Summary of ZBB Administrative Process
– 25 members reviewed all programs in quintile 4 and 5 as well as any like programs that fell into different quintiles. The group also reviewed programs that fell into other quintiles that had suggestions from question #10 that the group wanted to comment on and either support or make other recommendations.
– Each member was asked to make recommendations based upon the ZBB process and not their own personal circumstances or the impact any changes would have on an area they oversee.
– Recommendations consider the fact that content experts need to be involved in some cases to better inform a final decision or future direction.
– The administrative review team recommends that the entire ZBB process be conducted every three years with a status report and review every year for those programs that have recommendations.
Draft ZBB Recommendations
BR General Student Services
Move these funds into the President’s general contingency fund to align with the other four campuses. These funds are used for incidental expenses not covered by other budgets.
This has moved to College 100 which has a separate college-wide budget account for revenue and expenses. The College 100 program, on the Academic side, estimates that an additional $176,160 in net revenue will be generated.
Campus Business Offices (all campuses)
Initiate a process review with a charge. The review needs to include the role of the campus business office and a recommendation on staffing levels. If staffing levels need to be reduced, then a retraining program needs to be recommended for personnel to move to other areas within the college.
College Relations and Admissions
This becomes a centralized function with budget and people reporting to the AC office. Charge a task force to determine needs in college relations, staffing levels and skills of employees in this area. Consider market areas and skill sets to required needs. Determine whether a separate employee is needed for each campus or if employees can cover multiple areas and/or skill sets. Keeping a knowledge of campus communities and culture needs to be maintained. If staffing levels need to be reduced, then a retraining program needs to be recommended for personnel to move to other areas within the college.
This becomes a centralized function with budget and people reporting to the AC office. Determine functional areas and/or territories and then assign staff based upon qualifications. Keeping a knowledge of campus communities and culture needs to be maintained. If staffing levels need to be reduced, then a retraining program needs to be recommended for personnel to move to other areas within the college.
Network User Services (all campuses)
Follow guidance of IT audit. This includes building out templates for computers, “pushing out” information centrally rather than a person touching each machine for updates and determining an in-house or outsourced solution. Projected savings from following the IT Audit recommendations are $268k to $636k with a potential expenditure of $60k to $80k.
Academic Computer Labs (all campuses)
Determine staffing levels needed and roll this function and personnel into NUS to support. If staffing levels need to be reduced, then a retraining program needs to be recommended for personnel to move to other areas within the college. There are currently 124 computer labs, learning centers and computer classrooms. Please see the NUS ZBB recommendations for total projected savings.
Include media functions and personnel in IT. If staffing levels need to be reduced, then a retraining program needs to be recommended for personnel to move to other areas within the college.
Office of the President (all campuses)
Develop job descriptions to place emphasis on fundraising and community development. Fundraising goals set to a minimum to cover the cost of their total compensation and to be in line with foundation fundraising goals. Any items currently budgeted in the president’s office should be moved to the appropriate budget.
This becomes a centralized function with budget and people reporting to the AC office. In addition, a college-wide marketing plan will be developed by marketing personnel across the college to support the various constituency groups of MCC. Assign territories or constituency groups to marketing personnel and then determine how many employees are needed to support needs. If staffing levels need to be reduced, then a retraining program needs to be recommended for personnel to move to other areas within the college.
Phi Theta Kappa, Debate Club, LV Publications/Journalism/Newspaper
All expenses paid from student activity fund and student fundraising activities. If the club is attached to a class (debate and journalism), review the faculty time commitment and assign appropriate work units. These instructors will continue to be paid at the overload rate. All other clubs do not have release time or additional money paid to the advisor. As the newspaper is a college-wide initiative, the work unit expense and all other expenses should be distributed equally across all campuses from the student activity fund. All other expenses for the clubs are also to be paid from the student activity fund. Expenses paid from the general fund for fiscal year 2012, including cost of work units, were: Phi Theta Kappa $5,806, Debate $26,838, Journalism/Publications $19,505.
AC Project Management
Reassess need for project manager after implementation phase of SEM or when ZBB programs are re-reviewed.
All Institute for Workforce Innovation programs – Delivery, New Jobs Training, Economic Development Administration, Continuing Education, IWI Administration, Business Development, Marketing, Campus Business Office, Institutional Support, Non-Operational Research,
Tighter integration with credit courses so that stackable credentials can be developed and students can move seamlessly from non-credit to credit offerings. Support IWI with offices that already exist such as accounting/business office, marketing, communications so that duplicate services are not offered in IWI. Use the same support model that was used for the Foundation so that employees in these areas are not decentralized and reporting to IWI but reporting to the areas that already exist at the College. The Non-operational Research Department only has 50% of the salary of one employee and the other 50% is paid by the District. IWI has discussed moving the 50% to Business Development in which case this budget could be eliminated. If staffing levels need to be reduced, then a retraining program needs to be recommended for personnel to move to other areas within the college.
