Continually Improve The Support Services To Internal Constituents.
Continually improve the support services to internal constituents.
Objective
Minimize Hazards On Campus That May Result In Reportable Accidents
Physical Plant will Minimize Hazards on Campus that May Result in Reportable Accidents. Physical Plant will emphasize the investigation of accidents reported on campus and the correction of potential hazards in order to achieve zero reportable accidents.
The Office of the F&O Division VP will Review summaries of 2011 Physical Plant Reportable Accident Log and Worker Compensation Injury Reports to identify hazards which have caused accidents and will compare with list of corrective tasks and improvement projects prioritized and/or completed by Physical Plant in 2011 or in priority queue for 2012.
Criterion
0 Reportable Accidents Due To Hazards And 100% Corrected Or In Queue To Correct
The Physical Plant unit criterion is to achieve 0 reportable accidents in 2011, hence 0 accidents due to campus hazards. In addition to supporting this criterion, the VP will also expect there to be 100% correction of hazards to which accidents were attributed in 2011 projects completed, or in priority queue to be completed in 2012.
Finding
Accident Report
During the FY 11 reporting period there were eleven (11) recorded reportable accidents that had occurred in Facilities Management. Custodial services had 64% of the reported accidents and all but one (1) involved a slip or a fall.
Action
Reported Accident Actions
The outgoing Interim VP for F&O and the unit chief have been anticipating actions to be taken in the coming year to maintain or improve the desired performance of this objective within the constraints of the FY12 budget reductions. Final decisions about policy and practice changes or any other actions which need to be taken as a result of the final FY11 findings will be agreed upon and implemented between the new incoming VP for F&O and the unit chief.
The VPFO will collaborate with the AVP for Facilities to ensure the utmost safety of personnel while remaining within budgetary boundaries.
Objective
Improvement Strategies-A
Review the divisional units for improvement strategies
Indicator
Meta-Evaluation Of Success And Relative Meaningfulness Of Unit Strategies
The division VP will conduct a meta-evaluation of the success and relative meaningfulness of Unit strategies aimed at Improving Support Services To Internal Constituents. Seven of the units directly reporting to the VP have addressed the Goal of Improving Support Services To Internal Constituents. and will directly assess or will oversee reporting unit assessments of strategies to achieve those ends.
Criterion
Success Defined By Unit Criteria; VP Will Judge 90% Of Strategies Meaningful
the F&O VP will judge at lest 90% of all unit strategies specifically aimed at improving services to internal constituents to be meaningful
Criteria for Unit Success in the achievement of service improvement will be the specific criteria stated by the units:
Facilities Management #1 Criterion: The Physical Plant will fund and award to the successful proposer an Energy Performance Contract by January 1, 2011. #2 Criterion: The Physical Plant Operations area will accomplish seven (7) Indoor Air Quality Improvements this period to include air handler cleaning, duct cleaning, air filter improvement strategies, outside air modifications, etc.
Information Resources: #1 Criterion: Target 91% satisfaction level with customer service. #2 Criterion: Target 85% satisfaction level with server availability. #3 Criterion: Target 99.99% availability level for campus databases. Upgrade Mimer database, Implement Banner 8 Financial Aid, Upgrade VMS Hardware, Upgrade Oracle 10G to 11G database.
Procurement and Business Services #1 Criterion: Train 90% of departments on policies and procedures with regard to Procurement, HUB and Property. #2 Criterion: Property will dispose of 85% of all equipment belonging to the University that is no longer needed on campus through a minimum of two public auctions or public bids per year. #3 Criterion: Stay within 5% plus or minus of the beginning inventory in University Stores. #4 Criterion: Procurement card (P-Card) expenditures to exceed $500,000.00 for the year.
Controller's Office #1 Criterion: The month will be closed by General Accounting by 10 days after the month end. #2 Criterion: Travel Office will pay or return to originating department (with instructions) within 21 days of receipt of travel package.
Institutional Research #1 Criterion: The Office of Budget and Operations will promote IRA Office satisfaction of government mandatory research/reporting with 100% accuracy and timeliness and satisfaction of non-governmental client research/reporting with 90% positive client assessment of effectiveness.
