Planning, Budget, OBJECTIVE 1: University Implement year two of the University Create value by Compensation compensation equity initiative. enhancing Equity Initiative workforce effectiveness at all Goal: Provide marketcompetitive compensation and benefit programs to attract, retain, develop and reward a highly qualified and diverse workforce. Human request on behalf of the University Implement year two of the University Compensation Equity $1,000,000 $0 $0 $0 April 2014 Initiative to support the Presidential priority of compensation and address the issue of low employee morale by: attracting, developing, retaining, and rewarding high quality employees at all levels of responsibility, promoting internal equity and consistency across diverse University functions, encouraging wages, salaries, and benefits which are competitive with the prevailing rates for similar employment in relevant labor markets, providing consistency, while remaining flexible in meeting diverse University needs, and providing the foundation for a performance based pay system. Best Colleges survey showed compensation as the number one concern among UVU employees. Additional feedback from several Campus entities also point to concerns among employees regarding compensation. The funding would support equity pay programs for full time and part time employees. OBJECTIVE 1: University Create value by Compensation enhancing Initiative workforce Merit\Key effectiveness at all Retention Pay Goal: Provide marketcompetitive compensation and benefit programs to attract, retain, develop and reward a highly qualified and diverse workforce. Funding for merit pay program. Human request on behalf of the University The University Compensation Initiative Merit\Key Retention Pay will support the Presidential priority of compensation and address the issue of low employee morale by: attracting, developing, retaining, and rewarding high quality employees at all levels of responsibility and providing the foundation for a performance based pay system. Best Colleges survey showed compensation as the number one concern among UVU employees. Additional feedback from several Campus entities also point to concerns among employees regarding compensation. $1,000,000 $0 $0 $0 April 2014 Page 1 o
Planning, Budget, OBJECTIVE 1: Compensation Increase HR s FTE by 1 to support the University s Create value by Area Alignment compensation priorities and initiatives. enhancing workforce effectiveness at all Goal: Provide marketcompetitive compensation and benefit programs to attract, retain, develop and reward a highly qualified and diverse workforce. University leadership has identify compensation as a key $90,207 $0 $0 $0 January 2014 strategic priority and is taking efforts to address this critical issue for the Human is supporting these Appropriated Onetime efforts and working with University leadership to better Funding (13 articulate the University's compensation philosophy and 14) January 2014 strategy. The University s compensation programs face particular challenges regarding funding sources, turnover rates, retention concerns, market pressures, internal equity pressures, and significant employee morale issues. Additionally, the Compensation Area of Human is the only major area in HR with one support employee, which is inadequate to support this key University objective. Human Planning, Budget, To support the University's compensation philosophy and strategy, it is vital to hire a full time Compensation Manager with the knowledge and expertise to effectively support HR's efforts to support the University in achieving its compensation objectives. Additionally, this position will help HR better allocate increased compensation workloads in order to operate more effectively. Page 2 o
Provide timely, Improve A business intelligence/reporting tool is needed Budget Office accessible, and accessibility to to improve accessibility to, and distribution of, a understandable and distribution of variety of financial reports and visualizations to data, information financial reports budget managers and leaders. This tool will and analysis and visualizations provide a) ease of use for report/visualization developers, b) out of the box templates/reports that are easily understood by budget managers, c) multiple distribution methods including mobile devices, and c) visualizations. Planning, Budget, Planning, Budget & Human For nearly two years, a Business Intelligence team has been focused on identifying areas of need, removing barriers, and selecting and implementing tools and processes to provide information to empower leaders. The BI team is committed to balancing appropriate security and transparency in order to provide an array of meaningful, credible information, distributed to the right people, at the right time, in the right context, and in a consistent and reliable way. After exploring a range of options for improving accessibility to and distribution of finance and budget information, the BI team has solicited proposals from vendors. Those proposals