Working List of Administrative Efficiencies
Efficiencies from FY 2004/05
Contracted with a new vendor for
handling 1st class University mail services with expected
annual savings of $4,000.
Initiated a pre-approval process for
maintenance and repair requests from dining services with expected annual
savings of $30,000
Began granting meal plan upgrades for
students on financial aid as requested rather than across the board with
resulting anticipated savings of approximately $160,000.
By contracting with three providers for
advertising services rather than paying on a case-by-case basis Human
Resources will realize annual savings of approximately $7,500.
Implementation of the HR Management
System, which gives financial aid staff improved ability to monitor and
report student earnings, allows a more timely draw of Federal College Work
Study funds and better information about student work eligibility.
The second year of on-line open
benefits enrollment, which included the ability to update beneficiary
information during the process, required less staff time to monitor and
manage this annual process.
$6,000 savings from load-shedding and
related efforts during summer 2004.
Science Library light sensor project
will provide annual savings of $19,000 and provided one-time rebate of
255 Pine St. light sensor project--$783
Science Lobby light sensor
project—annual savings of $18,825 and one-time rebate of $17,371.
CFA Theater Equipment upgrade will
provide annual electrical savings of $3,000.
Film Studies Phase I automation and
efficiency systems provided $11,873 rebate.
Freeman addition—energy efficient
fixtures, automated light sensors and high efficiency pumps provided
rebate of $18,317.
Waste management efficiencies achieved
by consolidating four dumpsters into one trash compactor at a central
location will yield $32,000 in annual savings and improve campus
Reorganized Physical Plant to provide
better ongoing maintenance and upkeep while lowering overtime, reducing
contract services and improving purchasing procedures. Anticipated savings
Implemented new computer software that
allows direct feed of deferred gift information from University Relations
to Finance, streamlining year-end tax reporting from several weeks to
Implemented electronic grade
submission, replacing the time and staff-intensive paper process, reducing
duplicate data entries and allowing students to access grades more
Fully implemented electronic curriculum
development—on-line entry of each year’s curriculum—eliminating a multiple
entry process and allowing earlier access to curriculum data, thus
improving the development process.
Implemented an on-line system for
faculty to request teaching apprentices and course assistants, replacing a
time-consuming and staff intensive mass-mailing paper system and allowing
more efficient communication between Academic Affairs, faculty and
Compiled a comprehensive guidebook for
faculty chairs of academic departments and programs which consolidates and
organizes information into one easy reference book.
Improved the electronic faculty
database that was launched in 2003, consolidating multiple functions that
had previously been kept in duplicative fashion, both on paper and
A streamlined Common Application data
download saved significant time and effort during the application “crunch”
Electronic student applications
increased to 49% of the total applicant pool.
A new “Checklist Summary Report”
developed to track student application information saved critical
processing time by eliminating manual tracking.
Revised Financial Aid mailing packets
for upperclass students to reduce postage and printing costs, yielding
savings of $2,150.
More efficient operating processes and
administrative improvements in the Financial Office improved services and
reduced cost of work study students by $3,350.
Renegotiated contracts for office
supplies, furniture and equipment that will go into effect during March
are estimated to decrease these expenditures by over $100,000 annually.
Savings will remain in departmental budgets to provide relief for
operating budgets that have been held flat for several years.
Efficiencies from FY
Refinanced loans for purchase of
telephone and energy management equipment at a lower interest rate saving
approximately $90,000 over the remaining life of the loans.
Developed an online events calendar
saving $17,000 in annual printing costs.
Identified new vendors for employee
life insurance and long and short term disability plans saving $22,000
Improved services resulting from
implementation of the Peoplesoft HR System include:
A web-based time reporting system for
student employees that increases the accuracy and reduces the time
necessary to report on over 1,500 student workers;
An on-line process of annual benefits
open enrollment period that eliminated paper forms and increased accuracy;
The new Wes Temps Program which
provides better management of temporary employees and streamlines
departmental hiring and reporting on approved temporary workers.
Retrained custodians to work in a more
efficient manner reducing custodial costs by approximately $100,000 per
Installed automatic switching in
Science Center to reduce light levels in halls when energy consumption is
Replaced electric based air dryers on
HVAC controls with state of the art equipment that uses no electricity,
saving $16,000 annually.