Human Resources #1 Criterion: Human Resources will work with employees, departments, and SORM to resolve 90% of all Workers' Compensation claims within 30 days.
UPD and Parking #1 Criterion: Survey feedback gathered retrospectively from persons who were members of 2011 presentation audiences will rate the 2011 presentations above average on all questions.
Finding
Meta-Evaluation Of Success And Relative Meaningfulness Of Unit Strategies Findings
The following were findings reported by the seven units which addressed the goal of improving service to internal constituents:
Facilities Management #1 Finding: The Texas State University System Board of Regents approved the Energy Performance contract in November, 2010. The Texas Higher Education Coordinating Board approved the Energy Performance Contract in March, 2011. Project approval $21,630,436.00. The Energy Performance Contract was submitted to the Texas Bond Review Board but they requested removal from consideration due to insufficient time for all Board Members to review and understand the details. A past audit of performance contract put such programs on hold for several years. SHSU first to process a performance contract since the moratorium on such programs was lifted by State Government. As of end of FY 2011 SHSU administrators are seeking possible methods to fund this contract. This process will continue into FY 2012. #2 Finding: Thirteen (13) projects were completed in Fy 2011
Information Resources During the 2011 fiscal year the Information Resources Department was moved out of the Finance and Operations Division. The former director of this department is now the VP of Information Resources.
Procurement and Business Services #1 Finding: 100% of the departments from Academic and Administrative Departments have been trained to date. #2 Finding: Two public auctions were held with a total of 96% surplus sold. #3 Finding: The variance in inventory was less than 1%. #4 Finding: As of August 31, 2011, Procurement Card expenditures total $2,570,088.32 for fiscal year 2010-
Controller #1 Finding: Banner Finance Module went live in January. This has brought about challenges and opportunities in the closing of the month processes. The months of September thru December were closed in the Legacy System within the first 10 days of the following month. These months have not been closed in Banner, but it is anticipated that they will be closed by July 29 and then the months of January thru June will be closed soon thereafter. #2 Finding: Ten direct pays & ten travel reimbursement vouchers where randomly selected and audited. All were processed within 21 days of receipt.
Institutional Research #1 Finding: As of the close of FY2011, 100% of mandatory and government reports were submitted on time and accurately. The client satisfaction survey revealed over a 90% satisfaction level across all categories of service. The majority of IRA Office clients are not in the position to respond to a satisfaction survey ( i.e. THECB, LBB, US DoE, Dept of Commerce, US NEWS and World, etc) However, among the 67 internal university clients with multiple IRA work orders, 19 responded.
Human Resources #1 Finding: There were 25 Workers' Compensation injuries during FY 2011. A total of 23 were resolved within 30 days, or 92%.
UPD & Parking #1 Finding: After the objective was decided upon to review participant surveys of presentations made, the survey design and implementation process was not completed in a timely manner. Therefore, the results for this objective will not be measured in this manner. However, it should me noted that from September 2010 to May 2011 a total of 40 presentation were made to campus groups.
After conducting and reviewing the meta analysis, the VPFO concluded 8 of 11 (73%) of the units achieved their targeted improvement strategies and 10 of 11 (91%) of those unit's targeted improvement strategies were clearly communicated as being aimed at improving services to internal constituents in a manner particularly pertinent to that unit's operations and function. VP's stated success criteria that at least 90% of all unit improvement strategies be both successful and meaningful, were not met.
Action
Meta-Evaluation Of Success And Relative Meaningfulness Of Unit Strategies Actions
The outgoing Interim VP for F&O and the unit chief have been anticipating actions to be taken in the coming year to maintain or improve the desired performance of this objective within the constraints of the FY12 budget reductions. Final decisions about policy and practice changes or any other actions which need to be taken as a result of the final FY11 findings will be agreed upon and implemented between the new incoming VP for F&O and the unit chief.
The VPFO and the AVP for Facilities management will work together and re-evaluate the energy performance contract and the service that it provides to internal constituents. In turn, the VPFO and SHSU administrators will be vigilant in seeking possible methods to fund the Energy Performance Contract during FY 2012.
In collaboration with the Universtiy Police Chief, the VPFO will re-evaluate the criteria and process used for collecting and analyzing participant survey information in a timely manner. Diligent efforts will be made to improve and reach success of this objective in FY 2012.
