Winter 2018 - Budget Allocation Increase Requests & Supplem…

Amount Requested

Recommended amount

Initial Requests: submitted by January 26, 2018

BASC Recommend.

Comments

Description

Tier

The committee unanimously supported this student health initiative.

(1) Increase one, 10-month, counselor position - $69,830 (2) Establish funds for contracted psychiatrist - $20,000

Office of the Dean of Student Success Priority #1 - SMACC

Fund

89,930

Tier 1

89,930

(1) Move the Learning Commons' Director and Math Coordinator positions to permanently funded positions - $170,000 (2) Long-term funding for the Math Bridge Program $56,000 (3) Funding for PALs (Peer-Assisted Learning) expansion to increase Student Success in Gateway/Foundational courses for majors $42,000 Increase the graduate assistant stipend salary for about half of the total allocated positions from the SGSR (~56) to cover our least competitive stipends in STEM programs, in high ROI instructor of record positions in the arts and humanities, as well as in high growth/demand programs like ITAM (and potentially engineering and business).

The committee recommended that the funding request for the Summer Math Bridge Program be resubmitted for FY20 when preliminary analysis of the success of the pilot program on reducing the need to take developmental courses in Math is available. The committee strongly supported the other retention initiatives.

Office of the Dean of Student Success Priority #2 - Learning Commons

Fund

268,000

Tier 1

212,000

The committee supported this request unanimously as a student support initiative as a long overdue increase in graduate stipends to ensure competitive graduate programs. The committee recognizes that increasing the salary to a level comparable to local police forces is a necessary retention effort, especially as the investment in training the The committee believed that the funding exists for this unfunded mandated within the Provost's Office. The committee has identified this request as a structural issue within the overall budget: The position being vacated and requested to be refilled is currently funded by Human Resources. The committee suggest moving

School of Graduate Studies & Research

Fund

142,140

Tier 1

142,140

University Police & Parking Services - Officer Salary Equity Increase

Assist in obtaining salary equity adjutments for CWU police officers.

Fund

50,000

Tier 1

50,000

Fund the Faculty Development increase per the recently approved CBA

Academic & Student Life

Do not fund

168,000

Fund an Assistant Director of Disability Services, replacing a vacancy based on a retirement.

Office of the Dean of Student Success Priority #3 - Disability Services

Do not fund

77,375

(1) For A Regional Admissions Counselor To Be Based In The Spokane Area. This Position Will Increase Recruitment From This Large Population Center And Surrounding Areas - $67,000 (2) To Support Operational Expenses For Out-Of- State Recruitment. The Majority Of Out Of State Recruitment Efforts Will Cease As We Do Not Project To Have Funding In Our Fy19 Budget Operational Budget For These Activities - $85,000 Due to my departmental budget of $132,500 given to EH&S and $56,000 to the police for their salaried positions before my arrival, I need $136,324 for two positions to carry out the Cabinet and President's mandate that I have been given. One position is earmarked for providing support for the data warehouse (which is a project with Presidential priority) and the second position is earmarked to provide responses to an onslaught of requests and support for the university community. The department is understaffed for what the Cabinet has mandated the department to carry out.

The committee prefered to fund this as a pilot program and suggested Enrollment Management (EM) submits the request again with data to support pilot contributed to increased new enrollments. Additionally it was felt that within 2 years external contracts will expire and EM will have funding to cover these staff positions.

Fund for 2 years if possible

Enrollment Management - Admissions

152,000

Tier 2

152,000

The committee suggested that both Institutional Effectiveness funding requests be dealt with internal to the Operations Division upon the hiring of a new VP for this division. The committee was split on this request. This initiative supports increased enrollment and retention of veterans and family members. However, there were questions as to the The committee recognized the importance of competitive wages for advising staff as part of CWU's overall retention efforts.

Institutional Effectiveness - Operations

Do not fund

136,324

Fund if possible with reservations

Create a dedicated position as the school certifying official. (Recommendation from the External-Program review)

Office of the Dean of Student Success Priority #5 -Veterans Center

62,740

Tier 3

62,740

Office of the Dean of Student Success Priority #4 - Advising

Fund if possible

85,000

Tier 2

85,000

Move Academic Advisors to 12 months

The committee determined that if Tier 2 funding for Student Success (SS) priority #4 were available, this would mitigate the need The committee felt that this request overlapped with the Inclusivity & Diversity request. It was suggested that a collaborative and concerted effort for diversity hires The committee suggested that both Institutional Effectiveness funding requests be dealt with internal to the Operations Division upon the hiring of a new VP for this division. Moreover this particular request for Goods & Services was confusing based on the size of the unit and the need for continual computer replacements. The committee felt that funding for KITTCOM 911 already exists within 148 funds. There was a reference to a 10-year parking maintenance plan requiring funding reserves for future endeavors, but it was not included to support this request. The committee felt that the timing of this request was premature based since the alumni director position in CAH has yet to be filled and determined as impactful. The Deans indicated that they would prefer to fund this The committee felt that this request overlapped with the Human Resources - DOS request. It was suggested that a collaborative and concerted effort for diversity hires include the colleges. In addition, the committee felt that this proposal was unclear. In particular, the goals were not well articulated nor was there a specific The committee felt that this proposal would have little impact on either student success or risk mitigation. The committee suggested that this project span several years and that Library Services submit an allocation increase request that reflects such a plan or look to external The committee believed that while this unit serves to mitigate risk within the University, the recent expansion of staff within the unit upends the balance of funding within the division. See comments for Institutional The committee felt that this proposal would have little return on investment and have little impact on risk mitigation. It appeared that funding exists within The committee deemed this request not to be mission critical and would have little impact on students.

