CSU Channel Islands Division of Business & Financial Affairs - - PowerPoint PPT Presentation

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CSU Channel Islands Division of Business & Financial Affairs - - PowerPoint PPT Presentation

May 31, 2023 271 likes •417 views

CSU Channel Islands Division of Business & Financial Affairs 2016-17 Budget Request Strategic Resource Planning Committee March 18, 2016 Budget Town Hall Meeting How does what I do make this a better place for CI students to learn and

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CSU Channel Islands Division of Business & Financial Affairs 2016-17 Budget Request

Strategic Resource Planning Committee March 18, 2016 Budget Town Hall Meeting

“How does what I do make this a better place for CI students to learn and develop?”

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Financial Services

(Jarnigan)

Human Resources

(Pavin)

Special Projects

(Doll)

Facilities Services

(Gormley/Cooper)

Public Safety

(Reid)

Admin. Services

(Blaine) Fiscal Services (includes A/P) Procurement and Contracting Student Fiscal Services Recruitment Benefits Compensation & Classification HR Information Systems

Employee Relations Equity & Diversity Training

Payroll CI Park Risk Management Business Continuity/ Special Projects Capital Projects Custodial Services and Utilities Building and Landscape Maintenance Planning, Designing and Construction Support Services – Mail, Logistics Police Services Environmental, Health & Safety Transportation & Parking

2015

Conference and Events Office Budget - Operating and Capital University Glen Corporation Financial Planning Treasury Cash Mgt. Open Records Legal

CSU Channel Islands President Rush

BUSINESS AND FINANCIAL AFFAIRS

Trinidad Campus Architect – Physical Master Planning Site Authority Audit Coordination

Org. Effectiveness

(Abbott-Mouchou) Organizational Effectiveness Professional Development Policies and Procedures

Division of Business & Financial Affairs

1

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  • 1. Facilitate Student Success
  • 2. Provide high quality education
  • 3. Realize our future

Business & Financial Affairs Strategy Map 2015-20

Mission We transform the delivery of services through continuous improvement Vision We are the recognized leader for the delivery of

  • utstanding services

Values: Teamwork  Diversity  Integrity  Respect  Excellence  Collaboration

Provide responsive service that reflects value Help to solve complex problems Ensure the safety of our community Value to Our Customers BFA Goals Improve Operational Excellence Attract and Retain a Diverse and Talented Staff Enhance Resources Enrich Communication

  • Improve customer

service

  • Prepare for growth
  • Share expertise

and services

  • Succession

planning

  • Create operations

manuals

  • Foster entrepreneurship
  • Offer robust development
  • pportunities
  • Community building
  • Document processes
  • Implement on-line, web-

based, self-service solutions

  • Streamline processes for

timeliness and efficiency

  • Improve reporting
  • Improve websites
  • Increase the variety of

communication tools – FAQ’s, on-line news letters, annual disclosures, collaboration tools 2

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Annual Report, Work Plans and Accountability

ANNUAL PLANS AND PROGRESS REPORTS

  • Strategy map guides BFA annual work
  • Posted: http://www.csuci.edu/vpbfa/vp-business-and-financial-affairs/

REALLOCATION/METRICS

  • Internal assessments completed in all BFA areas
  • Example: Public Safety reallocated administrative time to

support Conference & Events office

  • Total reallocation within division: $124,036

METRICS

  • Divisional service metrics
  • Department metrics for functional areas; benchmarks

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2016-17 Budget Development Overview

TOTAL UNIT REQUESTS

  • All department/units – $1.73 M (primarily staffing requests)
  • Requests were developed and prioritized by each

department/unit and ranked from 1 to 5, with 1 identifying the highest priority

  • At the divisional level, all unit requests were combined based on

ranking  Requests with a ranking of 1 or 2 were evaluated to identify fund sources to address need and/or identify

  • ne-time, temporary funds - $886,000

 Of $886,000 requested, $263,000 was funded through reallocation, one-time/temporary funds or division salary pool

