BUDGET TOWN HALL€¦ · 2015 - 16 $700,000 $172,000 $114,000 $114,000 2016 - 17 $1.7 million $886,000 $623,341 $0 ... • Current state profile created for all aspects of HR

BUDGET TOWN HALL

Malibu Hall 100December 6, 2016

DIVISION OF BUSINESS & FINANCIAL AFFAIRS

Agenda

• Organizational Effectiveness• Administrative Services• Special Projects• Internal Audit• Public Safety

• Title IX & Inclusion Office• Budget & Planning• Financial Services• Human Resources• Facilities Services

UNITS & CORE FUNCTIONS

• Strategy Map• Org Chart• Budget Summary

• BFA Divisional FocusORGANIZATIONAL OVERVIEW

• Return on Physical Assets (ROPA)PROJECT HIGHLIGHT

Strategy MapDivision of Business &

Financial Affairs

Divisional Budget Summary FY17

Management11%

Non-Represented23%

Represented Staff58%

Overtime2%

Stipends Bonuses Allowances

2%

Student Assistants

2%

Special Consultants

0%

Shift Differential

1%

Salary Pool1%

BUSINESS & FINANCIAL AFFAIRS DISTRIBUTION OF SALARY CATEGORIES FY17

Salaries & Wages57%Benefits

30%

O&M13%

DISTRIBUTION BY EXPENSE CATEGORIES

Admin Services7%

Financial Services

8%

Budget & Planning

5%

Facilities Services

47%

Human Resources

10%

Police15%

Vice President8%

DISTRIBUTION BY UNIT

BFA DIVISIONAL BUDGET SUMMARY FY 17BFA Divisional Budget Summary FY 17

General Fund

Unit Requests - TotalPermanent Funding Unit

RequestsPermanent Funding

Requests to UniversityPermanent Funding

Allocated2014 - 15 $1.7 million $570,000 $520,000 $500,000

2015 - 16 $700,000 $172,000 $114,000 $114,000

2016 - 17 $1.7 million $886,000 $623,341 $0

Non- General Fund budgets

Auxiliary Enterprise - Parking $2,490,727

Auxiliary Organizations - University Auxiliary Services $8,860,522 - CSUCI Site Authority $27,575,366

Graphs Slide5

Distribution of Salary Categories FY17

Management1,216,366

Non-Represented2,615,361

Represented Staff6,541,020

Overtime243,461

Stipends Bonuses Allowances186,060

Student Assistants206,535

Special Consultants6,267

Shift Differential64,000

Salary Pool175,860

Distribution of Expense Categories

Salaries & Wages11,254,930

Benefits5,969,332

O&M2,514,606

Distribution by Unit

Admin Services930,734

Financial Services978,379

Budget & Planning603,366

Facilities Services5,979,129

Human Resources 1,336,634

Police1,896,429

Vice President1,022,638

distribution by expense categories

[CATEGORY NAME][PERCENTAGE]


Distribution of Expense CategoriesSalaries & WagesBenefitsO&M1125493059693322514606

Distribution by unit

Distribution by UnitAdmin ServicesFinancial ServicesBudget & PlanningFacilities ServicesHuman Resources PoliceVice President930733.96978379.246033665979128.71999999971336634.12999999991896428.721022638

Business & Financial Affairs Distribution of Salary Categories FY17









ManagementNon-RepresentedRepresented StaffOvertimeStipends Bonuses AllowancesStudent AssistantsSpecial ConsultantsShift DifferentialSalary Pool121636626153616541020.4000000004243461186060206535626764000175860

Historical Slide 6

General Fund

Unit Requests - TotalPermanent Funding Unit RequestsPermanent Funding Requests to UniversityPermanent Funding Allocated

