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UNCG Staff Senate April 12, 2007 President’s Advisory Committee on Efficiency and Effectiveness (PACE)

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Presentation on theme: "UNCG Staff Senate April 12, 2007 President’s Advisory Committee on Efficiency and Effectiveness (PACE)"— Presentation transcript:

1 UNCG Staff Senate April 12, 2007 President’s Advisory Committee on Efficiency and Effectiveness (PACE)

2 Context of the UNC System Each campus like a small city with diverse services 65 million square feet in UNC System (17x world’s largest office building) Over 40,000 employees, +200,000 students 3 rd largest city in North Carolina Over 53,000 beds (more than Chicago’s hotel beds) 18 million books (2 nd largest after the Library of Congress)

3 Understanding the Objective What is PACE? –President’s Advisory Committee on Efficiency and Effectiveness –Last summer a cost study was completed to allocate every dollar from all fund sources and assign every FTE to one of 55 functional categories using data

4 PACE Cost Allocation Funds: General non General Functions: Core (3) – Instruction, Research, Public Service Enabling (12) Enabling Activities (55) Expense Categories: EPA Core Faculty EPA Other Professional SPA Staff All Other Expenses

5 PACE Cost Allocation Enabling (12) –Academic Administration –Advancement –Auxiliary –Enrollment –External Activities –Facilities Management –Fiscal Activities –Human Resources –Information Technology –Accountability Activities –Sponsored Projects Support –Student Services

6 Understanding the Objective Why are we doing this?  Optimize enabling functions at the University level  Leverage system strengths  Modify or delete processes as needed

7 Facilities Management Metric: Expenditures per 10,000 gross square feet Source: PACE data; Facilities Inventory and Utilization Study Fall 2004 (HEFC); team analysis The condition and utilization of facilities varies across campuses Most campuses fall within a relatively tight range Different factors drive the outliers, e.g. power plant at ASU The condition and utilization of facilities varies across campuses Most campuses fall within a relatively tight range Different factors drive the outliers, e.g. power plant at ASU Total system expenditure = $488 million

8 Auxiliary Services Metric: Expenditures per 100 headcount of student/employee index Source: PACE data; Student Data File reported to IPEDS 2005; Personnel Data File Fall 2004; team analysis The variety of enabling sub- functions in this category make it very difficult to draw compelling conclusions We decided to take a deeper look at two of the larger sub- functions, Dining and Vending services and Bookstore, textbook rental, and other retail operations The variety of enabling sub- functions in this category make it very difficult to draw compelling conclusions We decided to take a deeper look at two of the larger sub- functions, Dining and Vending services and Bookstore, textbook rental, and other retail operations Total system expenditure = $428 million

9 Academic Administration and Support Metric: Expenditures per 100 headcount students Source: PACE data; Student Data File reported to IPEDS 2005; team analysis This function reflects resource decision- making on the campus level Demographics, number of disciplines and the size of the student body are all relevant variables This function reflects resource decision- making on the campus level Demographics, number of disciplines and the size of the student body are all relevant variables Total system expenditure = $375 million

10 Information Technology Metric: Expenditures per 100 headcount of student/employee index Source: PACE data; Student Data File reported to IPEDS 2005; Personnel Data File Fall 2004; team analysis Complexity drives costs. Therefore, diverse and particular research will demand a variety of systems and applications. One size does not fit all Complexity drives costs. Therefore, diverse and particular research will demand a variety of systems and applications. One size does not fit all Total system expenditure = $246 million

11 Sponsored Project Activities Metric: Expenditures in research/public service per FTE employees in Sponsored Project Activities Source: PACE data and team analysis Sponsored project activities are directly tied to the core functions of research and public service Some universities who are rapidly growing and developing these core functions will likely have more FTEs allocated in this area vis-à-vis older research universities Sponsored project activities are directly tied to the core functions of research and public service Some universities who are rapidly growing and developing these core functions will likely have more FTEs allocated in this area vis-à-vis older research universities Total system expenditure = $87 million

