Southwest Texas State University Finance and Support Services Goals, Outcomes & Strategies

Transcription

1 Southwest Texas State University Finance and Support Services Goals, Outcomes & Strategies 10/28/2002 1

2 FINANCE & SUPPORT SERVICES VISION Outstanding Support and Service: Working Together for SWT MISSION Finance and Support Services is dedicated to providing outstanding customer service while maintaining the fiscal integrity of the university. PHILOSOPHY STATEMENT We believe in the value of higher education and that Finance and Support Services is a partner in the educational process. We believe the division plays a key role in identifying and developing solutions for effectively meeting challenges and opportunities facing SWT. We are dedicated to the highest ideals of customer service with honesty and integrity in order that we may have the respect and confidence of our customers. We continually improve our core processes to enhance the quality of the products and services we provide. We are responsible for providing services that constitute the best value to the institution. Our actions promote equal treatment, respect for the opinion of others, and maintenance of the public trust. We strive for fair, competitive procurement processes, timely response to requests for information and equal and confidential treatment of all disclosed information within the constraints of state law and university policies. Our commitment to customer services extends t our staff in the FSS Division. People are the source of our strength. We prosper through our individual and collective growth and development. Employees are acknowledged as individuals, and we value and respect each other s diversity and recognize their contributions. We promote equal opportunity for employment, development and advancement for those qualified. Compensation will be fair and adequate, and working conditions clean, orderly, and safe. Staff should feel free to make suggestions and raise questions. They should have a sense of security in their jobs. We are mindful of ways to help our employees fulfill their family responsibilities. As individuals in the FSS Division, we are responsible for the success and the excellent reputation of the division. We strive as individuals to have a thorough working knowledge and competence in our areas of responsibility to achieve the highest quality performance possible. Our future depends on the satisfaction of those we serve. We seek the advice and support of our immediate supervisors. We promote working together as a team to accomplish our goals. 10/28/2002 2

3 FINANCE & SUPPORT SERVICES ORGANIZATIONAL CHART Vice President for Finance & Support Services Executive Assistant Assistant VPFSS/Planning Systems Support Analyst Coord., Facilities Inventory Senior Admin. Asst. Special Asst. to the VPFSS Assoc. VP Financial Svcs./Treasurer Director of Budgeting Director of Auxiliary Services Director of Human Resources Associate Vice President of Facilities Director of Accounting Assistant Director Assistant Director Assistant Director Director of Facilities Planning, Design & Construction Director of Materials Management Director of Procurement Services Director of Grants & Contracts Administration Budget Analyst Assistant Director Manager, ID Services Manager, SWT Bookstore Supervisor, SWT Mail Srvcs Assistant Director Dir. of Facilities Management Director of Facilities Operations Director of Utilities Operations Tax Specialist Mgr, University Print Shop Dir. of Grounds Maintenance Dir. of Risk Management & Safety Supervisor, Duplicating Srvcs Dir. of Custodial Operations Coord. Marketing & Promotions 10/28/2002 3

4 FSS GOALS & OUTCOMES Enhance our customer service focus by continuously reviewing our core processes and implementing new services. Improved core processes. New services will be implemented to meet the needs of our customers. The organizational structure and processes of each FSS unit is deemed as meeting the needs of its customers and is supportive of the university mission. Assessment is used for continuous program monitoring and improvement. Use of web based communication for the purpose of keeping our customers and stakeholders informed. Protect the financial integrity of the university by safeguarding the university s assets, ensuring efficient use of university resources and compliance with regulatory authorities. Operations will be managed with available resources. Improved, accurate and timely dissemination of financial information. Fewer exceptions to compliance issues. Facilities and infrastructure conducive to the overall well being of the students, faculty, and staff. Create a challenging and satisfying work environment by promoting an effective, qualified and diverse workforce and publicizing our accomplishments. Employees in the FSS Division will know what is expected of them, be informed, and receive timely, honest feedback on their performance. FSS employees should achieve a rating of 300 or above on their performance evaluation appraisals. A systematic training and development program will be in place for each FSS employee. Division employees will be valued and their achievements recognized. The FSS Division will achieve a diverse workforce. 10/28/2002 4