2014 - 15$1.7 million$570,000$520,000$500,000

2015 - 16$700,000$172,000$114,000$114,000

2016 - 17$1.7 million$886,000$623,341$0

Non- General Fund budgets

Auxiliary Enterprise

- Parking$2,490,727

Auxiliary Organizations

- University Auxiliary Services$8,860,522

- CSUCI Site Authority$27,575,366

Sheet3

BFA DIVISIONAL FOCUSBFA Divisional Focus

• 400 staff trained in lean six sigma

• Over $1M in efficiencies to date– Projects and training

• Close to 50 green belt staff• Metrics established for units

LEAN SIX SIGMA AND ORGANIZATIONAL EFFECTIVENESS (OE)

ORGANIZATIONAL EFFECTIVENESS

Strategy MapOrganizational Effectiveness

What OE Does• University enrollment set to at least double by 2025• State funding limited during growth• OE office helps Division & University find and implement

organizational efficiencies• Key Services:

– LEAN Six Sigma Project facilitation Training Change management

– Consulting leadership teams on organizational development Strategic Planning Employee engagement

Signature Delegation Project

• Team streamlined process used to revise signature delegation templates

Current State Future State

Update frequency Annually As needed

Office responsible for maintaining signature delegations

President’s Office VP’s Offices

Number of steps to update 24 13

Annual cost of updating $27,456 $14,826

Hours spent on updating 960 518

ADMINISTRATIVE SERVICES

Strategy MapAdministrative Services

SPECIAL PROJECTS

Strategy MapSpecial Projects

INTERNAL AUDIT

Strategy MapInternal Audit

Internal Audit at CSU Channel Islands

40%

60%

Anticipated Internal Audit Activity

Traditional Audit Advisory Services

• Independent review re: new policies

• Streamlining existing processes

• Benchmarking

• External audit liaison

• Just ask!

• Annual campuswiderisk assessment

• Compliance

Need Advice?

• The Internal Audit office can be a valuable resource for assessing risk and ensuring proper controls are in place for your new or existing project here on campus.

Get out in front of the risk and contact Internal Audit for guidance on your next project.

http://www.csuci.edu/vpbfa/internal-audit/index.htm

PUBLIC SAFETY

Strategy MapPublic Safety

Public Safety

• A consortium of four work groups, employing 32 full-time, 4 part-time, and 25 student employees.– Police Department Responsible for the around-the clock- maintenance of public order and the

prevention and detection of crimes on property owned or controlled by the university. Police officers and 9-1-1 dispatchers are on-duty around the clock, 365

days a year. CI PD is a best practice campus law enforcement agency that focuses its

efforts on high risk drinking, illegal drug use and abuse, violence against women, criminal intrusions, and fire and life safety.

Public Safety

– Emergency Management EM is responsible for creating the framework within which the university

reduces vulnerability to hazards and responds to disasters. EM is staffed by a full-time Emergency Manager, who reports to the Chief

of Police. The EM interacts and coordinates activities with all appropriate county,

state, and federal government agencies. The university’s partnership with the Ventura County Office of

Emergency Services is valued at .50 FTE annually. Equipment and personnel resources from OES are shared across the operational area.

Public Safety

– Environmental Health & Safety (EH&S) EH&S is responsible for creating a systematic approach to complying with

environmental regulations and organizing efforts and procedures for identifying hazards and reducing accidents and exposure to harmful situations and substances.

EH&S is staffed with a Director – reporting to the Chief of Police - a Health and Safety Manager, and a Hazardous Materials Manager.

The focus of the work group is to develop and administer the campus’ Injury and Illness Prevention Program, established in support of California Code of Regulations and Cal-OSHA requirements.

Significant programs include: Hazardous Materials Procurement and Management ; Chemical Hygiene Plan; Ergonomics.

Public Safety

– Transportation & Parking Services Transportation & Parking Services is a self-support work group

responsible for managing all policies, programs and regulations governing alternative transportation, parking, bicycles, and pedestrians on campus. The work group is led by a Director who reports to the Chief of Police.

The Director’s primary focus is to ensure adequate parking is maintained on campus. This work groups programs are not supported through the campus general

fund, but rather, through fees paid by users. Transportation & Parking Services administers the contract with the

Ventura County Transportation Commission for inter-city bus service to and from the campus.