The VPFO and team of directors will re-evaluate division goals and objectives to insure alignment with the newly adopted Presidential Strategic Plan Goals for SHSU. The VPFO will review strategies to improve upon and measure criteria in order to achieve success.
Goal
Increase Recognition In State And National Levels For Divisional Accomplishments.
Increase recognition in state and national levels for divisional accomplishments.
Objective
Recognition
Pursue recognition for SHSU in areas related to divisional operations
Indicator
Meta-Review Of F & O Unit Efforts And Accomplishments To Gain Recognition
The VP of Finance and Operations will engage in formative and summative meta-review of division unit attempts to pursue positive recognition for the university and their accomplishments toward the ends which they targeted. The meta-review process will include a subjective evaluation of the "recognition' objectives targeted by units, and how unrealistic, realistic or lofty the objectives were, as well as the reasons units may have failed to achieve their objectives as they wished.
Criterion
All Units Successful In Achieving Worthwhile Recognition
The VP will judge that the recognition the units pursued was positive and lofty or at least positive and reasonable, and all units will succeed in achieving some measure of positive recognition for the university will based upon the criteria they have stated:
Procurement - to be ranked among top three of the seven agencies within our region of TX by Texas Industries for the Blind and Handicapped (TIBH) based upon institutionally proportional spending with TIBH
Comptroller - (1) Zero State penalties will be assessed for late or inaccurate required reports/documents submitted. (2) The Payroll Office will maintain an (HRIS) Reporting ranking of 92% or higher in reporting to State Of Texas Comptroller's Office - Human Resource Information Systems (HRIS). (3) 100% of reports will be completed on or before the deadlines.
Human Resources - At least 25% of the SHSU employees who are targeted to respond will actually complete and submit survey to the Chronicle of Higher Education Survey on 2011 Great Colleges to Work For and the Houston Chronicle 2011 Top Workplaces Survey, which are both online, externally administered workplace surveys.
Facilities Mgmt, Grounds and Landscaping Unit (1) Prepare A Priority List Of Top Ten Campus Areas To Re-Landscape By January 15, 2011. (2) Complete At Least Three (3) Priority Landscape Projects
Finding
Meta-Review Of F & O Unit Efforts And Accomplishments To Gain Recognition Findings
The VP's task of evaluating whether the bar was set high enough by units in pursuing recognition for the university will be completed after all unit information on findings is complete and the VP has had the opportunity to reflect upon possible alternatives that could have been targeted.
Procurement #1 Finding: As of August 31, 2011 the University has spent $90,607.34 with TIBH which is comparable to the $113,556.00 that was spent in fiscal year 2010. Departments are reminded through policy and are encouraged through training to purchase supplies from TIBH. A ranking report will be requested from TIBH at the end of this fiscal year.
Controller #1 Finding: As of the end of FY 2011, one Interest Penalty of 19.00 has been assessed by TRS as a result of an additional payment for December 2010 being made mid-January 2011. This is a result of conversion challenges which placed our Dec 15th payroll in legacy and our Dec 31 payroll in Banner. No other penalties from other state agencies were levied.
#2 Finding: As of the end of FY 2011, the Payroll Office has no current standing with HRIS as a result of conversion challenges. The most recent ranking available is from December 2010 and exceeds the goal of 92% for both personnel files and payroll files. Continued efforts between SHSU and the Texas Connection Consortium to build valid files have successfully produced 12/14 records that have been tested and approved by HRIS.
#3 Finding: Two reports were not submitted by the deadlines: Annual Financial Report Integrated Fiscal Reporting System
Human Resources #1 Finding: The final participation rate of targeted SHSU employees in the Chronicle of Higher Education 2011 Great Colleges to Work For Survey was 47%, and the final participation rate for the Houston Chronicle survey was 59%. Both of these participation rates exceeded the 25% participation rate set as our criterion. Facilities Management #1Finding: A final priority list of re-landscaping areas was implemented, January 15, 2011. The priority list was updated with two additional projects on July 15, 2011. #2 Finding: As of the end of FY 2011, seven (7) projects from the prioritized list FY'11 have been completed.