One current First Year & Exploratory Academic Advisor position funded through 6/30/18

Office of the Dean of Student Success Priority #6 - Exploratory Advisor

Do not fund

51,968

Human Resources - Diversity

Do not fund

96,913

Hire a Diversity Outreach Specialist.

For Goods and Services to replace PC's that will be powerful and capable enough to run applications as SAS and GIS. Currently the department owns PC's that are marginal at handling those types of applications. The funds will also be used for professional development of the staff and training. This request will be used to pay for the 911 support that we have on campus. For years the fee that we are charged for 911 support has been paid for by the parking fund. In an attempt to reduce the reliance on the parking fund for the system access we are making this request. New Alumni Engagement Officer Positions In COTS, CEPS, COB --- $100,000 Per Position ($60,000 Salary, $20,000 Benefit, $20,000 Travel Budget) The cost of this support includes the following: 911 dispatching support for police officers, police records management system support (Spillman), dispatching services and records management support for Clery reporting purposes. Having a professional dispatcher taking the 911 call provides the callers (faculty, staff and students) with Funds to maintain the Enterprise Learning Module (ELM) in PeopleSoft (1) Request to convert the current .5 FTE Associate Dean to 1.0 FTE (2) Fund a single conversion of the serial holdings to digital format rather than a five year plan. Conduct interdepartmental trainings and increase technological resources to make inspection audits more efficient and effective.

Institutional Effectiveness - Goods & Services

Do not fund

25,000

University Police & Parking Services - KITTCOM 911

Do not fund

100,000

University Advancement

Do not fund

300,000

Inclusivity & Diversity

Do not fund

75,000

Human Resources - ELM

Do not fund

19,635

University Libraries

Do not fund

802,796

Environmental Health & Safety

Do not fund

90,000

Department of Athletics - Head Trainer Hire a Head Athletic Trainer

Do not fund

70,682

Finance & Business Auxiliaries

Do not fund

Hire two fiscal analyst 2.

111,578

Late Requests:

Amount Requested

Recommendat ion

Recommended amount

Initial Requests: submitted by

Comments

Tier

This proposal was submitted past the deadline of

Hire Website Director, Technical Support, Web Designer, Assistant Marketing/Communications Brand Manager and Associate Vice President Funds will be used to pay the rental fee for the Department of Athletics to utilize the soon to be constructed Recreation Expansion, i.e., Track & Field Venue.

January 26. The committee did not rank this proposal, but it's median score of 27 indicates a lack of support.

Public Affairs

Do not fund

600,000

This proposal was submitted past the deadline of January 26. The committee did not rank this proposal, but it's median score of 25 indicates a lack of support.

Department of Athletics - Track Rental Fee

Do not fund

80,000

To Hire Two Financial Aid Counselor/Coach Positions. The Positions Would Assist In Coaching New Students Through The Financial Aid Process. We Have About 50% First-Generation Students Admitted To CWU. Due To Changes In Federal Regulations, We've Seen A Larger Workload (Doubled) In Verifications And Document Processing. This Creates Larger Wait Times Being Able To Meet With A Counselor And In Processing Which Impacts The Ability For Students To Attend CWU. The coach position would be outreaching and communicating to students their progress and help facilitate from start to finish.

This proposal was submitted past the deadline of January 26. The committee recognized the need for additional support for students seeking financial assistance and supported funding half of this requests as a retention initiative.

Fund one position if possible

Student Financial Services

140,000

Tier 2

70,000

Tier 1 Tier 2 Tier 3

3,795,081

$ $

494,070 307,000

62,740

FY19 Allocation Increase Request Form

Unit: Admissions

Budget Owner: Josh Hibbard

Budget Owner E-mail Address: Josh.Hibbard@Cwu.Edu FY19 Allocation Increase Amount: $152,000