5 The FSS Goals, outcomes and strategies directly contribute to the successful completion of the following SWT goals, objectives, and outcomes and indirectly to others as stated in the Strategic Plan for : Goal I: Enhance our quality and prestige. Objective 3: Improve service to key constituents. Strategy 2: Provide timely and accurate information for decision-makers. Strategy 3: Increase staffing levels, training and the technology necessary to provide exemplary education and services to constituents. Strategy 4: Offer training and advocacy to increase participation in SWT Quality Initiatives. Strategy 5: Maintain a fully functioning system for periodic staff process review. Objective 5: To provide high quality, reliable, and responsive information and instructional technology support services to all students, faculty and staff. Outcome 18: Online support services will increase with 1999 as a baseline. Outcome 21: Up-to-date departmental web pages are available and accessible. Goal III: Promote ethnic, gender and cultural diversity in the SWT community. Objective 1: Assure that the campus climate represents diverse stakeholders. Strategy 1: Recruit, retain and maintain faculty and staff representative of the state s diversity. Strategy 4: Increase faculty/staff awareness of diversity issues. Goal IV: Increase SWT s leadership and presence in the surrounding metropolitan area, with special emphasis in North Austin and Williamson County. Objective 1: Develop appropriate academic programs and support services responsive to the higher education needs of the area. 10/28/2002 5

6 Finance and Support Services Major Strategies Customer Service Enhance our customer service focus by continuously reviewing our core processes and implementing new services. Outcome - Improved core processes o The VPFSS Office, Financial Services, Budget and Human Resources worked with Information Technology staff to review vendors and recommend procurement of a new financial software system and appropriate Human Resource modules as the first phase of Future Administrative Systems project. A recommended vendor will be taken to the November 2002 Board of Regents meeting. o The VPFSS Office coordinated the allocation of 37 personal computers received in year two of the desktop refresh cycle. Facilities received 11 computers, Financial Services received 25 computers, and the VPFSS Office received one computer. Beginning FY 2003, the division only has 51 computers older than 1999: Auxiliary Services 11, Budget - 3, Human Resources - 2, Facilities - 34, and Financial Services 2. o Mail Services purchased and implemented a new accounting system for the purpose of providing departments a more detailed explanation of their postal expenditures to help them budget appropriately. o Auxiliary Services and Facilities analyzed the current cost structure for the day fleet to determine if it would be more cost effective to switch to Advantage. As a result of the analysis, they decided to keep the service as is. o Facilities assessed the effectiveness of the Procurement & Supply area. Revising the procurement process resulted in reduced ordering time, reduced backlog of orders, reduce total inventory, elimination of many dead stock items, identification of high need items, and stocking of high need items not previously stocked. o Facilities Planning, Design and Construction (Special Projects Group) developed an Indoor Air Quality protocol to be used for campus buildings. o Facilities evaluated contract expenditures to determine if it would be more cost effective to use in-house forces and determined that the current number of staff in the shops would not be able to meet the demand. (page 11, Operating Statistics) o Facilities Management implemented work request estimating and workload balancing in the shops as well as implemented a Customer Request entry with Residence Life and Facilities Operations shop supervisors. o Facilities Management upgraded the maintenance management system. In addition all PM (preventative maintenance) data was migrated to the new system and additional PMs were created for plumbing and garage. A new IDT reporting system was created along with new reports to serve customer needs. (page 11 Operating Statistics) o Facilities Operations installed fire egress plans in all educational and general (E&G) buildings. o Grants Administration made progress on automating accounts receivable and continues to increase the service they provide to Principal Investigators. (page 12, Operating Statistics) o Human Resources sponsored the Financial Planning and Retirement Fair in The next Fair will be held in /28/2002 6