Action
Meta-Review Of F & O Unit Efforts And Accomplishments To Gain Recognition Actions
The outgoing Interim VP for F&O and the unit chiefs have been anticipating actions to be taken in the coming year to maintain or improve the desired performance of this objective within the constraints of the FY12 budget reductions. Final decisions about policy and practice changes or any other actions which need to be taken as a result of the final FY11 findings will be agreed upon and implemented between the new incoming VP for F&O and the unit chiefs.
The VPFO Meta evaluation has found that 3 of the units achieved recognition for SHSU in areas related to divisional operations. Respective AVP's and directors within the division will strive to maintain effectiveness in the areas of TIBH ranking, employee participation in the Chronicle of Higher Education Survey of Great Colleges to work for and to remain diligent in maintaining the aesthetic excellence of the grounds of Sam Houston State University.
As a result of implementation of a new financial system 3 of 7 units were not successful in achieving lofty recognition. However, the findings were reasonable based on the anticipated conversion issues. The VPFO and the AVP for Financial Services will diligently review strategies to improve the work flow associated with the new system and strive to achieve success within the reporting areas in FY 2012.
The VPFO will re-evaluate division goals and objectives to insure alignment with the newly adopted Presidential Strategic Plan Goals for SHSU. The VPFO will review strategies to improve upon and measure criteria in order to achieve success.
Goal
Promote Responsive, Welcoming, And Customer Oriented Service..
Promote responsive, welcoming, and customer oriented service.
Objective
Assessment Of Customer Service
Ensure all units have a way to assess their customer services
Indicator
Percentage Of Units That Currently Assess Their Customer Service
The VP of Finance and Operations will conduct a meta-review of unit assessment of customer service within the division. Results (findings) along with the methods by which results were obtained (indicators) will be reviewed. The percentage of units conducting customer service assessment and using the OAT DB program to catalogue the information will be used as the indicator for the stated objective.
Criterion
Full F&O Assessment Of Customer Service
100% of the units designated under Finance and Operations will conduct assessment of their Customer Service and describe those assessments on SHSU's Online Assessment Tracking Database.
Finding
F&O Assessment Of Customer Service Findings
Of the 11 units listed under the Division of Finance and Operations in the OAT DB program, 6 units were currently conducting customer service assessment of some type. This is not to say that the assessment was not conducted, simply that it was not reported in the OAT DB system.
It is possible for units that assess their customers' satisfaction NOT to address this process and report these findings in the OAT DB system. Typically, only those units that elected to focus on improving their customer service efforts or the process of assessing their customers' satisfaction would have addressed this effort as an objective in the OAT DB.
Action
F&O Assessment Of Customer Service Actions
The outgoing Interim VP for F&O and the unit chiefs have been anticipating actions to be taken in the coming year to maintain or improve the desired performance of this objective within the constraints of the FY12 budget reductions. Final decisions about policy and practice changes or any other actions which need to be taken as a result of the final FY11 findings will be agreed upon and implemented between the new incoming VP for F&O and the unit chiefs.
The VPFO will collaborate with department heads and assist them with formulating strategies for assessing customer service. Discussions will take place to determine the best measurements for assesSment and to determine if these strategies are in line with goals set forth by SHSU President.
Goal
Encourage Units To Actively Participate In Local, State And National Organizations.
Encourage units to actively participate in local, state and national organizations.
Objective
Participation In Professional Organizations
Determine whether units have appropriate staff participating in professional organizations.
Indicator
Meta-Review: Staff Participation In Local, State, And National Organizations
The VP of Finance and Operations will conduct a meta-review of staff participation in local, state, and national organizations. Results (findings) along with the methods by which results were obtained (indicators) will be examined for validity, and completeness in relation to ascertaining the stated objective.
Criterion
Evidence Of Successful Findings: Staff Participation In Local, State, And National Organizations
Criteria for successful findings will be specified at the level given by the individual unit.
Facilities Management #1 Criterion: Raise $1,750 for Walker County Fair Livestock Auction.
Information Resources #1 Criterion: 100% of Information Resources units will take part in conferences/events during the 2011 Fiscal Year. #2 Criterion: Information Resources will target two presentations at a local, state or national event.