One-time

XContinuous

 All requests should also include a full itemized budget breakdown for the previous 3 years as well as the forecasted budget for FY19. These will be provided to you by January 10, 2018.  Requests shall be no longer than 5 pages, not including the required budget breakdown, the forecasted FY19 budget or the required cover sheet.  Completed Budget Summit PowerPoints, Budget Reports and Allocation Increase Requests are due to Linda Hoff by 5:00p.m., January 26, 2018. 1. What will the funds be used for? Priority #1 - $67,000 For A Regional Admissions Counselor To Be Based In The Spokane Area. This Position Will Increase Recruitment From This Large Population Center And Surrounding Areas. Priority #2 - $85,000 To Support Operational Expenses For Out-Of-State Recruitment. The Majority Of Out Of State Recruitment Efforts Will Cease As We Do Not Project To Have Funding In Our Fy19 Budget Operational Budget For These Activities. 2. How does this use align with the University’s strategic plan? Specifically, how will these funds support one or more of CWU’s core themes? a. Teaching and Learning Inceasing Our Out-Of-State Students Will Provide More Students To Teach And Learn And Help Fund Educational And Operational Expenses. Out Of State Students Typically Generate More Revenue For The University Over An In State Student Due The Out Of State Tuition Rates. b. Inclusiveness and Diversity Many Of The Out Of State Areas We Target Contain Diverse Populations, Such As Alaska, Hawaii, And California. In Addition, Enrolling Students From Non-Washington States Increases Diversity Of Thought As These Students Bring Unique Perspectives.

c. Scholarship and Creative Expression

d. Public Service and Community Engagement Much of what we do in admissions and enrollment management support community engagement. Funding the Regional Staff member will increase Central's presense in Eastern Washington. Funding the out-of-state travel will increase the prestige and name recogition of CWU to other states outside of Washington. e. Resource Development and Stewardship

Out Of State Recruitment Helps Ensure Alternative Funding Sources For The University As Out Of State Tuition Is Significantly Higher Than Instate Tuition.

3. What efforts have there been to find these funds within the requesting unit or your VP’s division? Include documentation to that effect. Both Budget Summit Reports From Enrollment Management And Student Financial Services Provide Documentation To This Effect. 4. What funds from within the requesting unit are being allocated towards this effort? Current Fiscal Year, ~85,000 Was Dedicated To Out Of State Recruitment. If Revenue Projections For FY19 Are Accurate, Funding For Out Of State Recruitment Will Be Limited To Distances We Are Able To Drive To, Limiting Recruitment To Parts Of Idaho And Oregon. 5. Does the requesting unit have external revenue* or internal reimbursement streams? Yes If so: a) Where does it come from? Admissions Operating Expenses Are Paid Through Application Fee Revenue. b) What efforts have been made to increase the requesting unit’s revenue generation? The Revenue Generation For Enrollment Management Is From Application Fees. While Our Applications Continue To Increase Year Over Year, The Revenue We Generate Does Not Increase At The Same Rate. This Is Due To Application Fee Waivers. It Would Appear That Our Fee Waivers Are Increasing At A Higher Rate Than In The Past. This Is Likely Due To The Population We Are Recruiting. This Is A Challenge For Our Operating Self-Support Fund, As We Are Serving More And More Students, But Our Operating Budget Is Not Growing At The Same Rate. Although It Is A Fiscal Challenge, It Also Appears To Be A Positive Indicator That We Are Serving A Larger Portion Of Low-Income Students Each Year. If These Trends Continue, We Will Need To Identify Other Revenue Sources To Provide The Level Of Service Required To Serve This Population And Achieve Our Enrollment Goals. c) How much of the unit’s external revenue or internal reimbursement will be devoted towards this effort? The Operating Expenses For The Additional Staff Position Will Be Devoted From The Unit, Including Equiptment, Travel, Materials, And Traing, To Name A Few. *External revenue is generated from products/sales to persons/entities external to the Central community. 6. Did any of the units within the requestor’s division have carry-forward last year? What efforts have been made to reallocate these funds towards this effort? All Carry-Forward From Enrollment Management Will Be Used. Student Financial Services Will Carry Forward Some Reserves, But This Carry-Forward Is Allready Allocated.

7. How will this allocation affect CWU faculty, staff and students? How will it impact recruitment and retention?

This Allocation Is In Direct Support Of Our Ability To Achieve Our Recruitment Goals. 100% Of This Allocation Will Be Dedicated To Impacting Recruitment.

Supplemental Information for Admissions/Enrollment Management Allocation Request

Prepared by Josh Hibbard (josh.hibbard@cwu.edu)

Dear Allocations Sub-Committee,

Thank you for considering this important allocation increase request. I appreciate the time and commitment you have given to this process. I am aware of a number of noteworthy allocations requests and your selection process will not be an easy one. Below you will find the additional information requested, along with a more detailed explanation of the recruitment strategy tied to the position request. I am confident you will see the importance of this position, how it supports Central’s enrollment goals, and that this position will be a “good investment” in the fiscal health of the university.