are currently being reviewed with the selection process slated to conclude in January. Finance, IT, and Budgets have each provided $15,000 toward the purchase; estimates indicate than an additional $55,000 may be required (one time) for implementation. An ongoing maintenance fee will also be required; however, that amount is currently unknown. $0 $55,000 $0 $0 January 2014 January 2014 Appropriated Onetime Funding (13 14) Successful implementation will improve financial knowledge and accountability across the university. Further, time spent by department/division staff pulling information from BANNER for analysis and visualization will be greatly decreased. Finance and Budget staff will have improved capability for analysis and forecasting. Objective 2: Foster Background Check Increase to base budget o fund required HR a culture of excellence that embraces inclusion and equitable practices. Goal: Encourage an ethical and respectful work environment that promotes trust, fairness, confidentiality, and accountability. Funding Background Checks. Human Planning, Budget Resouces As the rate of hiring at UVU increases due to increasing turnover rates, new positions added,etc., the current budget ($31,000) does not sufficiently support the required background checks on applicants. Vendor prices, as well as ancillary charges, have also increased over time. Additionally, the original budget for background checks was approved before the policy was written and approved. The current policy requires more extensive background checks on applicants than was previously forecasted. $20,000 $0 $0 $0 January 2014 January 2014 Appropriated Onetime Funding (13 14) Page 3 o
Planning, Budget, OBJECTIVE 2: Equity Officer Hire an Equity Officer to better align the Foster a culture of University's inclusion efforts and to provide a excellence that more neutral avenue for students and employees embraces to seek redress in matters concerning Equal inclusion and Opportunity and Equity. equitable practices. Human request on behalf of the University An Equity Officer is responsible for monitoring and ensuring $129,110 $0 $0 $0 April 2014 that the University's policies and programs are in compliance with federal and state statutory and regulatory requirements relating to Equal Opportunity and Equity issues. UVU is committed to addressing discrimination complaints promptly, consistently and fairly and has identified separate Equity Officers for students and employees. With these functions spread over several divisions, the potential for inconsistency and decreased accountability are high. Centralizing this function will create better alignment with the University's commitment to inclusion and provide greater clarity for students and employees. Additionally, UVU is the only major higher education institution in the state without a stand alone Equity Office. Student conduct and conflict resolution as well as employee relations will still reside in their respective divisions. IRI collaborates, facilitates and conducts survey, evaluation, and research activities for and with administration, staff, faculty, and students. (Objective 1) Enhance IRI s fulfillment of UVU s informational and assessmentrelated needs to inform decisionmaking. (Goal 2) ModernThink Survey We have conducted the ModernThink survey once in 2012. We would like to re administer the survey regularly (every 2 to 3 years) to track employee satisfaction over time and against our peers. Institutional Research and Information Planning, Budget, In 2012 we conducted the ModernThink "Great Colleges to Work For" survey. Those data were presented in multiple venues across campus and became integrated into our our theme indicators. Although participation in the survey is free, in 2012 we spent $8500 on oversampling costs (we wanted to include part time employees as part of the study) and almost $5000 on specialized reports. The original intent was to periodically conduct the survey to monitor institutional progress on the core theme indicators, as well as several other issues related to employee satisfaction. Summary information is available as part of the institutional indicators (Operate Effectively and Serious) at: https://www.uvu.edu/iri/indicators/imperative/operate/obj1 / and http://www.uvu.edu/iri/indicators/corethemes/serious/obj3/ $0 $7,500 $0 $0 Page 4 o
