uncg staff senate april 12, 2007

UNCG Staff SenateApril 12, 2007

President’s Advisory Committee on Efficiency and Effectiveness

(PACE)

Context of the UNC System

• Each campus like a small city with diverse services

• 65 million square feet in UNC System (17x world’s largest office building)

• Over 40,000 employees, +200,000 students• 3rd largest city in North Carolina• Over 53,000 beds (more than Chicago’s

hotel beds)• 18 million books (2nd largest after the

Library of Congress)

Understanding the Objective

• What is PACE?– President’s Advisory Committee on

Efficiency and Effectiveness– Last summer a cost study was

completed to allocate every dollar from all fund sources and assign every FTE to one of 55 functional categories using 2004-2005 data

PACE Cost Allocation

• Funds: General non General

• Functions: Core (3) – Instruction, Research, Public Service

Enabling (12) Enabling Activities (55)

• Expense Categories: EPA Core Faculty EPA Other Professional SPA Staff All Other Expenses

PACE Cost Allocation

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

Understanding the Objective

• Why are we doing this?

Optimize enabling functions at the University level

Leverage system strengths Modify or delete processes as needed

Facilities ManagementMetric: Expenditures per 10,000 gross square

feet

Source: PACE data; Facilities Inventory and Utilization Study Fall 2004 (HEFC); team analysis

• The condition and utilization of facilities varies across campuses

• Most campuses fall within a relatively tight range

• Different factors drive the outliers, e.g. power plant at ASU

• The condition and utilization of facilities varies across campuses

• Most campuses fall within a relatively tight range

• Different factors drive the outliers, e.g. power plant at ASU

ASU

ECSU

FSU

NCA&T

NCCUUNC-CH

UNCG

UNCP

UNCW

WCU

WSSUECU

UNCC

UNCA

NCSUNCSA

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

Total system expenditure = $488 millionTotal system expenditure = $488 million

Auxiliary ServicesMetric: Expenditures per 100 headcount of

student/employee index

Source: PACE data; Student Data File 2004-05 reported to IPEDS 2005; Personnel Data File Fall 2004; team analysis

• The variety of enabling sub-functions in this category make it very difficult to draw compelling conclusions

• We decided to take a deeper look at two of the larger sub-functions, Dining and Vending services and Bookstore, textbook rental, and other retail operations

• The variety of enabling sub-functions in this category make it very difficult to draw compelling conclusions

• We decided to take a deeper look at two of the larger sub-functions, Dining and Vending services and Bookstore, textbook rental, and other retail operations

ASU

ECSU

ECU

FSUNCA&T

NCCU

NCSA

NCSU

UNCC

UNC-CH

UNCG

UNCW

WCU

WSSU

UNCP

UNCA

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000


Academic Administration and SupportMetric: Expenditures per 100 headcount

students

Source: PACE data; Student Data File 2004-05 reported to IPEDS 2005; team analysis

• This function reflects resource decision-making on the campus level

• Demographics, number of disciplines and the size of the student body are all relevant variables

• This function reflects resource decision-making on the campus level

• Demographics, number of disciplines and the size of the student body are all relevant variables

ASU

ECSU

ECU

FSU

NCA&T

NCCU

NCSA

NCSU

UNCA

UNCC

UNC-CH

WCU

WSSU

UNCWUNCP

UNCG

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

$400,000

$450,000


Information TechnologyMetric: Expenditures per 100 headcount of

student/employee index

Source: PACE data; Student Data File 2004-05 reported to IPEDS 2005; Personnel Data File Fall 2004; team analysis

• Complexity drives costs. Therefore, diverse and particular research will demand a variety of systems and applications. One size does not fit all

• Complexity drives costs. Therefore, diverse and particular research will demand a variety of systems and applications. One size does not fit all

ASU

ECSU

ECU

NCA&T

NCCU

NCSA

NCSU

UNCA

UNCC

UNC-CH

UNCG

WCU

WSSU

FSU

UNCW

UNCP

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

$180,000

$200,000


Sponsored Project ActivitiesMetric: Expenditures in research/public

service per FTE employees in Sponsored Project Activities

Source: PACE data and team analysis

• Sponsored project activities are directly tied to the core functions of research and public service

• Some universities who are rapidly growing and developing these core functions will likely have more FTEs allocated in this area vis-à-vis older research universities

• Sponsored project activities are directly tied to the core functions of research and public service

• Some universities who are rapidly growing and developing these core functions will likely have more FTEs allocated in this area vis-à-vis older research universities

FSU

NCA&T

NCCU

NCSU

UNCG

WSSU

ASU

ECSU

UNC-CH

UNCC

UNCA

UNCW

WCU

ECU

NCSA

UNCP

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000


AdvancementMetric: Cost to raise a dollar

Source: PACE data; Voluntary Support of Education (VSE) 2005 survey; team analysis

• Universities with entrenched and mature development capabilities spend less to raise money

• Universities that are building up this enabling function will and are spending more money as they ramp up their giving efforts

• Universities with entrenched and mature development capabilities spend less to raise money

• Universities that are building up this enabling function will and are spending more money as they ramp up their giving efforts