Brief Description:

As was outlined in the FY19 Allocation Increase Form, Enrollment Management is requesting an additional Regional Admissions Counselor to increase our recruiting in Eastern Washington and surrounding areas (Idaho/Eastern Oregon). To be clear, we are currently recruiting in the Eastern Washington Region. This region is being covered by one of our Ellensburg-based Admissions Counselors. Approving this allocation request would not only increase our recruitment efforts in the Eastern Washington Region, but permit our Ellensburg-based Admissions Counselors to increase recruitment efforts in Central Washington. Increasing our focus on our surrounding region, especially from Wenatchee to Yakima, supports admissions’ strategic efforts to increase our presence and public relations with our local communities. Additionally, this position will not only enable us reach additional prospects through attending more recruitment events, but it will also assist in managing our significantly growing caseload of applicants. From Fall 2015 to Fall 2017, we have experienced a 52% increase in applications. For many of our employees, this directly increases their workload. We are projecting an additional increase for Fall 2018. Stated quite simply, our admissions department cannot maintain our service level expectations, which reflects poorly on the department and Central Washington University. This position will help improve our level of service to our prospective students, applicants, and admitted students.

Admissions Organizational Chart

Josh Hibbard (AVP)

Myndee Ronning (Assistant Director - Admissions)

Matthew Cziske (Assistant Director - Admissions)

Brittney Mailhot (Admissions Counselor)

Sidney Lim (Admissions Counselor)

Octavio Garcia-Ruiz (Admissions Counselor)

Shannon Glenn (Admissions Counselor)

Open (Admissions Counselor)

Andres Moreno - Assistant Director - Visitation Programs)

JoAnn Page (Assistant Director - Processing)

Lauren Butler (Program Support Supervisor)

Jonathan Gordon (Program Assistant)

Bobbi Broderius (Program Assistant)

(19 Student Employees)

Susan Magoon (Program Assistant)

Lucille Rolfe (Program Assistant)

9 Student Employees

Jessica Willette (Secretary Senior)

2018 Applications by region (Year to Date for Fall 2018 Quarter)

FY19 Allocation Increase Request Form

Unit: Athletics

Budget Owner: Dennis Francois

Budget Owner E-mail Address: dennis.francois@cwu.edu FY19 Allocation Increase Amount: $70,682

One-time

X Continuous

1. What will the funds be used for? Hiring of a Head Athletic Trainer position.

Base Salary: $50,000 Benefits: $20,682 (19.5% plus $10,932 for healthcare) Total Request: $70,682

2. How does this use align with the University’s strategic plan? Specifically, how will these funds support one or more of CWU’s core themes?

With the Safety of our students being a core value of the University, the Head Athletic Trainer is responsible for the leading the athletic training staff which is responsible for providing our student- athletes with the best methods and modalities that assists in injury prevention, treatment, and rehabilitation.

a. Teaching and Learning

This request directly support the University’s Teaching and Learning core theme by supporting our student-athletes and their success in the co-curricular programing of athletics.

b. Inclusiveness and Diversity

c. Scholarship and Creative Expression

d. Public Service and Community Engagement

e. Resource Development and Stewardship

3. What efforts have there been to find these funds within the requesting unit or your VP’s division? Include documentation to that effect.

In FY17, this position was funded through department savings. In FY18, this position was funded by the University on a one-time basis, with the understanding that athletics would request it again for FY19.

4. What funds from within the requesting unit are being allocated towards this effort? None

5. Does the requesting unit have external revenue* or internal reimbursement streams? Yes If so: a) Where does it come from? Corporate Sponsorships, Ticketing, Licensing, Game Guarantees, and Private Donations b) What efforts have been made to increase the requesting unit’s revenue generation? Extensive efforts have been made in growing revenue streams in all of the aforementioned areas. They are as follows: Athletics has grown corporate sponsorships by nearly 550% in the past five years, from approximately $25,000 in FY 13 to $140,000 in FY18; ticketing has increased by approximately 42%, from $56,000 in FY13 to an estimated $80,000 in FY18; Licensing has seen a moderate increase from $52,000 in FY14 to an estimated $70,000 in FY18; Game guarantees fluctuate from year to year depending on our ability to schedule such games; and private annual fundraising (Wildcat Club) has increased from $85,072 in FY13 to $271,169 in FY17. c) How much of the unit’s external revenue or internal reimbursement will be devoted towards this effort? None *External revenue is generated from products/sales to persons/entities external to the Central community. 6. Did any of the units within the requestor’s division have carry-forward last year? What efforts have been made to reallocate these funds towards this effort? Yes. None. The health and safety of our student-athletes is of utmost concern to the Department of Athletics. The head athletic trainer plays in integral role in leading the athletic training staff to ensure that proper injury prevention, treatment, and rehabilitation services are provided to our student-athletes. With respect to recruitment and retention, having highly competent and reliable staff, especially those with daily direct contact, is essential to a positive student-athlete experience. In turn, this has a positive impact on the recruitment of prospective student- athletes and the retention of current student-athletes. 7. How will this allocation affect CWU faculty, staff and students? How will it impact recruitment and retention?