Planning, Budget, OBJECTIVE 1: Employee Funding to increase employee appreciation Create value by Appreciation offerings. enhancing Program Funding workforce effectiveness at all Goal:Implement meaningful performance management systems and recognition programs to drive organizational results, recognize high performance among employees, and value employee contributions. High performance organizations understand the importance $20,000 $0 $0 $0 January 2014 of offering awards and incentives that recognize, validate and value outstanding work. They keep employees motivated and are effective methods of reinforcing institution expectations and goals, especially if merit budgets are low (or even available), promotions are rare, health care premiums are on the rise and overall job satisfaction is low. UVU is experiences such circumstances. Evidence suggests that there is a strong link between noncash awards and incentives and improved job performance. Human Planning, Budget, Traditionally, HR has assisted and/or sponsored employee appreciation nights. While these events have been successful, they are limited in scope and number. Foster a culture of innovation, improvement, and sustainability through effective support of planning and assessment efforts at all institution. Implement Communication/T raining/support Strategy Implement a communication/training strategy to help all departments to be aligned in terms of planning and assessment including: Update UVU Planning Guide and online course. Refine Insight to be consistent with the Planning Guide. Offer immediate support for Insight users. The last element above, "offer immediate support for Insight users," is difficult to do with a parttime administrative assistant who has a key role in user access and permissions and is the first line of support for technical issues. This resource request is to upgrade the position to full time. [Additionally, in the time since the part time position was created, a responsibility to support the Director of Academic Assessment and Program Review has been added.] Institutional Effectiveness and Planning Planning, Budget & Human The goal is to help provide proper support for planning and the use of Insight. While there is no formal assessment data yet, it is clear that UVU is embarking on a new strategic planning process at all levels. This is the critical time to provide the necessary support for the President's four year planning initiative. In addition, there is a potential threat in meeting NWCCU requirements if we do not have a clear system of planning and assessment that results in improvement and innovation. $58,308 $0 $0 $0 January 2014 Page 5 o
IRI enhances the Ongoing Graduate Base (on going) appropriated funding to replace Institutional fulfillment of its Intern non appropriated one time funds in support of a Research and mission, graduate analyst intern. Information objectives, and values through the strategic development of human resources and organizational capacity. (Objective 5) To insure highest quality and most efficient service, IRI is dedicated to continued professional development of its staff. (Goal 8) Planning, Budget, Planning, Budget, We have funded part time interns with one time, nonappropriated funds. These interns have provided vital contributions in IRI's ability to analyze and report to its wide array of constituents. IRI also provided a very applied and meaningful experience for students who are participating in related programs. We are looking for one part time graduate level intern in Assessment Support, Analysis, and Survey Research to be converted from one time non appropriated funding to base (on going) appropriated funding (20 hours/week * 52 weeks * $20 per hour + $2,100.80 in benefits = $22,900.80) $22,901 $0 $0 $0 January 2014 IRI enhances the Survey Research One time money to replace computers and fulfillment of its Center Technology headphones in the Survey Research Center. mission, objectives, and values through the strategic development of human resources and organizational capacity. (Objective 5) To insure highest quality and most efficient service, IRI is dedicated to continued professional development of its staff. (Goal 8) Institutional Research and Information Planning, Budget, UVU relies heavily on the Survey Research Center, both for the collection of data, and for calls to students to support various admissions and registration initiatives. The computers have not been replaced since June 2009. Although these computers don't need to be powerful, they do need to be reliable. Specifically we are looking for one time funding to maintain: $8,918 = $637 x 14 computers $3,600 = $225 x 16 monitors (The two supervisor computers have two monitors each) $600 = $50 x 12 station phones $13,118 Total $0 $13,118 $0 $0 April 2014 Appropriated Onetime Funding (14 15) Page 6 o
Planning, Budget, OBJECTIVE 3: Temporary Data Hire two temporary part time student employees Enhance HR Input Part time to help with data input. service delivery Help capabilities and alignment by adapting, standardizing, and streamlining essential processes, procedures, and communication Recent federal demands and process upgrades in the HR $0 $32,100 $0 $0 department have created a backlog of data entry and up keep projects. Student employees will help HR get current as well as support students. Human Planning, Budget, OBJECTIVE 1: Compensation Create value by Consultant enhancing workforce effectiveness at all Hire a compensation consultant. Human Planning, Budget, As compensation is a high priority for the University, hiring a compensation consultant will help us evaluate our current programs and strategies, benchmark our strategies and programs against peer institutions, validate best practices and provide direction moving forward. Three universities in Utah (University of Utah, Utah State University and Weber State University) have recently hired a compensation consultant to help develop their compensation strategies, programs, and processes. $0 $100,000 $0 $0 Page 7 o
