Agenda Wednesday, February 19, :00-Noon Introductions Move to the ISC Records Management Procurement Internal Controls Update—Sent last week Budget and Financial Planning Small Groups continued… Snap Shot of FY’14 Planning for FY’15 Human Resources Classified Staff “Meal Money” Rules and Practice—Sent last week Feedback on Department Hiring Policy for Benefitted Employees Construction Impact Planning Next F&A Meeting will be on Tuesday, March 25 th, 10:00-noon Location – Campus Center Ballroom Finance and Administration Advisory Meeting

Move to the ISC Campus Master Plan

Integrated Sciences Complex (ISC) Under construction next to Quinn/Healey Library Primarily a research building – labs for Biology, Chemistry, Psychology, Physics, and School for the Environment (formerly EEOS) Two research centers: Developmental Science Research Center (DSRC) Center for Personalized Cancer Therapy (CPCT) 4 Biology Teaching Labs

Integrated Sciences Complex (ISC) Certificate of Occupancy will be August 20 th Move Planning currently under way, will begin in Spring with Purge/Surplus Process Departments will vacate existing spaces in Wheatley, McCormack, Science Center

Integrated Sciences Complex (ISC) Spring 2013  Engaged Move Planning consultant: Diversified Project Management (DPM) Summer 2013  Began regular meetings with ISC design/construction team and DPM  Assigned ISC lab and office spaces to researchers  Distributed Move Planning information to departments at kickoff meeting  Established departmental lab move coordinators  Refined lab equipment inventories Fall 2013  Continued coordination and communication  Began exploring move routes January 2014  Began compiling information for comprehensive ‘Practical Guide for Moving into the ISC’ February 2014  Meet with departments to discuss schedule and processes  Discuss records management March 2014  Initiate purge process  Distribute records retention policy April 2014  Distribute move guide and materials to departments  Finalize move route and workaround for University Drive South closure May 2014  Surplus and removal of excess furniture June 2014  Begin packing existing equipment and items  Office furniture delivery July 2014  Lobby and public furniture delivery  New equipment delivery August 2014  Existing equipment move  8/20 Certificate of Occupancy (substantial building completion) August/Sept 2014  Relocate researchers to ISC Fall 2014  Relocate vivarium animals to ISC January 2015  Begin classes in Biology teaching labs

Records Retention Date: February 19, 2014 Contracts and Compliance

UMass System Records Retention and Disposition Program Darryl Mayers Appointed Records Administrator for UMass Boston (9/13) Record Management Guidelines Revised by General Counsel (1/13) BOT Policy,T99-061and Record Management Guidelines available onlineBOT Policy

Records Administrator Responsibilities Oversee UMB Record Retention Committee Develop UMass Boston Policies and Procedures Issue the standard Retention Schedules For UMass Boston documents Seek advice re: Department Record Custodians

Records Administrator Responsibilities Collect Retention Schedules from each Department Maintain master list of Retention Schedules Post master list on campus website

Department Responsibilities Determine what records they have, Determine Retention Schedule that applies, Provide Retention Schedule to Record Administrator/General Counsel Destruction of Records, Annually, Document What’s Destroyed and Manner of Destruction

Initially work with Departments within the Science Building to prepare Retention Schedules Roll-out Records Retention Program in accordance with BOT Policy, Records Management Guidelines and UMass Boston Record Retention Policies and Procedures What Next?

Questions?

Internal Control Plan Procurement Contracts & Compliance

Internal Control Plan - Procurement Highlights: New UMass BuyWays Procurement System Competitive Procurement Practices  Must use contract vendors when available ProCard  May not be used for BuyWays Catalog Vendors  Reconciliation using the PAL ProCard Audit Log Vendor certification on BuyWays  Update vendor file with vendor or fax number

Internal Control Plan - Procurement Expenditure of Funds  Sufficient current year budget authorization to meet the obligation Training  Attend relevant Finance training classes ( Guidelines for Work Related Employee Supplies and Services  Post Guidelines in Department's Central Areas  Distribute at the Internal Controls training session  Distribute at HR Orientation for faculty & staff

Budget & Planning Update Office of Budget & Financial Planning

Teams Form five teams, based on an area of interest: ▸ Position mgmt and vacant positions ▸ Base budget & new base funding ▸ Communications ▸ Multi-year budgeting ▸ Reporting

Brainstorming Strengths of the FY14 process Opportunities for FY15

Reporting Strengths of FY14  Summit  Spreadsheets (not FAST) Opportunities for FY15  1 Page – Revenue & Actual Expenses  1 Page – Budget & Actual Expenses  Widget Resource on Campus  Quality Work Groups to standard dashboards, etc.  K-H Definitions – Expansion  How the buckets relate & negative balances  Meaningful to transaction staff  Consolidate Meaningful Data  Enrollment  Marketing  Website traffic  Inquiries  Revenue & expenses per program  What system to look at to develop base budgets?