Replaced energy inefficient lighting
throughout CFA and specific rooms of North College, Russell House and 95
Pearl Street with efficient lamps saving the university $27,000 annually.
Replaced 69 theatrical light fixtures
in CFA Theater with energy efficient fixtures. Reduced electrical
consumption, improved quality of light and received rebate of $1,600.
Energy efficient design features in
renovation projects resulted in CL&P rebates of $45,300 for a new Chiller,
$20,638 for the Chapel/Theater project and $18,300 for the Freeman
Athletic Center addition.
“Load shedding” savings of $6,000
through summer 2003.
Judd Hall light sensor project provided
$2,992 annual savings.
Re-bid hazardous material disposal
contract to save $20,000 annually.
Re-bid outsourced custodial service for
academic and administrative buildings to save $15,000 annually.
Savings on Real Estate taxes from wood
frame house and other property sales to date of approximately $25,000.
Implemented new iPAY system that allows
employees to view all pay-related information (including paycheck stubs
and W-2’S) on-line. Eliminates need to print duplicates for lost W2’s and
paycheck stubs and provides a more efficient way to provide information to
employees, especially those away from campus domestically and abroad.
Introduced a web-based course
scheduling and curriculum planning tool to make more efficient use of
classroom facilities throughout the day and week.
Developed a “major requirement”
worksheet for the student electronic portfolios that aids in course
selection and completion of majors by allowing students to match
requirements for majors against their academic history and course plans.
Designed a template for academic
department web sites that streamlines departmental efforts to design and
maintain the sites. The template allows some data to flow directly from a
Combined undergraduate and graduate
student visa processing and made use of new software designed to
effectively meet federal requirements of the Student and Exchange Visitor
Information System (SEVIS).
Improved quality and flow of
information to faculty about internal and external grants and other
funding opportunities to support the proposal and oversight process.
Instituted electronic add/drop system
improving the process for students and faculty by reducing the processing
time required to drop and add courses and, as a result, opening up more
seats in courses for students.
from FY 2002/03
Reorganize Rental Properties Office and
other Physical Plant positions to create Director of Auxiliary Services
Goal of increasing auxiliary revenues
and improving services; and
Expectation of additional $350K net
With the Director of Physical Plant
accepting a position at another university, reorganized to split duties
between two other directors resulting in a $50,000 budget savings.
Energy Initiatives: Began “load
shedding” during summer heating season by marginally increasing
temperatures on hottest days, thus decreasing energy costs.
Installing light sensors in all
building to reduce energy waste. Completed projects include 43 classrooms,
Fisk Hall, Judd Hall and the PAC.
Energy efficient design of new and
renovated space resulted in CL&P rebates totaling $39,000 plus lower
on-going energy costs.
Outsource fleet of campus cars and
Eliminate need for garage and two
Save $300,000 over 7 years.
New copy machine contract that resulted
in $25,000 in annual savings.
Develop financial data warehouse,
Inquiry, to allow departmental users to directly access financial data
and develop reports that meet departmental needs with results that
One user demonstrating the ability to
create a report in 5 minutes that previously took 3 hours;
Another user commenting that time to
prepare reports has been cut in half; and
Giving faculty direct access to their
individual account information for the first time, potentially allowing
for more efficient use of the funds allocated to them in support of
teaching and research.
Develop electronic forms system with
built-in edits to ensure data accuracy to allow departmental users to
enter financial data directly into financial system.
Implementation of a web-based system
for faculty elections that eliminates countless hours spent producing,
distributing and counting paper ballots.
A process change that allowed
elimination of the need to produce a paper termination form every time a
visiting faculty member left the University.
Development of a new web-based survey
capability that is paperless and eliminates the need to keypunch data or
pay an outside service to read computerized forms.
Improvements and changes in the Office
of Health Services including:
Installing computer software that
enhances the ability to make and monitor appointments, record information
and communicate with staff member and students;
Based upon a review of utilization
hours, reducing clinic hours and reallocating the budget to have more than
one physician available during open hours; and
Improving operating efficiencies
through use of the AAAHC five-step model.