Finding
Meta-Review: Participation In Professional Organizations Findings
Facilities Management #1 Findings: Participation in the contributions for the Walker County Fair Auction was down this year for Facilities Management. While they did not reach there $1,750 target, they still contributed $1,000.
Information Resources During the 2011 fiscal year the Information Resources Department was moved out of the Finance and Operations Division. The former director of this department is now the VP of Information Resources.
Since only one unit still within the F&O Division was involved in this area of focus, meta-evaluation was not possible.
Action
Participation In Professional Organizations Actions
The outgoing Interim VP for F&O and the unit chiefs have been anticipating actions to be taken in the coming year to maintain or improve the desired performance of this objective within the constraints of the FY12 budget reductions. Final decisions about policy and practice changes or any other actions which need to be taken as a result of the final FY11 findings will be agreed upon and implemented between the new incoming VP for F&O and the unit chiefs.
Based upon economic conditions it is reasonable that contributions to charitable organizations declined and the target was not achieved. Unit chiefs along with VPFO will examine and re-assess this objective to determine practicality and alignment with Presidential strategic plan goals.
Goal
Enhance Staff Development And University Community Through Training.
Enhance staff development and university community through training.
Objective
Review Training Processes
Review SHSU training and development process.
Indicator
Meta-Review: Training And Development Processes
The VP of Finance and Operations will conduct a meta-review of training and development processes throughout the Division. Results (findings) along with the methods by which results were obtained (indicators) will be examined for validity, and completeness in relation to ascertaining the stated objective.
Criterion
Evidence Of Successful Findings: Training And Development Processes
Criteria for successful findings will be specified at the level given by the individual unit.
Controller's Office #1Criterion: Payroll Office will take primary responsibility in training employees in the use of Banner Self-Service as a "one-stop shop" for all their employment information.
Human Resources #1Criterion: Increase the number of training sessions offered by Human Resources by 10% over last year. Last year, HR offered 49 training sessions, 45 new employees benefit orientation group sessions, and 39 additional one-on-one orientation sessions.
Finding
Meta-Review: Training And Development Processes Findings
Controller's Office #1Finding: The Payroll Office took a "train the trainer" approach by introducing the employee portion of Banner Self-Service to department support personnel. In addition, a high-level reference guide was developed and placed on the Payroll Office website to assist departments in training their personnel. Ongoing training is held semi-monthly for newly hired employees as well as allow "booster" sessions for those that may have already received training, but need additional assistance.
Human Resources #1 Finding: Human Resources offered 71 training sessions on Banner HR/Payroll, PeopleAdmin, Confidentiality, E-verify, Form I-9, Employee Hiring, Employee Relations and Employee Leaves. HR facilitated the training of 209 other Banner related training sessions. New employee benefit orientation group sessions totaled 38 with an additional 84 one-on-one orientation sessions. Comparing the scheduled training and orientation sessions for FY 2011 to the previous fiscal year, the increase exceeded 200%.
Action
Meta-Review: Training And Development Processes Actions
The outgoing Interim VP for F&O and the unit chiefs have been anticipating actions to be taken in the coming year to maintain or improve the desired performance of this objective within the constraints of the FY12 budget reductions. Final decisions about policy and practice changes or any other actions which need to be taken as a result of the final FY11 findings will be agreed upon and implemented between the new incoming VP for F&O and the unit chiefs.
The new ERP system at SHSU has been fully implemented and while many employees have been successfully trained, the VPFO, the AVP for Financial Services and direct reports will analyze together the on-going need for employee training in the areas of HR/Payroll. They will establish strategies for ensuring continued success of providing training to campus employees when needed.
The VPFO in conjunction with direct reports will review strategies to improve the implementation process as well as align divisional goals with the newly adopted Presidential Strategic Plan Goals.
Goal
Actively Pursue Approaches To Recruit And Retain Quality Staff
Actively pursue approaches to recruit and retain quality staff
Objective
Support Recruiting And Retention Activities
Support unit plans for recruiting and retention activities.
Indicator
Meta-Review: Recruitment And Retention Of Quality Staff
The VP of Finance and Operations will conduct a meta-review of recruitment and retention processes throughout the Division. Results (findings) along with the methods by which results were obtained (indicators) will be examined for validity, and completeness in relation to ascertaining the stated objective.