7 Outcome - New services implemented to meet the needs of our customers o Auxiliary Services and Chartwell s introduced new concepts: Austin Blues, Socrates Delight, Coup Delight and a new Paws-N-Go in the lobby of Jones Deli. It should be noted that while the Paw-N-Go opened in Fall 2001, it closed in Spring 2002 after an assessment of the operation was completed. (page 12, Operating Statistics) o Auxiliary Services and ID Services worked with ASG to hold a referendum to implement an ID Card Fee for the purpose of expanding the functionality of the ID as a debit card. The referendum did not pass but will be held again in Fall ID Services began investigation in summer 2002 of upgrading the current ID to CS Gold. o ID Services, working with ISS, extended ID service to ESL students. (FM139) o The Bookstore implemented a Gift Card in summer o Facilities investigated the use of web-based contract administration for the College Inn project; however, it was not as successful as had been hoped. o Facilities Operations developed and implemented a service contract to perform NFPA required periodic testing of fire protection systems. o Financial Services, working with ISS, completed the following projects: changes to ETLP (FM135), graduate fee maximum and tuition roll up (FM142), and 45 hour over base for degree plan (SA165). o The VPFSS Office, Facilities, and Financial Services worked with Student Affairs and the Texas State University System Office on the construction and opening of two privatized housing projects: San Marcos Hall and Bobcat Village. Outcome - The organizational structure and processes of each FSS unit is deemed as meeting the needs of its customers and is supportive of the university mission. o Assessment is used for continuous program monitoring and improvement. Auxiliary Services completed the Comprehensive Peer Review process begun in FY Recommendations received from the Peer Review Team are being implemented. The Budget Office completed the Comprehensive Peer Review process begun in FY Recommendations received from the Peer Review Team are being implemented. The Office of Facilities, Planning, Design and Construction completed the Comprehensive Peer Review process begun in FY Recommendations received from the Peer Review Team are being implemented. Custodial Operations completed the Comprehensive Peer Review process begun in FY Recommendations received from the Peer Review Team are being implemented. The Human Resources Office completed the Comprehensive Peer Review process begun in FY Recommendations received from the Peer Review Team are being implemented. The Print Shop began the self-study phase of the Comprehensive Peer Review process. The site visit is being planned for late fall 2002 or early spring Mail Services began the self-study phase of the Comprehensive Peer Review process. The site visit is being planned for February The Bookstore began the self-study phase of the Comprehensive Peer Review process. The site visit is being planned for late fall 2002 or early spring Grounds Operations began the self-study phase of the Comprehensive Peer Review process. 10/28/2002 7

8 Facilities Management, Facilities Operations, Utilities Operations, and Facilities administrative staff began the self-study phase of the Comprehensive Peer Review process. Risk Management began the self-study phase of the Comprehensive Peer Review process in FY 2002 but put it on hold while the office reorganized as a result of receiving funds for additional staff. o Use of web based communication for the purpose of keeping our customers and stakeholders informed Auxiliary Services updated web pages and brochures for all departments under Auxiliary Services. In addition an Auxiliary Services newsletter was created for release to on-campus customers. Facilities began redesign of their web pages. The VPFSS Office redesigned web pages for the division and the Facilities Information at SWT web-site. Human Resources reassigned the duties of web management and control to a part-time employee. The latest version of the Staff Handbook was posted to the web. The Travel Office completed a major revision of their web page. Financial Integrity Protect the financial integrity of the university by safeguarding the university s assets, ensuring efficient use of university resources and compliance with regulatory authorities. Outcome Operations will be managed with available resources o Auxiliary Services closely monitored the financial status of the Bookstore. Cumulative sales through the spring semester reflected increased revenues. The Bookstore expects to see a profit once the fiscal year is closed. (page 13, Operating Statistics) o The Print Shop worked with their customers to ensure accessibility even though they are 1.5 miles off-campus. They experienced a 9.83% increase in revenue. Also attributable to the increased revenue is convenient parking and increased storage for paper inventory. (page 13, Operating Statistics) o Duplicating Services implemented a tiered pricing schedule. Even though Duplicating was relocated due to renovation of their permanent facilities, they still experienced a 6.5% increase in revenue. (page 13, Operating Statistics) o Auxiliary Services worked with students in the fall for a bus fee increase. The $42.00 fee resulted in being able to increase hours of service and increase number of routes. severely. o Auxiliary Services renewed the Copy Contract. The three year addendum will save $44,252, an 8.5% reduction. 10/28/2002 8