In addition, conduct town hall and shared governance meetings to educate the MCC internal community on the purpose of IWI, as well as, the work being done in the Institute and the impact on MCC.
Conduct an internal audit to ensure that administrative processes are in line with best practices and that they are streamlined for the greatest efficiency.
Last, document the process by which programs are offered by the Institute and the campuses so that expectations for newly developed programs are understood.
LV College for Kids, Community Education (all campuses), LV Phonology
Issue a charge to determine market competition, programming gaps in market that could be filled by MCC, determination to continue current offerings and profitability goals. Also, consider how current systems at MCC (booking room, enrolling in classes etc.) can be used for these classes to streamline the process for students and staff. Profitability must be reached within two years of implementation or programs and department to be dissolved and employees re-trained and re-deployed within MCC.
Phonology department to implement, college-wide, the GEARS program that is being implemented at PV. These employees will train employees on all MCC campuses to start the GEARS program. Goals to be established for the GEARS program.
Fiscal year 2012 showed a $14,200 loss in LV College for Kids, a $7,120 net revenue for LV Phonology and a $104,758 loss for Community Education (all campuses).
AC Contract Processing
Build out templates for standard contracts that the campuses and AC can fill out themselves and send a copy to the AC Contract office for filing (along with support documentation needed such as proof of insurance) Also, develop a fast-track system for contracts using the standard templates. These changes are meant to expedite the approval process. Follow this recommendation and re-evaluate wait times for contracts to determine if additional staffing is also needed.
LV Educational Excellence
The MCC-Longview WAC Cadre (the WAC coordinator and the faculty WAC team) should serve as a resource to other campuses as they each ask for assistance in creating their own individualized WAC programs. While no campus should be required or pressured to establish a WAC program, those that wish to do so will receive full training and follow-up support from the Longview WAC Cadre, as appropriate. Initially, this expansion would not include adding employees, however, this should be considered during the re-review process.
LV ACED, BR ACED
Develop an MOU with UMKC that denotes that they are the primary owner and they can choose one MCC campus to offer the program – LV or BR.
AC Board of Trustees
Limit travel to under $5,000 in accordance with other reductions in travel at MCC. Also, use Elite catering for all board workshop meals. Projected savings are $4,000.
Grant sunsets on August 31, 2013. Develop an exit strategy or a continuation plan.
Recreation Centers (LV, MW, PV)
Follow recommendations coming from the auxiliary services department. They must sustain themselves without MCC operating dollars. They are looking at two options – 1) Charge students a fee, build a fitness center at BR and BTC and update facilities at LV, MW and PV. Be sure the charge covers all expenses including a maintenance reserve and dollars to keep the fitness centers up-to-date. Employees, early retirees and dependents are charged this same fee each term; or 2) shut down recreation centers. If staffing levels need to be reduced, then a retraining program needs to be recommended for personnel to move to other areas within the college. Fiscal year 2012 resulted in a $34,307 loss for LV, $18,809 loss for MW and an estimated loss of $135,574 for PV. In 2012, PV was coded to the same department as Physical Education.
AC Environmental Safety
Employee responsible for this area should develop a plan to bring MCC in compliance with practices and documentation and then work to reduce the hours needed for the position so the employee can be redeployed within the College.
MW and LV Baseball, PV Basketball, LV Cross Country, MW Softball, LV Volleyball, MWs and BR men’s soccer
Follow recommendations of the athletics committee – Tier I is already being partially implemented, Tier II to be considered including eliminating duplicate programs in the same division on the campuses. Also, recommend investigating a college-wide athletic director to oversee all sports, LV Baseball Academy and MWs Sports Training Center. Redeploy current athletic directors to other high need areas within MCC. See Attachment A for the Tier I and Tier II recommendations.
LV Baseball Academy and MWs Sports Training Center
Develop a profitability plan so that all expenses, including dedicated salaries, are fully covered. Give the areas two years to become profitable or discontinue their operations within MCC. If a phase out occurs, the Sports Training Facility needs to coincide with the payoff of the facility debt (FY2026).
AC Accounting – Foundation
Outsourcing of these functions in the foundation has already been eliminated so no additional cost savings.
AC Mail Services/Postage
Leasing new mail machine for an annual renewable time to reduce the amount spent on postage. Courier services were renewed in August for three years. At the end of three years, go out for a RFP for courier and mail services to determine if cost and efficiency can be improved with outsourcing. (Postage savings in the next three years expected to be $564).
Determine responsibilities of this department and if a full-time employee is required. If not, then redeploy some of the time of this employee to other facilities tasks.
AC Organizational Development/Training
Follow plans currently in place to redeploy the administrator to a faculty position and redeploy the trainers to specific areas within MCC to do internal training. No cost savings if administrator position remains with Vice Chancellor.
MW and BR Campus Information
Staff with student employees or rotate existing employees. Redeploy employees currently working in this area to other high needs areas within MCC.
AC Policy Development
This function is seen as a key MCC and chief of staff responsibility. However, it is recommended that the workload be assessed for the chief of staff so that these key responsibilities can be given priority. If other functions by the chief of staff cannot be delegated elsewhere, then consider additional staffing for this area.