12 Advancement Metric: Cost to raise a dollar Source: PACE data; Voluntary Support of Education (VSE) 2005 survey; team analysis Universities with entrenched and mature development capabilities spend less to raise money Universities that are building up this enabling function will and are spending more money as they ramp up their giving efforts Universities with entrenched and mature development capabilities spend less to raise money Universities that are building up this enabling function will and are spending more money as they ramp up their giving efforts Total system expenditure = $57 million

13 Human Resources Metric: Ratio of issued W-2 forms to FTE employees in Human Resources Source: PACE data; W-2 data for fiscal reported by UNC campuses in July 2006; team analysis Metric is influenced by delegation of classification authority, e.g. campuses have varying position classification flexibility Payroll authority may also be a driver Metric is influenced by delegation of classification authority, e.g. campuses have varying position classification flexibility Payroll authority may also be a driver Total system expenditure = $54 million

14 Enrollment-Related Activities Metric: Number FTE employees in Enrollment-Related Activities per 100 headcount students Source: PACE data; Student Data File reported to IPEDS 2005; team analysis Most campuses fall within a relatively narrow band with few outliers The two biggest outliers are two of the smallest schools Most campuses fall within a relatively narrow band with few outliers The two biggest outliers are two of the smallest schools Total system expenditure = $328 million

15 Student Service Activities Metric: Number of FTE employees in Student Service Activities per 100 headcount students Source: PACE data; Student Data File reported to IPEDS 2005; team analysis The array of student service activities varies by campus Student input is a key driver in determining that variety The array of student service activities varies by campus Student input is a key driver in determining that variety Total system expenditure = $139 million

16 Accountability Activities Metric: Number of FTE employees in Accountability Activities per 100 employee headcount Source: PACE data; Personnel Data File Fall 2004; team analysis These activities reflect the outside requirements placed on the campuses by GA, the General Assembly and the BOG Some campuses can respond more efficiently to these attendant processes These activities reflect the outside requirements placed on the campuses by GA, the General Assembly and the BOG Some campuses can respond more efficiently to these attendant processes Total system expenditure = $59 million

17 UNCG Total Expenses Source: PACE data Total expenditures = $251,332,486

18 Areas Identified for Further Analysis at UNCG Payroll Processing Admissions Alumni

19 UNCG Cuts through Permanent - $12.3 million One Time - $18.8 million

20 UNCG Initiatives Cost avoidance – $1,642,000 –ESCO – energy savings plan –HEAT – Higher Education Area Transit, so that more parking does not have to be built –Reduced debt service payment by refinancing –Student credit card payments to eliminate merchant fees paid by UNCG –Switched to new P-card provider for higher rebates –Streamline travel to reduce time spent filing for reimbursement and increase use of P-card

21 UNCG Initiatives Savings - $1,140,500 –Telephone Services provide $250,000 for Graduate Assistantships –Eliminated positions in Business Affairs, Police, Human Resources offices –Mandated Direct Deposit –Eliminated petty cash and travel advances –Purchased telephones, rather than renting them year after year –Lumped purchases together in order to get maximum discount for computers –Combined newspaper ads for positions –Cell phone replace desk phones

22 How Will Savings be Used in ? Directed to “core” functions; $500,000 provided for Graduate Assistants Added to $1.3 from Academic Affairs vacant positions held in Provost Office Other initiatives generate savings in later years

23 UNCG Goal Chancellor set $4 million goal in savings and avoidance Identified $2.4 savings including $1.3 from Academic Affairs Identified $1.6 avoidance

24 UNC System-wide Working Groups Academic Administration Auxiliaries Construction/Leasing Facilities Management Human Resources Information Technology Other Barriers

25 What Can You Do? Look at how your department spends its budget Better way to do things? Web page of ideas? Change in mindset –2-sided copies –Share subscriptions and other ‘on-going’ costs –Determine if fax machines necessary –Determine if cell phones are being used –Energy awareness program Let me know


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