Criterion
Evidence Of Successful Findings: Recruitment And Retention Of Quality Staff
Criteria for successful findings will be specified at the level given by the individual unit.
Budget and Operations #1 Criterion: Fill all open positions with very competent personnel, while remaining within the prevailing constraints of salary budgets.
Facilities and Management #1 Criterion: The previous year's criterion was to send 20% of the employees to conferences, seminars, or training programs. This was achieved and therefore our criterion for this period was increased to 25% participation.
Human Resources #1 Criterion: Increase the number of training sessions offered by Human Resources by 10% over last year. Last year, HR offered 49 training sessions, 45 new employees benefit orientation group sessions, and 39 additional one-on-one orientation sessions. #2 Criterion: Human Resources will process 100% of job postings received and post the job openings within 3-5 days after receiving an approved job posting request.
Finding
Meta-Review: Recruitment And Retention Of Quality Staff Findings
Budget and Operations #1 Finding: Both graduate analyst position were filled by competent graduate students. Both hires were done within budget.
Facilities Management #1 Finding: Forty-Four (44) employees or about 26 percent of the staff have attended some form of professional development through the close of FY 2011.
Human Resources #1 Finding: Human Resources offered 71 training sessions on Banner HR/Payroll, PeopleAdmin, Confidentiality, E-verify, Form I-9, Employee Hiring, Employee Relations and Employee Leaves. HR facilitated the training of 209 other Banner related training sessions. New employee benefit orientation group sessions totaled 38 with an additional 84 one-on-one orientation sessions. Comparing the scheduled training and orientation sessions for FY 2011 to the previous fiscal year, the increase exceeded 200%. #2 Finding: Human Resources processed 100% of the job postings received within 3-5 days after receiving an approved job request.
Action
Meta-Review: Recruitment And Retention Of Quality Staff Actions
The outgoing Interim VP for F&O and the unit chiefs have been anticipating actions to be taken in the coming year to maintain or improve the desired performance of this objective within the constraints of the FY12 budget reductions. Final decisions about policy and practice changes or any other actions which need to be taken as a result of the final FY11 findings will be agreed upon and implemented between the new incoming VP for F&O and the unit chiefs.
The meta analysis conducted by the VPFO concluded that 100% of the units achieved their recruiting and retention objective and 3 of the 4 were directly related. Recruitment and retention of competent personnel is of extreme importance and the VPFO will examine processes, strategies and criteria in order to maintain our current success within this objective. The VPFO will meet with department heads to re-asses and make policy changes, if necessary during FY2012.
Goal
Enhance Link Between Planning And Budgeting As Well As Determining Resources Needs And Uses Both Short And Long Term.
Enhance link between planning and budgeting as well as the determining resources needs and uses both short and long term.
Objective
Update Operating Budget Process
Update operating budget process for longer term approach. Revise process for creation of operating budgets. Introduce greater transparency and involvement of executive academic leaders and executive office directors in the process of building the subsequent year's operating budget.
Indicator
Conduct High Level Evaluation Of Process And Outcomes
Maintain oversight of assessments encompassing satisfaction With process and timeliness of the process initiated to obtain strategic input of authentic university goals and objectives as well as political buy-in in relation and reasonableness and correctness of the new operational budget
Criterion
Multiple Criteria
Multifaceted assessments require will engage multiple criteria as appropriate: -75% of participants' perceptions of the revised process with regard to the productivity of the process, the successfulness of the outcome and their satisfaction with the experience will be positive. These results will be obtained through collection of prompted, structured feedback in Informal focus groups -The budget resulting from the project will meet required standards and requirements for timely completion.
Finding
Update Operating Budget Process Findings
While over 75% of participants perceptions of the revised process with regard to the productivity of the process, the successfulness of the outcome and their satisfaction with the experience were positive, in the face of budgets cuts many have voiced concerns.
The FY 2012 budget was submitted on time and was approved by the TSUS board of regents at the August 2011 meeting.
Action
Update Operating Budget Process Actions
The outgoing Interim VP for F&O and the unit chiefs have been anticipating actions to be taken in the coming year to maintain or improve the desired performance of this objective within the constraints of the FY12 budget reductions. Final decisions about policy and practice changes or any other actions which need to be taken as a result of the final FY11 findings will be agreed upon and implemented between the new incoming VP for F&O and the unit chiefs.