AC Desktop Publishing
Follow the plan currently in place to: bring in outside vendor to do an assessment of printers and copiers that are needed, what type are needed and the projected volume contract needed (this service is free); go out for a college-wide RFP for a contract for both copiers and printers; there will be a costs savings but it is unknown until the above work is completed.
PV Carter Art Center/LV Cultural Arts Center
Both programs work with the foundation to raise money and to start a friends club with annual memberships. The goal is to have all expenses for personnel, supplies and shows covered by resource development.
AC Chancellor’s Office of Diversity
Take funds from this department and hire a compliance/student ombudsman staff person to report to the director of student success. This person promotes an inclusive environment for students, comparable to the efforts of the employee ombudsman. The position level would be dependent upon the responsibilities and tasks.
Faculty Senate, Staff Association, Administrative Association
Extra pay for involvement in shared governance is suspended (negotiated item). Also, mileage reimbursement is only given for meetings in which shared governance parties are expected to attend such as cabinet, health insurance, BRT, search committees and special projects such as ZBB, SEM, etc. Any other mileage reimbursement comes from the department budget. Participation in shared governance activities is strongly encouraged by supervisors. Fiscal year 2012 had a combined expense of $29,035.
PV Charter School Sponsor Activities
Support PV plan to cease supporting charter schools. 75% of the Pioneer rental income is from KIPP so this will need to be factored in to any decisions made.
LV Office of Teaching and Learning Support
Following the recommendation for the media program, initiate an STR to move the full-time media employee from this program budget to IT. Assign a task force to review the needed activities for faculty development and determine if these activities can be assigned to existing employees thus eliminating the costs associated with the department or do the activities need to be represented on all campuses and assign the college-wide coordination to an office without increasing existing expenses.
AC Risk Management
Focus efforts on largest risk potential for MCC. Investigate implementing an enterprise risk management program. See attachment B for an article explaining Enterprise Risk Management.
Single Parent (BR, LV and MW)/Emergency Textbook Fund
Process to distribute funds to be based on need and form a team to ensure it is consistent across all campuses; students are treated consistently and fairly. Also, inquire with Brad Bridges if Nebraska would donate books for the emergency fund. Long-term, investigate including textbooks on loan in a student success center on each campus (and textbooks to use in the center).
BR Successful Scholars
All campuses student awards ceremony expenses paid for out of the student activity fund. BR has this separate account while the other campuses expense this out of the presidents’ budget. The projected savings are $3,500.
Special Populations (all campuses)
Verify that every campus has a counselor who can assist special populations of students and the employee and budget resides in the counseling department. In addition, charge a group to review the responsibilities and staffing levels needed for the disability support services departments on each campus. The cost of adding a counselor at a full-time faculty C3 level is projected to be $70,914 (includes salary, benefits, and taxes). The cost of adding an Access Resource Educator at an 8E level is $73,069 (includes salary, benefits, and taxes). Please see Attachment C for specific data on numbers of students requesting accommodations at BR.
Student Employment Services (all campuses)
Charge a committee to look at best practices for these offices at community colleges and the committee to make recommendations that aligns functions and personnel to the individual campus and that also offers a similar experience to students college-wide.
The honors programs administrative recommendation is to have activities outside of the classroom for honors students. The student life and leadership coordinators on each campus would work with the honors faculty to put together the activities. These will be funded out of the student activity fund.
AC Supplier Diversity
Do more education for employees so they understand the steps they need to take to consider MBE and WBE suppliers when making purchases. Also, can the employee doing supplier diversity spend time supporting the MCC diversity effort, either in HR or student development (see prior recommendation on diversity office).
BR Wellness, Recreation, Fitness
If the recreation center recommendation is to have a recreation center at each campus, then the budget for this function will go under the recreation center and employee who does this work (quarter-time) would be assessed to determine their skills to be in the recreation center. If the recommendation for the recreation centers is to eliminate them, then this program will remain the same and wellness will need to be evaluated on the other campuses to determine a budget and employee oversight.
Financial Aid (college-wide)
Review what processing can still be centralized and establish a plan for its implementation. In addition, charge a committee to assess the role of the campus financial aid offices to support recruitment and retention of students. The recommendation should include functions to take place in the AC financial aid office, functions to take place on the campuses, number of staff needed for each campus and the AC by function and levels for employees.
Programs that were discussed but do not have not recommendations
MW, PV, BTC, LV General Student Services
All Campuses Office of Instructional Services
AC Office of Student Services
LV, BR, PV, MW Records Office
LV, BR, PV Office of Occupational Education
All Campuses Life and Leadership
Campus Orientation was sunset
AC Instructional Support
All Campuses Institutional Support
BR Campus Information
College-wide Food Services
PV Developmental Education GKCCF was eliminated
LV Tele-community was sunset
IWI Convention Sales, Communication, Project Leadership, Tax Credit was sunset