Official reporting Tableau Server IRI currently uses Tableau software to produce Institutional and data institutional dashboards and analytical reporting. Research and management To achieve the level of security, automation, and Information (Objective 3). improved responsiveness UVU needs to acquire Reducing errors, Tableau Sever. improving speed and reliability of official reporting through increase oversight over IRI data and collaboration (Goal 5). Official reporting and data management (Objective 3). Reducing errors, improving speed and reliability of official reporting through increased oversight over IRI data and collaboration with IT (Goal 5). IRI SQL/DB Programmer Analyst This individual would need to be skilled in the use Institutional of SQL for the maintenance and creation of data Research & sets used in the ODS/EDW and with the culture of Information institutional research. The individual would need to know how to establish and maintain database views and freezes and have the ability to make needed corrections to data elements within the data sets and program extracts needed for statewide reporting. Planning, Budget, Planning, Budget Institutional Research & Information has been using Tableau $27,000 $150,000 $0 $0 Software's visual reporting tool for nearly two years. A USHE onetime purchase of Tableau Public Premium has permitted the creation and display of a large number of interactive dashboards to examine and report information on enrollments, graduations, student success and retention, contrasting different methods of instructional delivery, identifying the uniqueness of UVU with its three fold mission, presenting institutional indicators, and examining and trending results of multiple years of alumni surveys. USHE is no longer providing Tableau Public Premium, but has installed a Tableau Server application at UEN allowing institutions to take advantage of some of the features of Tableau server including the ability to provide controlled access to Tableau workbook dashboards such as distribution of placement results by districts. However, the security must be provided by institution through a manual process. So while the UEN application has enabled the ability to limit access to reports, we are unable to automate reports with a live data connection. The benefits of live data connections is that we can fully automate reports including automatic dashboard updating, IT has stated that the security risks are too great to attempt this with the UEN installation. These risks would be minimized if UVU had its own installation of Tableau Server on our campus, plus it would enable us to automate security access for all UVU personnel. The UEN installation has increased the ways UVU can utilize Tableau, but its long term Planning, Budget One iof the issues dthat b IRI is continually b i plagued hwith dis the ih production of all the data sets that must be sent to the state. As the institution has grown, the number and variety of data elements that need to be corrected continues to increase. To assess this situation, IRI contracted with an external consultant to review our processes and make recommendations which would help IRI establish processes which would address and improve our ability to produce and maintain the data sets used for reporting. One of the recommendations from the consultant was, that in addition to the support IRI receives from OIT at UVU, we needed an internal individual skilled in SQL and the ability to directly maintain, modify, and create data sets used by IRI for institutional, state, and national reporting. As IRI increases its use of the ODS and the future EDW, this individual will become even more critical to IRI. $89,788 $0 $0 $0 Page 8 o
IRI enhances the Professional This request adjusts Institutional Research and Institutional fulfillment of its Development Information's Travel and Professional Research and mission, Fund Development budget to be in line with the Information objectives, and growth in the department. In addition, this values through the request funds training on new technology strategic (Tableau/Tableau Server, Qualtrics, SPSS Data development of Collection, etc.) human resources and organizational capacity. (Objective 5) To insure highest quality and most efficient service, IRI is dedicated to continued professional development of its staff. (Goal 8) Planning, Budget, Planning, Budget, Institutional Research and Information's Travel and $18,500 $0 $0 $0 Professional Development budget has not been adjusted in over ten years, although the size of the department has grown considerably. In addition, new technology has required increased resources to train staff in its use. $13,500 will supplement travel expenses, while $5,000 will be designated for ongoing