needed. Longer term View/Data needed for major cap. req. Campus Management Mgmnt System needs upgrade. Fleet management/age not supplied Size and comparison data not available. ? Partially fund and get data showing plans long term. 4.4 Fleet management/age not supplied Size and comparison data not available. ? Partially fund and get data showing plans long term. 4.5 Should be other sources for reallocation? 4.6 Technologies added efficiency? Speed of response regulated. Can reduce OT by this. Still connected to obsolete paper record keeping and SORI interface.

Facility Improvements

4.1 Emergency generator for the Sycamore Lodge (Delete) 4.2 Building and attic insulation, attic exhaust fans and related improvements at Whispering Pines (Delete) 4.3 Three Trucks w/ Plow, Two Vans to replace Compressed Natural Gas (CNG) vehicles, and three mowers 4.4 Two Police Vehicles & upgrade to technology/bar- coding 4.5 Interconnect the water lines at Whispering Pines and improve the well servicing Sycamore Lodge (Delete) 4.6 Two Permanent Part-Time Fiscal Clerk Positions (under 19 hours) (Delete)