FY19 Allocation Increase Request Form

Unit: Environmental Health And Safety

Budget

Owner: Kevin Dewitt Budget Owner E-mail Address: Kevin.Dewitt@Cwu.Edu FY19 Allocation Increase Amount: $90,000

XOne-time

Continuous

 All requests should also include a full itemized budget breakdown for the previous 3 years as well as the forecasted budget for FY19. These will be provided to you by January 10, 2018.  Requests shall be no longer than 5 pages, not including the required budget breakdown, the forecasted FY19 budget or the required cover sheet.  Completed Budget Summit PowerPoints, Budget Reports and Allocation Increase Requests are due to Linda Hoff by 5:00p.m., January 26, 2018. 1. What will the funds be used for? Eh&S Conducts Interdepartmental Training Such As, But Not Limited To, Workstation Assessments, Bloodborne Pathogens, First Aid/Cpr, Fire Extinguisher, & Industrial/ Occupational Safety. Compensation To Staff To Match Current & Future Duties. Community Outreach Through Training & Assessments (I.E. Safe Community Certifications). New Instrumentation (Old Instruments Can No Longer Be Serviced) To Assist Departments In Monitoring Potential Safety And Or Environmental Issues. Increase Technological Resources To Make Inspection Audits More Efficient & Effective. 2. How does this use align with the University’s strategic plan? Specifically, how will these funds support one or more of CWU’s core themes? a. Teaching and Learning Eh&S Conducts Interdepartmental Training Such As, But Not Limited To, Workstation Assessments, Bloodborne Pathogens, First Aid/Cpr, Fire Extinguisher, & Industrial/ Occupational Safety. b. Inclusiveness and Diversity Compensation To Staff To Match Current & Future Duties. c. Scholarship and Creative Expression d. Public Service and Community Engagement Community Outreach Through Training & Assessments (I.E. Safe Community Certifications). e. Resource Development and Stewardship New Instrumentation (Old Instruments Can No Longer Be Serviced) To Assist Departments In Monitoring Potential Safety And Or Environmental Issues. Increase Technological Resources To Make Inspection Audits More Efficient & Effective.

3. What efforts have there been to find these funds within the requesting unit or your VP’s division? Include documentation to that effect. Department Reorganization

4. What funds from within the requesting unit are being allocated towards this effort? None At This Time, Subject To Change.

5. Does the requesting unit have external revenue* or internal reimbursement streams? No If so: a) Where does it come from? N/A b) What efforts have been made to increase the requesting unit’s revenue generation? N/A c) How much of the unit’s external revenue or internal reimbursement will be devoted towards this effort? N/A *External revenue is generated from products/sales to persons/entities external to the Central community. 6. Did any of the units within the requestor’s division have carry-forward last year? What efforts have been made to reallocate these funds towards this effort? We Did Not Have Any Carry Forward Funds From Fy 17.

7. How will this allocation affect CWU faculty, staff and students? How will it impact recruitment and retention?

The Proposed Allocation Will Help Align Actual And Future Duties That Staff Is Currently Performing. This Will Open Opportunities For Present And Future EH&S Staff By Teaming With CWU's Safety And Health Management Program By Employing Student Interns.

FY19 Allocation Increase Request Form

Unit: Finance & Business Auxiliaries

Budget Owner:

Patrick Stanton Budget Owner E-mail Address: Stantonp@Cwu.Edu FY19 Allocation Increase Amount: $111,578

One-time

XContinuous

 All requests should also include a full itemized budget breakdown for the previous 3 years as well as the forecasted budget for FY19. These will be provided to you by January 10, 2018.  Requests shall be no longer than 5 pages, not including the required budget breakdown, the forecasted FY19 budget or the required cover sheet.  Completed Budget Summit PowerPoints, Budget Reports and Allocation Increase Requests are due to Linda Hoff by 5:00p.m., January 26, 2018. 1. What will the funds be used for? The Funds Would Be Used To Hire Two Staff Members At The Fiscal Analyst 2 Job Classification. The Salary Costs Per Employee Are Anticipated To Be $42,264 Annually (Range 44), Plus Benefits Of Approximately $13,525, Each. The Rational For This Requested Increase In Staffing Is As Follows: The Most Recent Benchmarking For The Finance Function At Cwu Was Preformed By Mcgladry Llc In 2015. The Source Of The Benchmark Data Was The 'American Productivity & Quality Center' (Apqc) Which Is The Leading Source Of Financial Service Benchmarks. The Benchmarks Used Were Higher Education Specific. (See Attachment #1 Mcgladry Report - Page 42) The Benchmarking Study Indicated That, For An Institution Of Our Size, Finance Ftes And Cost Per Finance Fte Were Both Below The Industry Average. The Median Number Of Ftes In The Finance Function Was 38 Fte While Cwu Has 23 Fte. This Is A Good Situation For The Overhead Cost Burden Of The University, But There Is Risk In This Situation. Over The Years Situations Have Arisen At Cwu, Just Like Every Organization, That Should Have Been Avoided. These Are Things That Could Generally Be Termed 'Financial Irregularities' Or 'Failures Of Internal Controls'. When These Situations Occur, Resources Are Lost, The University Looks Bad, The People In The Workplace Suffer Stress And Some Lose Their Jobs. In Most Cases These Situations Can At Least Be Minimized By Proper Internal Controls, Monitoring And Segregations Of Duties. In Many Ways When Something Like This Happens It Is Not Just That An Individual Has Failed And Done Something Wrong, The University Has Also Failed To Protect The Individual From Themselves And Failed To Protect The Resources And/Or Assets.