TITLE IX & INCLUSION OFFICE

Strategy MapTitle IX & Inclusion Office

BUDGET & PLANNINGANDFINANCIAL SERVICES

Strategy MapFinancial Services

HUMAN RESOURCES

Strategy MapHuman Resources

Human Resources FunctionsEmployee Recruiting

OrientationsOnboarding

Requisition Processing

Newly Eligible Benefits Enrollment/Life Events

Benefits OrientationLeaves of Absence

Workers’ Compensation

Time and Labor/Absence EntryEmployee Setup for Payroll

ProcessingGarnishments

Reclassifications/IRPsCompensation

Employee Evaluations Campus-wide Program

Performance ReviewsLabor Relations/Advisory Role

GrievancesAddressing Inquiries

Department ManagementStrategy

HR Team Professional Development

PeopleSoft DataData Queries/Audits

Reporting

Recruitment/Onboarding Benefits Payroll

Classification/Compensation Performance Management Professional Development

HRIS Data ManagementHR ManagementEmployee/Labor Relations

Professional Development

• Strategic asset to the institution that increases the capacity of staff and departments through increased learning.

• Focus on campus-wide program began July 1, 2015.• Participation across campus increased by 90% in one year. 2016

YTD participation is already at 87% of last year.Division Totals 2014-15 Totals 2015-16 2016 Fiscal YTDAcademic Affairs 52 220Bus/Financial Affairs 169 144Office of the President 6 17Student Affairs 19 93Tech & Communication 12 20University Advancement 10 14Totals: 268 508 449

Human Resources Assessment

• Current state profile created for all aspects of HR• Identified both short-term and long-term improvements

– Allowing HR to be more strategic– Improve efficiencies

• Created a draft Service Delivery Model

FACILITIES SERVICES

Strategy MapFacilities Services

Facilities Benchmarking & Analysis

RETURN ON PHYSICAL ASSETS (ROPA)

Insert institutionlogo here (slidemaster)

This Approach Develops Solutions that OptimizeResources, Increase Investments & Lower Costs

Channel Islands ROPA+ Core Issues

Space: Highly concentrated space in opposing

age categories Enrollment growth surpasses peers and

is projected to continue to increase Plan to add 1.4M GSF of new space by

2025

Capital: Large proportion of capital dedicated to

new space Annual investment fell below stewardship

targets and peer average Latest report shows backlog at a

manageable level

Operations: Energy consumption trends show

conservation efforts Student growth primarily impacting

staffingmetrics Validation metrics show CSUCI above

peers

Insert institutionlogo here (slidemaster)Overview of CSUCI’s FY15 Analysis

What is being included in the analysis?

95%

State Supported:GSF: 823,155# of Bldgs.: 333%

2%

ResidentialAcademic/Admin Student Life Support

93%

7%

Auxiliary:GSF: 318,446# of Bldgs.: 11

Insert institutionlogo here (slidemaster)Young Campus, Increasing Enrollment

Enrollment outpacing space growth; less program space per student

10%

36%

3% 3% 3%9%

0%

10%

26%

20%

30%

40%

53%50%

60%

FY11 FY15

%G

row

thSi

nce

2011

CSUCI Student FTE and GSF Growth

FY12 FY13 FY14FTE % Increase Since 2011

State GSF % Increase Since 2011

CSUCI Program Space per Student

Insert institutionlogo here (slidemaster)FY15 Density Factor vs. Peers

CSUCI’s DF 28% higher than peer averageMore Users

Impacts of high density: Daily wear and tear Custodial material spending Cleanliness scores Capital or operational

expenditure on interior shell (furniture, carpet, painting)

Less Users

Density Factor measure the level of business on

campus.Users (Student, Faculty, & Staff)

100K GSFDF =


$12.3

$4.7 $3.5

$6.6

$2.3

$0.0

$2.0

$4.0

$6.0

$8.0

$10.0

$12.0

$14.0

3% Replacement Value Life Cycle Need Annual Investment Target

$in

Mill

ions

FY15 Annual Investment Target

Envelope/Mechanical Space/Program

Defining an Annual Investment Target

Functional obsolescencedrives investment prior tolife cycles & discounts theannual investment target

