Commit to the efficient use of resources to strengthen quality offerings.
Reduce administrative costs as a percentage of total expenditures through streamlining business processes, service area reviews and reallocation of resources from administrative functions toward direct student success activities
In 2014-2015, the task force began the development of a review process for administrative service areas to help each area better understand their costs and improve services. This process mirrors the academic program review process underway at the college. Using technology to track and maintain information, the review would provide the college with a template for continuous improvements within administrative departments while identifying efficiencies.
The task force explored activity-based costing, reviewed benchmarking data, and determined the existing tools and processes on campus that could be leveraged going forward. Task force members will complete a template and process to test with a beta area in the fall (Payroll) as they continue to reach out to other academic institutions for insight and validation of this approach.
Team members: Jake Akehurst, Lenora Cook, Nathan Jones, Justin McDaid, Laura Radke, Susan Rider (team leader), Chandra Russell. Cabinet liaison: Barbara Larson.
Improve facility utilization.
The intention of this task was to ensure that the use of JCCC’s facilities is maximized and the capital investment in facilities contributes to the college’s mission. In 2014-2015, the task force examined two objectives: facility/space allocation (determining the use for which each space on campus is allocated) and facility space utilization (for those spaces allocated for purposes that are scheduled). This year was spent in a discovery mode regarding facility/space allocation as the team researched the following areas:
- Available space allocation benchmarks
- Applicable space inventory frameworks
- The cost and availability of facilities/space inventory systems
The task may affect the allocation of assigned space among JCCC programs and the scheduling of classes, meetings and other events across campus.
The task force determined that no standardized facilities benchmarks exist for the college, so they began to develop a set of guidelines based on standards in various states and other institutions of higher education. After determining that the appropriate inventory framework is the NCES Postsecondary Education Facilities Inventory and Classification Manual (the FICM), they conducted an inventory of the ATB building using this framework. They also issued a request for information (RFI) for a facilities inventory system over the summer to determine the types of systems in the marketplace. The next step is to perform a campus-wide inventory of spaces using the FICM framework to serve as baseline data.
The second phase of the three-year project will include detailed exploration of available measures, benchmarks and best-practice information on facilities utilization. Throughout all phases, the team is aware of the need to seek feedback from campus constituencies and has plans to develop mechanisms to do so.
Team members: Jay Antle, Dennis Arjo, Robin Boley, Daniel Epley, Tim Frenzel, Lou Guthrie, Lin Knudson, Janelle Vogler (team leader). Cabinet liaison: Barbara Larson.
Revamp the budget process to align with the strategic goals.
This task involves re-engineering the budget process so that the relationship between college goals and tasks as outlined in the strategic plan is evident. For example, the strategic plan requires that more refined plans be implemented, such as “Increase credit enrollment by developing a long-range enrollment and recruiting plan,” which likely has budget implications. Budget decisions must follow institutional priorities. Given financial realities, funds may be reallocated from lower priority activities and programs to high-impact plans and practices.
In 2014-2015, the task force researched best practices that have successfully linked planning and budgeting and collaborated with other task forces, particularly the task forces working on academic program review and institutional reviews, to better align budget process timing with these planning and assessment pieces.
The task force also conducted surveys and focus groups with JCCC budget administrators and interviewed Financial Services staff regarding budget processes as well as key players at peer institutions about best practices. Based on this input, the task force drafted a new timetable for future budgeting to better link program review and planning. New budget reports were developed for 2015-2016, and continued report improvements to enhance decision-making are planned. Bottlenecks in the current process have been identified and improvements planned for future processes.
The new proposed budget calendar with key events was presented to Cabinet over the summer. The new timeline will mean an earlier budget kick-off and a greater connection to the current academic program review cycle. It will also be necessary to re-survey budget administrators as changes to the budget process are implemented. The task force also wishes to assess the budget process against the Government Finance Officers Association Distinguished Budget Award criteria, which will serve as a guide to the transparency and planning-driven resource allocation process.Team members: Pete Belk, Mark Browning, Sheri Bunce, Donna Duffey, Mark Gordon, Suzanne Henkle, Keith Krieger, Barbara Larson (team leader), Rachel Lierz, Linda Nelson, Renee Portman, Mike West. Cabinet liaison: Barbara Larson.