The Finance Function At Cwu Is, According To At Least The Recent Benchmark Study, Understaffed. While This Situation Exists The Most Pressing Things To Meet Minimum State, Federal And Policy Requirements Will Rise In Priority. The Things We 'Should Do' Will Suffer And There Will Be An Increased Risk That Some 'Financial Irregularity' Will Occur And Not Be Detected Quickly. It Is Also True That Cwu Can Not Afford, And Are Not Asking For, A World-Class Accounting Function That Could Reduce This Risk To Something Approaching Zero. There Is A Trade-Off Here. It Would Seem That A Staffing Level Somewhere Near The Average Of All Higher Ed Institutions Of Our Size Would Lead To A Level Of Risk Minimization That Should Be Acceptable. I Do Not Think That Mcgladry Study Average Number Of 38 Is The Correct Number For Cwu. That Is Why I Am Requesting Two Ftes. It Would Bring Our Group From 23 To 25, We Do Not Need 38. (See Attachment 1 "McGladry Report" pages 22 and 42 or ( 26 and 44 of pdf))

2. How does this use align with the University’s strategic plan? Specifically, how will these funds support one or more of CWU’s core themes? a. Teaching and Learning

b. Inclusiveness and Diversity

c. Scholarship and Creative Expression

d. Public Service and Community Engagement

e. Resource Development and Stewardship These funds would be used to enhance internal controls and provide for better stewardship of the university's resources. 3. What efforts have there been to find these funds within the requesting unit or your VP’s division? Include documentation to that effect. I Have Had Conversations, But The 2% Cut (FY2018) Has Crowded Out The Opportunity For Support. 4. What funds from within the requesting unit are being allocated towards this effort? The only readily available funds are only the travel/training budget and we have new accounting standards related to pensions to prepare for. We need adequetly trained staff to meet the requirements.

5. Does the requesting unit have external revenue* or internal reimbursement streams? no If so: a) Where does it come from?

b) What efforts have been made to increase the requesting unit’s revenue generation?

N/A c) How much of the unit’s external revenue or internal reimbursement will be devoted towards this effort? N/A *External revenue is generated from products/sales to persons/entities external to the Central community. 6. Did any of the units within the requestor’s division have carry-forward last year? What efforts have been made to reallocate these funds towards this effort? Yes, Small Carry-Forwards Exist, But There Are Restrictions On Use. See Question #7. There Were Minor 'Carry-Forwards' In An Accounting Sense, Meaning Fund Balance In The Local General And Student Activities. However, The Service And Activities (S&A) Funding Is Provided By The S&A Committee For A Specific Purpose. That Purpose Is To Fund The Surc Accounting Office. To Use That Fund Balance To Hire Staff In General Accounting Would Create Issue With The S&A Committee And We Might Be In The Newspaper. The Local General Fund Balance Is Not Cash Available To Spend. It Reflects To The Adjustment To Market Or 'Unrealized Gain' On The University's Investments. Accounting Rules Require An Annual Entry To Make A General Ledger Adjustment. All General Ledger Adjustment Must Be In A Department, So They End Up In The Finance Department. At Some Point Those Might Become 'Realized' And Turned Into Spendable Cash. But The Finance Department Does Not Get The Earnings, They Go To The Departments Of The President, Vps And To Housing And Dining Based On Invested Assets. In Summary, The Finance Department Does Not Have Any Real Savings To Utilize To Fund Staffing. The Finance Department Does Not Have Influence Over The Enterprise Funds Shown On The Table In The F&Ba Powerpoint. They Are Included Here Due To Coding In The Accounting Software, But Do Not Report To The F&Ba Department. 7. How will this allocation affect CWU faculty, staff and students? How will it impact recruitment and retention?

Finance and Business Auxiliaries - CWU

To:

BEC Allocation Sub-Committee

From: Patrick Stanton, CPA - Controller

Date: 2/14/2018

Re: Response to request for additional information subsequent to 2018 Budget Summit

==============================================================================

Greetings,

I received your request for additional information and have, hopefully, provided it below.

There were two requests. The first was for an FTE count for the previous 5 years. The table below shows the count. Additionally I have included the slide from the previous Budget Summit process which was provided to me to give some context to the source of the numbers.

Finance and Business Auxiliaries - State Funded Positions

2014

2015 16.5

2016 2017

2018

Fiscal Year

15.52

13.3

FTE Count

The second request was to provide a detailed organizational chart. The organizational chart below shows all employees (including students) in our organization. I have attempted to indicate the funding sources for each sub-department as it is important to demonstrate that the funding source and activities of these departments are separated. The 149 fund or State Funded employees are shown in yellow.