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2016-17 Budget Development Overview

Fund Source Type Temporary/One-Time $124,036 Reallocation 105,500 Other Sources 33,225 Submit 1’s/2’s as Division Request 623,341 Unfunded 841,277 Total $1,727,379

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Priority 1 Requests

Request Dept./ Unit Strategy Map Goals Description FTE

72,960 Public Safety Improve Op. ExcellencePolice Officer 1.0 72,000 Fin Svcs Enhance Resources System Analyst – Hyperion/Cashnet 1.0 53,203 Facil Svcs Improve Op. ExcellenceBISC/SR supplies 72,000 HR Enhance Resources HR Manager 1.0 15,000 HR Improve Op. ExcellenceBackground Checks 54,192 Facil Svcs Prepare for Growth Admin Analyst-Spclst 1.0 38,400 Facil Svcs Prepare For Growth Drafting Tech 1.0 $377,755 5.0

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Priority 2 Requests

Request Dept./ Unit Strategy Map Goals Description FTE

58,000 Fin Svcs Attract/Retain Staff Budget Analyst 1.0 40,000 Public Safety Improve Op. Excellence/ Enhance Resources Public Safety Officer 1.0 99,132 Facil Svcs Improve Op. Excellence

  • Adm. II-Mgr. Insp. Svcs

1.0 48,454 Admin Svcs Improve Op. Excellence

  • Admin. Support Asst

1.0 $ 245,586 4.0

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Enhance Resources

  • Late reporting has the potential consequence of losing Financial Aid;
  • A manager could assist with the recognition of signs of stress, and

mitigate WC claims;

  • Gap in ability to administer and manage responsive services could

result in harm to a police officer or community member.

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Request Dept./ Unit Strategy Map Goals Description FTE

Priority 1 72,000 Fin Svcs Enhance Resources Sys Analyst- Hyperion/Cashnet 1.0 72,000 HR Enhance Resources HR Manager 1.0 Priority 2 40,000 Public Safety Improve Op. Excellence/ Enhance Resources Public Safety Officer 1.0 $184,000

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Improve Operational Excellence

  • 20% increase in criminal and conduct offenses
  • Risk of not meeting code compliance, which could result in stiff fines
  • Mandated background checks without subsidized funding provided
  • Timely inspections increase project productivity
  • Director performing admin support tasks, impacting service to campus

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Request Dept./ Unit Strategy Map Goals Description FTE

Priority 1 72,960 Public Safety Improve Op. ExcellencePolice Officer 1.0 53,203 Facil Svcs Improve Op. ExcellenceBISC/SR supplies 15,000 HR Improve Op. ExcellenceBackground Checks Priority 2 99,132 Facil Svcs Improve Op. Excellence

  • Adm. II-Mgr. Insp.

Svcs 1.0 48,454 Admin Svcs Improve Op. ExcellenceAdmin. Support Asst 1.0 $288,749

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Attract/Retain Staff – Prepare for Growth

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Request Dept./ Unit Strategy Map Goals Description FTE

Priority 1 54,192 Facil Svcs Prepare for Growth Admin Analyst- Specialist 1.0 38,400 Facil Svcs Prepare For Growth Drafting Tech 1.0 Priority 2 58,000 Fin Svcs Attract/Retain Staff Budget Analyst 1.0 $150,592

  • Risk of citations and fines for non-compliance
  • Contracting for outside services is more costly than

hiring a drafting tech as campus grows;

  • Timely reporting impacts everyone’s work.
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Divisional Metrics

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Division of Business & Financial Affairs

http://www.csuci.edu/vpbfa/vp-business-and-financial-affairs/

QUESTIONS

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http://www.csuci.edu/financial-services/index.htm http://www.csuci.edu/hr/ http://www.csuci.edu/fs/ http://www.csuci.edu/publicsafety/ http://www.csuci.edu/vpbfa/admin-services/