training. OBJECTIVE 3: Upgrade Enhance HR service delivery capabilities and alignment by adapting, standardizing, and streamlining essential processes, procedures, and communication. Training/Professio nal Development Materials Upgrade training/professional development materials to bring existing library of materials current. Human Planning, Budget, HR is working towards a more robust and comprehensive training/professional development program to support employees in the current and future jobs. Many of the materials HR has been using are out dated. Updated materials would ensure that HR is providing current and relevant materials in its training programs. $0 $10,000 $0 $0 April 2014 Appropriated Onetime Funding (14 15) OBJECTIVE 2: Foster a culture of excellence that embraces inclusion and equitable practices. Social Media Recruitment Pilot OBJECTIVE 1: Purchase Create value by Additional Salary enhancing Surveys workforce effectiveness at all Funding to support a pilot program to incorporate social media into HR's recruiting efforts. Purchase additional salary surveys to provide greater depth in benchmarking university jobs. Human Planning, Budget, Human Planning, Budget, As the HR department steps up its employee recruitment strategies and efforts, social media is one area that the department has not been able to focus on and add to our overall strategies. This one time funding request will provide resources to develop and pilot recruiting strategies that incorporate social media into the mix. In order to maintain marketing competitiveness with our base salaries, the ability to purchase additional salary surveys will enable HR to better match university jobs with specific market data particularly in the area of IT and Athletics. $0 $20,000 $0 $0 $10,000 $0 $0 $0 January 2014 Page 9 o
Planning, Budget, Objective 3: Increase to HR Increase HR Hourly Staff budget to support HR in Enhance HR Hourly Budget meeting increased work load. service delivery capabilities and alignment by adapting, standardizing, and streamlining essential processes, procedures, and communication. Growth in demand for services and outreach to the University $17,120 $0 $0 $0 community is difficult to effectively manage with current staffing levels in HR. In order to operate effectively and attract and retain quality faculty and staff as a serious institution, we need to hire part time employees to support the critical functions of HR. For example, additional part time employees will help with the extra demands from the Health Care Reform Act mandates, PeopleAdmin7 implementation, and data processing demands. Human Planning, Budget, Objective 3: Designated HR Enhance HR Training Space service delivery capabilities and alignment by adapting, standardizing, and streamlining essential processes, procedures, and communication. Goal: Secure and maintain appropriate workspaces to provide improved service and program delivery. Designate BA207 from Noon to 6:00 p.m., daily, for HR training use Human Planning, Budget, The HR Conference room has become an inefficient venue for training programs delivered by the HR area. The Student Center is the main meeting space for many campus entities and securing training space can be challenging. A best practice in human capital management is to have a robust training and professional development program for all employees. Use of BA207 will provide HR ease and convenience in offering training to employees and enable the department to increase its training and development offerings for our employees. Additionally, the Northwest Commission on Colleges and Universities standards state The institution provides faculty, staff, administrators, and other employees with appropriate opportunities and support for professional growth and development to enhance their effectiveness in fulfilling their roles, duties, and responsibilities. Human is committed to providing our employees opportunities and support for professional growth and development to enhance their effectiveness in fulfilling their roles, duties, and responsibilities $0 $0 $0 $0 Page 10 o
Provide Policy Office Space Relocation of Policy Office into BA 203D and Policy Office administrative reception area to provide separate workspaces support to the for the Policy Officer and her intern. policy development process, assisting sponsors and stewards with draft development and review in such a way that the process remains transparent and aligned with UVU's shared governance model. The Policy Office catalogs, archives, and maps university policy. Planning, Budget, Planning, Budget The Policy Officer currently shares an office with her intern. $0 $0 $0 $0 & Human As a result, it is difficult for the Policy Officer to have meetings when the intern is in the office. Further, the office space shares a wall with a classroom. Sound from the classroom interferes with productivity of the staff. Request is not urgent. The Policy Office has identified this space as being both suitable and integrated within existing divisional space. Page 11 o