While it may seem that the State General Fund pays for the entire cost of the Payroll Office and most of the administrative costs, the CWU Administrative Fee is used to allocate a portion of these costs to other areas of the University. For example, the S&A fund and the Auxiliaries Funds pay the Admin Fee. The proceeds of those payments do not directly help to fund the Finance and Business Auxiliaries departments. It is logical that the State Funding available to our department might be lower without the Admin Fee, but we do not directly receive a cash infusion.

Hopefully the previous information meets your needs. I would be happy to discuss this further and/or clarify any topics that might be needed.

Patrick Stanton

509-963-2319

stantonp@cwu.edu

FY19 Allocation Increase Request Form

Unit: Inclusvity And Diversity

Budget Owner: Kandee

Cleary Budget Owner E-mail Address: Clearyd@Cwu.Edu FY19 Allocation Increase Amount: 75,000

__One-time

__Continuous

d. Public Service and Community Engagement

e. Resource Development and Stewardship

3. What efforts have been to find these funds within the requesting unit or your VP’s division? Include documentation to that effect. I Have A Modest Budget And Have Been Using For These Initiatives On A Small Scale Would Like To Produce Greater Outcomes With A More Strategic Investment.

4. What funds from within the requesting unit are being allocated towards this effort? 100%

5. Does the requesting unit have external revenue* or internal reimbursement streams? No If so: a) Where does it come from?

b) What efforts have been made to increase the requesting unit’s revenue generation?

c) How much of the units external revenue or internal reimbursement will be devoted towards this effort?

*External revenue is generated from products/sales to persons/entities external to the Central community.

6. Did any of the units within the requestor’s division have carry-forward last year? What efforts have been made to reallocate these funds towards this effort? Not To My Knowledge

7. How will this allocation affect CWU faculty, staff and students? How will it impact recruitment and retention?

According To Best Practices This Allocation Will Increase The Liklihood Of Attracting And Retaining Diverse Faculty, Staff And Students.

FY19 Allocation Increase Request Form

Unit: Institutional Effectiveness

Budget Owner: Nicolas Valcik

Budget Owner E-mail Address: ValcikN@cwu.edu FY19 Allocation Increase Amount: $25,000

One-time

$25,000 Continuous

1. What will the funds be used for?

For Goods and Services to replace PC’s that will be powerful and capable enough to run applications as SAS and GIS. Currently the department owns PC’s that are marginal at handling those types of applications. The funds will also be used for professional development of the staff and training.

2. How does this use align with the University’s strategic plan? Specifically, how will these funds support one or more of CWU’s core themes?

a. Teaching and Learning

Teaching and Learning – Attending professional conferences is within the strategic goals and plan of the Institutional Effectiveness Department to provide professional development to staff members.

b. Inclusiveness and Diversity

The information provided to the Vice President of Inclusivity and Diversity assists with supporting the university’s strategic plan. Without professionally developed staff members, this support would not be as effective or efficient in supporting those operations.

c. Scholarship and Creative Expression

Any research produced by the department should be presented both regionally and nationally at conferences, which is what staff members of Institutional Effectiveness are expected to do for promoting Central Washington University.

d. Public Service and Community Engagement

The research conducted by the department should be dispersed to the public to external professional organizations in the form of presentations and publications.

e. Resource Development and Stewardship

The $25,000 will be used to develop staff, which in turn will make the department for efficient and effective in responding to university requests and requirements.

3. What efforts have there been to find these funds within the requesting unit or your VP’s division? Include documentation to that effect.

Funds have actually been taken from my department to use to bolster the Police Department and Environmental Health and Safety Salaries. Currently my department is understaffed which I am working on rectifying currently. Those funds were critical for hiring needed personnel, training and professional development which will take time and funding to rectify those shortcomings.

4. What funds from within the requesting unit are being allocated towards this effort?

Goods and services is only projected to be $24,656 discretionary funds which will also be used for equipment upgrades and purchases (e.g. new personnel will need new machines with capabilities, utilities (e.g. phones and other ongoing logistical requirements for the department to allow for operations to continue for a planned personnel staffing of 11 (currently there are 8 persons in the department). Any other funds left over from basic requirements will be used towards professional development.

5. Does the requesting unit have external revenue* or internal reimbursement streams?

If so: a) Where does it come from?

b) What efforts have been made to increase the requesting unit’s revenue generation?

c) How much of the unit’s external revenue or internal reimbursement will be devoted towards this effort?

*External revenue is generated from products/sales to persons/entities external to the Central community.

6. Did any of the units within the requestor’s division have carry-forward last year? What efforts have been made to reallocate these funds towards this effort?

We actually had a large amount of funds removed from the department that went towards another unit’s salary increases. Retention of key personnel had to cause salary increases and with the looming possibility of budget cuts, extreme caution has been used to hire in addition personnel to make sure the department has ongoing funds to cover those positions in the future, which will result

in a surplus this year. The department is upgrading as much equipment and training for staff members as possible to alleviate this issue in the upcoming year.

7. How will this allocation affect CWU faculty, staff and students? How will it impact recruitment and retention?

Personnel in this department are critical to provide accurate information to upper level decision makers for recruitment, retention and allow for compliance with state and federal regulations. This impacts everyone at CWU if these operations are not conducted properly. In addition, personnel in this department support not only the main university accreditation efforts, but also specific program accreditation efforts as well.