Annual Funding Target: $5.8M

Replacement Value: $409M


$16.0

$14.0

$12.0

$10.0

$8.0

$6.0

$4.0

$2.0

$0.0A B D E F G H I J

$/ G

SF

Utilities Budget Utilities Actuals

CSUCI C

Daily Service BudgetDaily Service ActualsBudget Average

PM Budget PM ActualsActual Average

Facilities Operating Budget vs ActualsPeers regionally adjusted to Channel Islands’ cost of living

Facilities Operating Budget vs. Actuals

Ordered by Tech Rating

Insert institutionlogo here (slidemaster)Service Process – Life of the Work Order

2.4

4.2

3.1

4.1

4.6

4.0

5.0

5.0

5.0

5.0

1 2 3 4 5

Performance Measurement

Work Request Capabilities

Scheduling Process

Centralization of Request

Organizational Structure

Channel Islands using work order system more effectively than peers

Service Process Categories

CSUCI Peers

Service Process Index is the Roll-Up score of the Service ProcessCategories Ordered by Density Factor


$0.0

$1.0

$2.0

$3.0

$4.0

$5.0

0

20,000

40,000

60,000

80,000

100,000

$8.0140,000

$7.0

120,000$6.0

2011 2012 2013 2014 2015 2011 2012 2013 2014 2015

$/M

MB

TU

BTU

/GSF

Fossil Fossil Unit Cost

Peer Comparison: Fossil Consumption & CostsCSUCI decreased consumption at twice the rate of peers

Fossil ConsumptionChannel Islands Peers


$0.00

$0.02

$0.04

$0.06

$0.08

$0.10

$0.12

$0.14

0.0

2.0

4.0

6.0

8.0

10.0

12.0

14.0

2011 2012 2013 2014 2015 2011 2012 2013 2014 2015

$/kW

h

kWh/

GSF

Electric Electric Unit Cost

Peer Comparison: Electric Consumption & CostsCSUCI consuming less, unit costs trending towards peer average

Electric ConsumptionChannel Islands Peers

Insert institutionlogo here (slidemaster)Composite Inspection Scores

4.2

4.0

4.0

4.0

4.1

3.8

4.1

4.6

1.0 5.0

Exterior

Cleanliness of Interiors

General Repair/Impression

Mechanical Rooms

Grounds Condition

4.1

2.0 3.0 4.0Inspection Score (1-5)

Campus Inspection Index: 82% out of 100%

Campus Inspection Scores

4.0

CSUCI Peers

Campus Inspection Index is the Roll-Up score of all of the InspectionScores Ordered by Density Factor

Slide Number 1AgendaStrategy MapSlide Number 4Divisional Budget Summary FY17BFA Divisional Budget Summary FY 17BFA Divisional FocusSlide Number 8Strategy MapWhat OE DoesSignature Delegation ProjectSlide Number 12Strategy MapSlide Number 14Strategy MapSlide Number 16Strategy MapInternal Audit at CSU Channel IslandsNeed Advice?Slide Number 20Strategy MapPublic SafetyPublic SafetyPublic SafetyPublic SafetySlide Number 26Strategy MapSlide Number 28Strategy MapSlide Number 30Strategy MapHuman Resources FunctionsProfessional DevelopmentHuman Resources AssessmentSlide Number 35Strategy MapFacilities Benchmarking & AnalysisChannel Islands ROPA+ Core IssuesOverview of CSUCI’s FY15 AnalysisYoung Campus, Increasing EnrollmentFY15 Density Factor vs. PeersDefining an Annual Investment TargetFacilities Operating Budget vs ActualsService Process – Life of the Work OrderPeer Comparison: Fossil Consumption & CostsPeer Comparison: Electric Consumption & CostsComposite Inspection ScoresSlide Number 48

Documents

BUDGET TOWN HALL€¦ · 2015 - 16 $700,000 $172,000 $114,000 $114,000 2016 - 17 $1.7 million $886,000 $623,341 $0 ... • Current state profile created for all aspects of HR