ASU

ECSU

ECU

FSU

NCCU

NCSA

UNCAUNCG

UNCP

WCU

WSSUUNCW

UNC-CHNCSU

UNCCNCA&T

$0.00

$0.20

$0.40

$0.60

$0.80

$1.00

$1.20

$1.40

$1.60


Human ResourcesMetric: Ratio of issued W-2 forms to FTE

employees in Human Resources

Source: PACE data; W-2 data for fiscal 2004-05 reported by UNC campuses in July 2006; team analysis

• Metric is influenced by delegation of classification authority, e.g. campuses have varying position classification flexibility

• Payroll authority may also be a driver

• Metric is influenced by delegation of classification authority, e.g. campuses have varying position classification flexibility

• Payroll authority may also be a driver

ASU

ECSU

ECU

NCSA

NCSU

UNCA

UNCC

UNCW

WCU

UNCP

FSUNCCU

NCA&T

UNCG

UNC-CH

WSSU

0

50

100

150

200

250

300

350

400

450

500


Enrollment-Related ActivitiesMetric: Number FTE employees in Enrollment-Related

Activitiesper 100 headcount students


• Most campuses fall within a relatively narrow band with few outliers

• The two biggest outliers are two of the smallest schools

• Most campuses fall within a relatively narrow band with few outliers

• The two biggest outliers are two of the smallest schools

ECSU

NCSA

UNCA

UNCC

UNC-CH

WCU

WSSUNCSU UNCP

UNCW

FSU

ASU ECU NCA&T

NCCU UNCG

0.00

0.50

1.00

1.50

2.00

2.50

3.00


Student Service ActivitiesMetric: Number of FTE employees in Student Service Activities per 100 headcount students


• The array of student service activities varies by campus

• Student input is a key driver in determining that variety

• The array of student service activities varies by campus

• Student input is a key driver in determining that variety

ASU

NCSA

UNC-CH

WCU

WSSU

UNCP

UNCG

UNCC

UNCA

NCA&T

NCCU

ECSU

UNCW

ECU FSU

NCSU

0.0

0.2

0.4

0.6

0.8

1.0

1.2


Accountability ActivitiesMetric: Number of FTE employees in Accountability

Activities per 100 employee headcount

Source: PACE data; Personnel Data File Fall 2004; team analysis

• These activities reflect the outside requirements placed on the campuses by GA, the General Assembly and the BOG

• Some campuses can respond more efficiently to these attendant processes

• These activities reflect the outside requirements placed on the campuses by GA, the General Assembly and the BOG

• Some campuses can respond more efficiently to these attendant processes

ASU

ECSU

ECU UNCA

UNCC

UNC-CH

UNCP

UNCW

WCU

WSSU

FSUNCA&T

NCCU

NCSA

NCSUUNCG

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50


UNCG Total Expenses

Source: PACE data

Core Functions45%

Academic Administration and Support

7%

Advancement activities2%

Auxiliary Services8%

Enrollment related activities

8%

External activities1%

Facilities Management11%

Fiscal activities5%

Human Resources1%

Information Technology7%

Student service activities3%

Accountability activities1%

Sponsored Project activities

1%

Total expenditures = $251,332,486

Areas Identified for Further Analysis at UNCG

• Payroll Processing

• Admissions

• Alumni

UNCG Cuts 1998-99 through 2005-06

• Permanent - $12.3 million

• One Time - $18.8 million

UNCG Initiatives

• Cost avoidance – $1,642,000– ESCO – energy savings plan– HEAT – Higher Education Area Transit, so that

more parking does not have to be built– Reduced debt service payment by refinancing– Student credit card payments to eliminate

merchant fees paid by UNCG– Switched to new P-card provider for higher

rebates– Streamline travel to reduce time spent filing

for reimbursement and increase use of P-card

UNCG Initiatives

• Savings - $1,140,500– Telephone Services provide $250,000 for Graduate

Assistantships– Eliminated positions in Business Affairs, Police, Human

Resources offices– Mandated Direct Deposit– Eliminated petty cash and travel advances– Purchased telephones, rather than renting them year

after year– Lumped purchases together in order to get maximum

discount for computers– Combined newspaper ads for positions – Cell phone replace desk phones

How Will Savings be Used in 2007-2008?

• Directed to “core” functions; $500,000 provided for Graduate Assistants

• Added to $1.3 from Academic Affairs vacant positions held in Provost Office

• Other initiatives generate savings in later years

UNCG Goal

• Chancellor set $4 million goal in savings and avoidance

• Identified $2.4 savings including $1.3 from Academic Affairs

• Identified $1.6 avoidance

UNC System-wide Working Groups

• Academic Administration• Auxiliaries• Construction/Leasing• Facilities Management• Human Resources• Information Technology• Other Barriers

What Can You Do?

• Look at how your department spends its budget

• Better way to do things?• Web page of ideas?• Change in mindset

– 2-sided copies– Share subscriptions and other ‘on-going’ costs– Determine if fax machines necessary– Determine if cell phones are being used– Energy awareness program

• Let me know

uncg staff senate april 12, 2007

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