FY19 Allocation Increase Request Form

Unit: Institutional Effectiveness

Budget Owner: Nicolas Valcik

Budget Owner E-mail Address: ValcikN@cwu.edu FY19 Allocation Increase Amount: $136,324

One-time

$136,324 Continuous

1. What will the funds be used for?

Due to my departmental budget of $132,500 given to EH&S and $56,000 to the police for their salaried positions before my arrival, I need $136,324 for two positions to carry out the Cabinet and President’s mandate that I have been given. One position is earmarked for providing support for the data warehouse (which is a project with Presidential priority) and the second position is earmarked to provide responses to an onslaught of requests and support for the university community. The department is understaffed for what the Cabinet has mandated the department to carry out.

2. How does this use align with the University’s strategic plan? Specifically, how will these funds support one or more of CWU’s core themes?

a. Teaching and Learning

Teaching and Learning – Those positions will be used so that the university can be provided to make operational decisions which can impact academic programs and budget.

b. Inclusiveness and Diversity

The information provided to the Vice President of Inclusivity and Diversity assists with supporting the university’s strategic plan. Without staff members, this support would not be as effective or efficient in supporting those operations.

c. Scholarship and Creative Expression

For contract and grant support of faculty, the appropriate resources need to be in place to provide support so those faculty members can apply for contracts and grants.

d. Public Service and Community Engagement

These positions will be used to respond to external requests for surveys, state agencies and federal agencies.

e. Resource Development and Stewardship

The positions will greatly increase the department’s ability to function and operate effectively.

3. What efforts have there been to find these funds within the requesting unit or your VP’s division? Include documentation to that effect.

4. What funds from within the requesting unit are being allocated towards this effort?

Money was taken out of my departmental budget to subsidize other units prior to my arrival leaving me with a significant handicap and shortfall.

5. Does the requesting unit have external revenue* or internal reimbursement streams? No If so: a) Where does it come from?

b) What efforts have been made to increase the requesting unit’s revenue generation?

c) How much of the unit’s external revenue or internal reimbursement will be devoted towards this effort?

*External revenue is generated from products/sales to persons/entities external to the Central community.

6. Did any of the units within the requestor’s division have carry-forward last year? What efforts have been made to reallocate these funds towards this effort?

No, we actually had a large amount of funds removed from the department that went towards another unit’s salary increases.

7. How will this allocation affect CWU faculty, staff and students? How will it impact recruitment and retention?

It has been very difficult to have an effective turnaround on requests due to the shortfall of personnel many of which has been centered around retention questions. More personnel assist in getting responses to the client quicker which can make a difference in operational decision-making. The data warehouse can be implemented in a projected timeline if the personnel are granted soon enough, otherwise that timeline is threatened and at risk.

Gail,

I have asked for continuous funding for several reasons. First, computers in an office such as Institutional Effectiveness need to be upgraded more frequently due to the processing power needed to run software such as SAS, GIS, WebFocus etc. While most computer users will never need to worry about processing power, these type of operations need upgrades on a regular basis. At both previous institutions specific machines were ordered that could handle an increase in processing and at least three or four a year (out of an office of 10 at one institution) were upgraded each year. The last machines ordered for example were quoted out around $2,500 each with two solid state drives and processing power to match for each PC. Even at three machines replaced each year it is $7,500 per year. Older machines can be given to other departments that may need newer equipment with more power than they have in their current inventory. Secondly, as Greg Paveza said it best in the meeting, I am asking for what I slated to receive initially at $1,119,838 instead of the $945,984 I am operating at currently which does allow my area to be fully staffed to handle what this department is tasked effectively to accomplish by the Cabinet. For example, I am currently trying to hire in 2 student workers to bolster manpower requirements needed for the data warehouse project which is understaffed. That is coming out of what little I have to work with for Goods and Services. If I am not granted the $25K I am asking for, those options are eliminated for me to assist in completing critical project. Between this request of $25K and the second request of $136,324 (if that is approved), that still leaves the department $12,530 cut from the original $1,119,838 slated to be received by the department. I would not be putting in a request for any additional funds if I had my original $1,119,838 budget allocated to the department. Third, professional development and training are essential for an Institutional Effectiveness department. For example, technology changes at such a rapid rate that ongoing training is essential. Training and professional development is also essential to keep personnel informed on the latest federal and state regulations that change for reporting requirements that change yearly (e.g. IPEDS). For example the Association of Institution Research (AIR) and the regional counterpart the institutional belongs to RMAIR and PNAIR, all do IPEDS workshops along with presentations on Institutional Research topics and accreditation subjects used to better serve the institution. Understanding federal reporting, state reporting, accreditation and program specific accreditation requirements is critical to maintain the university’s compliance for reporting.

Sincerely,

Nick

Dr. Nicolas A. Valcik Executive Director of Institutional Effectiveness Central Washington University Received via email 2/22/18

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