Presentation to the Strategic Budget & Planning Council June 16, 2010

1. Presentationto theStrategic Budget & Planning CouncilJune 16, 2010

2. Divisional Mission and Goals

3. Divisional Mission • Provide business, finance, facilities, public safety, human resource and planning support • in the most efficient and effective manner • to further the mission and goals of the University as a 21st century institution based on • research and experiential learning, • focused on global education,  • fostering inclusion and community and • deeply rooted in technology as tools for success.

4. Divisional Goals We are committed to • Developing and supporting innovative solutions to challenging problems through sound financial planning and management practices, • Enabling the development and enhancement of effective and innovative business practices and systems • Ensuring proper planning, design, construction, maintenance, and operation of the university physical assets and providing a sustainable and attractive campus environment,

5. Divisional Goals • d. Assuring a safe and supportive campus environment complying with all public safety regulations • e. Providing essential human resource functions and support which recognizes complex work life issues and promotes an inclusive and diverse workplace • f. Providing efficient accounting and auditing processes in strict compliance with government practices and highest ethical stds. • g. Promoting collaborative efforts between the University, other educational entities and private and non-profit enterprises

6. Strategic Issues

7. Organizational Chart ADMINISTRATION & FINANCE

8. ADMINISTRATION & FINANCE (continued)

9. ADMINISTRATION & FINANCE (continued)

10. Streamlining Improvements P- Cards Limited Value Purchase Orders On-line HR applications Student Refund –through Higher One Payroll – Overtime transfers Cell Phone Stipend On-line Travel Booking On-line Requisitions

11. Streamlining and Cost Reduction

12. Controller’s Office FTEs (all funds)

13. Controller’s Office Overtime –Fund 100 only

14. Internal Audit

15. Campus Planning and Design

16. Facilities • Cleaning Staffing Levels • APPA Standards • Level 1 - Orderly Spotlessness • Level 2 - Ordinary Tidiness • Level 3 - Casual Inattention • Level 4 - Moderate Dinginess • Level 5 - Unkempt Neglect • University of Rhode Island = Level 3.25 +/-

17. Facilities

18. ROPASM Return on Physical Assets University of Rhode Island August 6, 2008

19. Comparison Institutions Comparative Considerations Size, technical complexity, region, geographic location, and setting are all factors included in the selection of peer institutions

20. GSF Kingston Campus Profile – FY07153 Buildings – 4.1MGSF • Renovations since 1980 have modestly shifted the age profile. Nonetheless, 74% of campus space is still over 25 years old.

21. URI Kingston Campus Profile – FY07 153 Buildings – 4.1M GSF • The age distribution across URI’s departments is varied, with Athletics having the youngest profile and the Academic/Administrative space having the oldest profile.

22. Equilibrium Need Target Need Annual Deferral Increases Reinvestment Need Setting Goals to Arrest the Rate of Asset Deterioration Total $ (in Millions) Intentional Deferral Unintentional Deferral FY07: $14.9M Totals: $37.51M $20.07M $4.30M $3.15M $4.26M $5.19M • Annual Stewardship Calculation Includes: • Funds designated as recurring capital: Asset Protection and Fund Balance (Auxiliaries & Housing) Expenditures • Planned Maintenance spending within the operating budget

23. Chasing a Moving Target Recurring Funding Is Not Keeping Pace with Campus Growth & Inflation FY2007 With $5.2M of recurring funding in FY08, URI will fund only 17% of the target needs on campus. Sightlines Database Average= 35.4%

24. Total Campus Asset Reinvestment Backlog FY07 Asset Reinvestment Backlog $2 $101M • Total Building Need estimates are based on 3 year average deferral rate to Equilibrium.

25. Total Campus Backlog Compared to PeersEstimated Asset Reinvestment Backlog FY2007

26. Chasing a Moving Target Recurring Funding Has Not Keep Pace with Campus Growth & Inflation Total $ (in Millions) Annual Deferral increases Backlog of repair needs on campus $16.7M $14.9M $12.4M Since FY2004, the addition of new facilities and inflation has increased the stewardship need by 21%

27. Strategic Initiatives FY 2012 Requests

28. Goal - Enabling the development and enhancement of effective and innovative business practices • Strategic Initiatives: • Electronic Payroll System $250,000 • PeopleSoft Billing /ReceivableModule $125,000 • On-Line Payment System $ 10,000

29. Goal - Ensuring proper planning, design, construction, maintenance, and operation of the university physical assets. • Strategic Initiatives: • Capital Project Management $ 265,000 • New Building Janitorial/Maintenance $ 383,000 • Roosevelt Hall $3,400,000

30. Goal - Assuring a safe and supportive campus environment complying with governmental, environmental and public safety regulations. Strategic Initiatives Bio-Safety Management $117,000

31. Goal - Providing efficient accounting and auditing processes in strict compliance with state and federal government practices and requirements and based on the highest ethical practices and standards Strategic Initiatives Senior Auditor $112,000

32. Goal –Providing essential human resource functions and support which recognizes complex work life issues and promotes an inclusive and diverse workplace. • Strategic Initiatives: • Employee Specialists $106,000 • Employee Wellness Program $10,000 • Professional Development $16,000

33. Priorities Building Janitorial and Maintenance $ 383,000 PeopleSoft Billing/Receivable Module $ 125,000 Electronic Payroll System $ 250,000 Auditor $ 112,000 Capital Project Management $ 265,000 Bio-Safety Management $ 117,000 Employee Specialists $ 106,000 Employee Wellness Program $ 10,000 Professional Development $ 16,000 On-Line Payment System $ 20,000 Total $ 1,404,000

34. Presentationto theStrategic Budget & Planning CouncilJune 16, 2010