Working List of Administrative Efficiencies 

Efficiencies from FY 2004/05

• Contracted with a new vendor for handling 1^st 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.

• Energy Initiatives:

• $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 $19,170.

• 255 Pine St. light sensor project--$783 annual savings.

• 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 aesthetics.

• Reorganized Physical Plant to provide better ongoing maintenance and upkeep while lowering overtime, reducing contract services and improving purchasing procedures. Anticipated savings of $250,000.

• 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 several days.

• Implemented electronic grade submission, replacing the time and staff-intensive paper process, reducing duplicate data entries and allowing students to access grades more quickly.

• 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 students.

• 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 electronically.

• A streamlined Common Application data download saved significant time and effort during the application “crunch” period.

• 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 2003/04

• 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 annually.

• 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; and

• 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 year.

• Energy Initiatives:

• Installed automatic switching in Science Center to reduce light levels in halls when energy consumption is high.

• 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 central source.

• 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.

Efficiencies from FY 2002/03

• Reorganize Rental Properties Office and other Physical Plant positions to create Director of Auxiliary Services position with:

• Goal of increasing auxiliary revenues and improving services; and

• Expectation of additional $350K net revenue.

• 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 trucks to:

• Eliminate need for garage and two positions; and

• 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 include:

• 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.