9 o After closely monitoring the Bobcat Express operation another year, it was decided to close the shop at the LBJ Student Center and relocate the services to JCK. (page 14, Operating Statistics) o Facilities Operations decreased water consumption by approximately 100,000 gallons per day through identification and repair of water leaks and negotiated favorable natural gas rates. o Utilities Operations updated the Cogen chiller operation cost model. Outcome Improved, accurate and timely dissemination of financial information o The Budget Office prepared a rough model to help with the financial analysis of the MITC; however, FAS obligations curtailed finalizing the model. o The VPFSS Office developed a Request for Proposal to help identify MITC facility needs and funding alternatives. Information received from the RFPs is being used to help seek funding from the Legislature in the 2003 session. o The VPFSS and System Office staff developed spreadsheets to help explain equity issues with the State s funding formula system to the Regents. o Most of the UPPS s assigned to FSS managers were reviewed and reissued in the designated timeframe. o Human Resources developed several new reports for university management of which 80% will be recurring. Outcome Fewer exceptions to compliance issues. o Financial Services implemented GASB 34/35 changes in the FY 02 Annual Financial Report. o Procurement Services amended P-card limits and procedures in accordance with State procedural changes. Procurement Services also conducted audits of several p-cards. (page 14, Operating Statistics) o Procurement Services ensured that SWT met the Historically Underutilized Businesses state requirements for good faith effort. o Facilities Operations received Federal Operating Permits for Title V, Clean Air Act. o Utilities Operations completed inspection and maintenance of all boilers on campus to meet annual requirements for state licensing. Outcome Facilities and infrastructure conducive to the overall well being of the students, faculty, and staff. o Duplicating Services relocated to their permanent location, Nueces (USC), in June o Materials Management relocated the receiving and warehouse operation to River Ridge in May o The VPFSS Office, working with Facilities Planning Design and Construction, updated the MP1 Report (Campus Master Plan) for the Texas Bond Review Board and the Texas Higher Education Coordinating Board in June o The VPFSS Office, working with Facilities, submitted the MP2, MP3 and MP4 reports to the Texas Higher Education Coordinating Board in October These reports address university deferred maintenance. (pages 14-15, Operating Statistics) o The Special Assistant to the VPFSS negotiated acquisition of the following properties: Hillburn, Cole, Clevenger, and Moore. o Facilities Planning, Design and Construction was involved in the following construction projects: Completed emergency repairs to Spring Lake Dam Completed East Chill Plant modernization 10/28/2002 9

10 Completed construction of End Zone Complex Completed construction of San Marcos Hall and parking garage Completed construction of Bobcat Village Completed construction of University Distribution Center Completed replacement or running track and installation of new turf at Bobcat Stadium Completed construction of Nueces Hall Completed design of Student Health Center Completed design of Strahan Addition Began design of Business Building and parking garage Began renovation of MCS 5 th floor o Grounds Operations planted a Memorial Garden outside Alkek Library using student volunteers, planted over 30 trees on campus, and used landscape enhancement funds to landscape the courtyard between Derrick Hall and Alkek. (page 15, Operating Statistics) o Facilities Operations completed a comprehensive elevator maintenance audit identifying maintenance actions needed over the next several years, successfully bid out an elevator service contract, and developed design specifications for elevator construction. o Facilities Operations initiated an aggressive program to control lead and copper in campus drinking water as well as improved the water treatment programs for independent chilled water plants at Lantana, Commons Hall and Technology. o Utilities Operations completed: installation of a 1,500 ton chiller at the Cogen plant condensate modifications at Harris and cross-connected the Harris and Cogen steam loops for more operational flexibility upgrade of the acid treatment system at Harris for safety operation installation of a second feeder to the Cogen from San Marcos Electric Utility upgrade of the acid treatment at East Chill Plant for safer operation a 40,000 hour overhaul of the Cooper-Bessemer engine/generator. Work Environment Create a challenging and satisfying work environment by promoting an effective, qualified and diverse workforce and publicizing our accomplishments. Outcome - Employees in the FSS Division will know what is expected of them, be informed, and receive timely, honest feedback on their performance. o FSS supervisors evaluated their employees within the designated timeframe and negotiated new deadlines with the VPFSS when necessary. o Even though participation is low, the VPFSS continued the practice of open door sessions for interested employees. Outcome FSS employees should achieve a rating of 300 or above on their performance evaluation appraisals. o Human Resources now tracks which employees do not achieve a rating of 300 or above on their performance evaluation appraisals. Only 3 FSS employees received a rating of below /28/