Objective
Define Models For Analysis
Define models to enhance analysis of data for improved decision making.
Indicator
Assess Budget Projections Created With New Models
Budget projections for FY11 that were generated with new models will be assessed for reasonableness while in formulation and will be tested against actuality in FY2011. Interim judgments re. the reasonableness of budget projections created with new models will be made by the Director of Budget, the Associate VP for Budget and Operations and the Vice President of Finance and Operations, with input from financial operations representatives and executive managers across the university.
Criterion
Budget Projections To Be Judged Reasonable And Fy11 Test Vs. Actuality In FY11
In final phases of testing new models the FY11 budget projections will be judged reasonable by the Director of Budget, the Associate VP for Budget and Operations and the Vice President of Finance and Operations, reflecting input from financial operations representatives and executive managers across the university. When tested against the FY 11 actuality, the Fy11 budget projected from new models will prove to be reasonably accurate.
Finding
Accuracy Of Budget Projections From New Models
After reviewing the actual FY 11 budget and comparing to projected budget, the budget Office and this Office have concluded that the projection was reasonably accurate. Variance between projected and actual budget items was within acceptable ranges and evidence of both projected calculations and actual budget figures are available from the Budget Office director.
Action
Budget Projections Actions
The outgoing Interim VP for F&O and the unit chiefs have been anticipating actions to be taken in the coming year to maintain or improve the desired performance of this objective within the constraints of the FY12 budget reductions. Final decisions about policy and practice changes or any other actions which need to be taken as a result of the final FY11 findings will be agreed upon and implemented between the new incoming VP for F&O and the unit chiefs.
The VPFO, AVP for Financial Services and Budget director will analyze models used in FY 2011 and re-evaluate strategies and ways in which to improve budget decision making. Collaboration will also include methods and models to improve accuracy in formulating budget projections.
Goal
Develop Strategies To Improve Revenues And Net Revenues For Units With That Functionality
Develop strategies to improve revenues and net revenues for units with that functionality.
Objective
Encourage Improvement Of Revenue Approaches
Encourage auxiliaries to develop improved net revenue approaches. Support strategies that promote average net income of 5% from Auxiliary Services. Support and monitor strategies to increase revenue from Auxiliary Services.
Indicator
Review 2011 Income And Expenses To Assess Average Net Income
Review 2011 income and expenses To assess average net income attained by Auxiliary Services units
Criterion
Achieve Average Net Income Target Of 5%
Achieve Average Net Income target of 5% - a very respectable net income by business standards appropriate for auxiliary units operating within a university.
Finding
Revenue Projection
After final reckoning at the end of the fiscal year, neither of the two auxiliary units will meet this year's goal of achieving a 5% net income target.
Indicator
Overview Of Auxiliary Services 2011 Revenue Assessment
Auxiliary Services units' 2011 revenues will be reviewed and assessed at the close of the fiscal 2011 year in relation to last year's revenues
Criterion
Combined Revenue Increase Of At Least 2%
Combined Revenue Increase Of At Least 2% The combined Revenues of all Auxiliary Services Units will increase by at least 2% over last year's revenue
Finding
Revenues For Auxiliaries
Throughout the year, Auxiliary Dept heads have been relating interim evidence of reduced revenue and have been discussing known and suspected circumstances for reductions. After final reckoning at the end of the fiscal year, both auxiliary units will fail to meet this year's goal of increasing revenue by 2% over FY10.
Action
Revenue Approaches Actions
The outgoing Interim VP for F&O and the unit chiefs have been anticipating actions to be taken in the coming year to maintain or improve the desired performance of this objective within the constraints of the FY12 budget reductions. Final decisions about policy and practice changes or any other actions which need to be taken as a result of the final FY11 findings will be agreed upon and implemented between the new incoming VP for F&O and the unit chiefs.
The VPFO will communicate and collaborate with the AVP for Business Services and auxiliary department heads to review strategies for increasing revenues within the auxiliary functions. This review may include potential policy updates. The VPFO will also re-evaluate the criteria and objectives to ensure alignment with the goals set forth by SHSU President for FY 2012.