Communications Strengths of FY14  Drop in sessions  Great idea  Personalized responses  Scheduled often to meet all  All questions answered  Got back with consistent feedback  Continue for FY15  Regular budget s  The same  Deadlines  Clear, consistent  Possibly more frequent Continue in FY15  Standardized regular document for each phase  Not as clear as could be  Helpful/clear  More detail on instructions  Comprehensive summary docs  Overall, more robust in FY15  Communicate to each dept.  Status of budget, HR paperwork, and VRC

Base budget Strengths of FY14 All new money was labeled Timing of base budget in system Able to differentiate between base and other (new) funds Flexible Budget efforts to be transparent Trainings developed Willingness to meet/ pull reports Increased communications Opportunities in FY15 [base budget] not based on historical data; need to consider enrollment growth, cost of living increases, and other factors Create own spending plan Flexibility to move money (not subsidiary level budgeting) Base budget needs to cover new employee expenses – increase in base for new employees [need] Process to move money within funds

F & A Advisory Group Strengths of FY14 Really organized Rescheduling successful morning Other than Monday/Tuesday Presentation good update State Opportunities for FY15 Afternoon for FY15 More regular and detailed minutes To capture the issues first hand

Position Management & Vacant Positions Strengths of FY14 Opportunities for FY15  Vacant position is not always vacant savings  Vacancy positions = under staffed  Add on to other staff in office  Affects productivity  Would like to know the reason why the budget is denied  Filing vacant positions is difficult in certain departments (i.e. IT) due to certain expertise and salary levels  Will like to see if vacant positions can be posted once we know the person is leaving  If more than one position is open, we want to be able to use the same pool  Coach positions want to move to full-time

Multi-year Budgeting Strengths of FY14  Was not done in FY14 Opportunities for FY15  Beyond the computer – all IT hardware and applications  Maintenance/Plant  Better dept. budget/campus budget integration  Campuses growth rate and the impact on budget  Added facilities (i.e.; residence hall)  Accurate enrollment forecasts  Grants and operations better integrated  Balance replace with new

University Pro-Forma thru Jan 2014 BudgetActual Revenue student charges other unrestricted grants & contracts Expense Contingency CSM Spectrometer (95.0) Campus Center Carpet - FY13 budget item (133.0) Public Safety Vehicles (63.2) Bad debt reserve - ORSP write offs (572.8) EH&S - RTF funding not received (223.0) Graduate waivers - Fall & Spring (1,638.0) Construction College RTF reserve ?

Third Qtr Actions Planning, preparing, & closing Planning  Multi-year (FY15, FY16, FY17) Preparing FY15  Fee setting  Base budget  Position Management Closing FY14  Ensure payroll is accurate  Project roll-over

Third Qtr Actions Project roll-over guidelines –FY14 budget authorization –Non-personnel expenditures only –Project amount exceeds $10,000 To be discussed in detail at 3 rd quarter meetings

FY15 Planning Fee setting Multi-year fcst Revenue Expense  Payroll  New buildings  Debt service  Large contracts Gap in revenue to expense Priorities UMass Performs UMass Boston strategic plan Growth

Revenue/Expense Drivers FY15FY16FY17 Revenue Drivers UG (Enrollment Mgmt)2.5%2.4%2.3% Graduate (Graduate Studies)6.7%6.2%5.9% Expense Drivers System Office estimates  cost of living/merit3.0%3.0%3.0%  fringe benefit rate1.0pp3.0pp 1.0pp UMass Building Authority  Debt Service$5.0 mil Facilities  New buildings$2.0 mil  Energy Large contracts

FY15 Planning Position management Position management is the continuous and systematic process  to determine how many positions are needed  how jobs should be designed  and the type of organizational structure and funding required to accomplish the functional assignments of the department and the mission of the institution.

Human Resources

Meal Money Policy Updated Policy IRS Ruling

Feedback on Hiring Policy HR and ODI working Together Developing Metrics for Measuring # of days Summit Report with Empl ID almost ready External Search Firms will have Access to Interview Exchange

Feedback on Hiring Policy Clarify: CSU/PSU internal candidate process Clarify: Search Committee only required to interview 1st round of candidates Need a Failed Search Form Sample Reference Questions

Feedback on Hiring Policy Many requests to shorten the process Reviewing to determine where process can be more streamlined Interview Exchange –online requisitions w/ work flow Put indexes in document and employee type sections

Feedback on Hiring Policy What is your feedback? How can the process be improved? Updated document in April, 2014