11 Outcome A systematic training and development program will be in place for each FSS employee. o The Assistant VPFSS Planning and the Special Assistant to the VPFSS began development of a training program for FSS supervisors modeled after the University of North Texas program. The program will be offered in FY o BSC encourage staff in their areas to participate in training/professional development activities in order to continuously improve their skills. Custodial Trainer received certification as a Training Specialist and Instructional Design/Developer. Outcome Division employees will be valued and their achievements recognized. o BSC continues to celebrate and publicize staff awards and achievements in the FSS Newsletter o After a review of the program it was decided to continue the FSS Division Team Award program. o The annual Customer Service awards were announced in May o A division picnic was held in May The Fall Kick Off was postponed until September o The VPFSS distributed performance award money to BSC to recognize employees for a job well done. o The Grounds Operations Director sponsored the annual University Grounds Managers conference, attracting 140 participants. o The Custodial Trainer was elected as VP for Public Relations for the Custodial Management Association of Texas. Outcome The FSS Division will achieve a diverse workforce. o 230 FSS employees attended university sponsored diversity training in Fall 2001 and 152 FSS employees attended university sponsored diversity training in Spring Almost 100% of the division s employees have attended diversity training. o FSS management committed to recruiting, hiring and retaining a diverse workforce by: Inviting the new Director of Access and Equity to an Extended BSC meeting. Establishing diverse selection/search committees when a position became vacant. 10/28/

12 FSS OPERATING STATISTICS Note: The complete collection of operating statistics is available in a separate document. Number of Special Projects Group Projects Completed and Dollar Value FY 1999 $ 3,799, FY 2000 $ 4,019, FY 2001 $ 2,965, Total Construction Work Requests (for shops) Completed FY ,391 FY ,348 FY ,500 Total Preventative Maintenance Work Requests Completed FY ,856 FY ,767 FY ,424 10/28/

13 Number of Grant Accounts FY FY FY FY FY FY Dollar Amount of Grants Awarded FY 1996 $ 16,766,103 FY 1997 $ 15,569,416 FY 1998 $ 19,353,616 FY 1999 $ 22,648,398 FY 2000 $ 31,333,152 FY 2001 $ 43,953,324 Dining Services Cumulative Sales DEC 31 MAY 31 AUG $ 864,825 $ 1,680,936 $ 2,086, $ 872,469 $ 1,764,686 $ 2,176, $ 975,812 $ 1,789,142 10/28/

14 Bookstore Cumulative Sales DEC 31 MAY 31 AUG $ 1,295,131 $ 3,095,567 $5,933, $ 1,314,940 $ 3,876,265 $7,125, $ 1,098,748 $ 3,787,380 $5,489, $ 2,523,062 $ 5,076,084 $6,442,952 * $ 2,447,164 $ 4,942,662 *Fall semester started later in than usual resulting in higher sales after 9/l Cumulative Print Shop Sales DEC 31 MAY 31 AUG $ 52,291 $ 287,410 $ 514, $ 157,599 $ 347,891 $ 558, $ 166,616 $ 359,449 $ 550, $ 141,874 $ 355,432 $ 582, $ 142,214 $ 357,951 Cumulative Duplicating Service Sales DEC 31 MAY 31 AUG $ 108,475 $ 237,466 $ 360, $ 108,305 $ 261,605 $ 371, $ 99,708 $ 193,395 $ 276, $ 103,295 $ 212,490 $ 306, $ 99,113 $ 204,393 *relocated to old Print Shop week of 11/2/2000 *relocated to Nueces July/ /28/

15 Bobcat Express Revenue DEC 31 MAY 31 AUG $ 98,529 $ 212,737 $ 252, $ 106,686 $ 241,825 $ 278, $ 108,329 $ 221,844 $ 249, $ 101,513 $ 201,926 closed Total Number and Dollar Value of P-Card Transactions FY 1999 $ 689,000 3,650 FY 2000 $ 2,434,052 16,013 FY 2001 $ 3,269,627 21,200 Backlog of Deferred Maintenance in Dollars and % of Current Replacement Value (based upon beginning of fiscal year) FY 1999 $ 3,152,000 1% CRV=$308M FY 2000 $ 9,220,199 3% CRV=$308M FY 2001 $ 20,175, % CRV=$475M FY 2002 $ 20,993, % CRV=$475M 10/28/

16 Annual Deferred Maintenance Expenditures in Dollars (as reported to the CB) and as a % of Current Replacement Value FY 1999 $ 281, % CRV=$308M FY 2000 $ 959, % CRV=$308M FY 2001 $ 9,396, % CRV=$475M FY 2002 $ Number of Acres Serviced Per Budgeted FTE Groundskeeper (includes TBN) FY FY FY FY acres, 47 staff 10/28/