doing business at penn: a view from the evp's office
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Doing Business at Penn: A View from the EVP's Office
Association of Business Administrators Meeting
September 22, 2005
The EVP DivisionOffice of the
Executive Vice President
Office of Budget & Management
Analysis
Office of Auditand
Compliance
Division ofBusinessServices
Division ofHuman
Resources
InformationSystems andComputing
Office of Investments
Division ofPublic Safety
Division of Finance and
Treasury
EVP Support
Integration with the Penn Compact
EVP Division Serves as an Enabler
Engagement
IntegratedKnowledge
Access
FY 2005 Accomplishments
Priority Themes
* Resource Creation
* Transparency
* Collaboration
2005 Accomplishments
Resource Creation
• Benefit Contract Compliance yields $6 million• Driving Revenue Growth
– Total Bookstore retail sales up 12.6% – Inn at Penn revenue 14.5% over last year
• Penn becomes a loan consolidator• Refinancing of long term debt produces $11 million
of debt service savings
2005 Accomplishments
Transparency
• Total Compensation Statement developed and mailed to employees
• Rollout of U@Penn• Advanced recommendations of Ad-Hoc
Committee on Safety in a Diverse Environment
2005 Accomplishments
Collaboration
• Upgrades of Oracle general ledger, purchasing and Penn Marketplace systems
• Enhanced safety initiatives implemented in parking facilities
• Rollout of next phase of PennERA • Introduction of On-line Directory
Challenges Facing Higher Education
Projected Cost of Education
39,635
53,264
64,561
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2005 2014 2014
2005 2014 2014
Key Implications:•Ability to maintain “need blind” admissions•Willingness to make educational investment•Public perception
3% Growth/Year 5% Growth/Year
Sustained Federal Budget Deficits
Key Implications:•Poor environment for research funding•Likely to result in higher interest rates•Continued pressure on federal student aid programsSource: CBO, Washington Post
Rising Employee Benefit Costs
Growth in Penn Medical Costs*
13.224.2 33.3
57.4
124.7
020406080
100120140
1988 1993 1998 2004 2008P
Active Medical
*Active employees only; excludes retiree medical
Key Implications:•Ability to sustain competitive compensation levels•Ability to offer current set of benefits
Medical Expense Trends1988 - 2004
1988 1993 2004
Medical Expenses $ 13.2 M $ 24.3 M $ 57.4M
No. of enrollees 6,789 7,655 11,584
Cost per enrollee $1,944 $3,174 $4,953
During this period, the number of enrollees increased by 70%, but Penn has experienced a 154% increase in annual medical expenses.
Management/Administrative Costs
0.09 0.09
0.065
0.095
0.076
0.00
0.02
0.04
0.06
0.08
0.10
Penn 1999 Penn 2004 Duke 2004 Stanford2004
Yale 2004
Source: Audited Financial Statements
Management & General Expenses/Total Operating Expenses
Key Implications:•Limited economies of scale as Penn grows•Need to understand institutional differences and develop benchmarks
Emerging Challenges…
• Computer Security
• Management Issues
• Public Safety
FY 2006 GoalsRevised format for Goals and Strategies in ‘06
1. Initiatives to Support the EVP Goals
2. Individual Division Goals
3. Personal Development Goals
4. Stretch Goals (personal and/or divisional)
1. Initiatives to Support the EVP Goals
Create resources through effective, collaborative, and innovative approaches
Achieve productivity enhancements and cost avoidance and incremental resource generation equal to 5% of the aggregate cost of the EVP Division (approx. $5M)
Selected Examples:•Complete next milestones of the Advancement Project •Develop plan for Fixed Assets System •Complete review of revised retiree medical benefit plans•Pilot a “spend analysis” to identify cost savings
1. Initiatives to Support the EVP Goals
Recruit, retain, and develop a diverse workforce
80% of EVP division personnel will complete some form of professional development or training over next 12 months
Selected examples:•Develop comprehensive diversity recruitment program•Initiate a management orientation program •Deliver a Sponsored Projects Certification program
1. Initiatives to Support the EVP Goals
Enhance the quality of experiences for those who interact in the Penn community
Selected Examples:• Achieve the key milestones of PennERA / PennERS• Implement on-line Tuition Assistance application• Complete Student Borrowing Management System• Increase awareness about identity theft and privacy• Expand health and wellness programs and offerings• Reduce overall crime within Penn boundaries
2. Individual Division Goals
Execute FY06 Risk-based Audit Plans
Conduct ComplianceAssessments and
Risk MitigationInitiatives
Execute Privacy FY06 Work Plan
Implement NewBudgeting System
Transform the Budget Process
Improve DataAccuracy andTransparency
Campus Development
Reinitiate MDP
Facilitate Economic Impact Study
Control Costs ofCentral Administration
OACP OBMA EVP
2. Individual Division Goals
Online Tuition Assistance Application
Long-term careBenefit revisions
Labor negotiations
Family-friendlyPrograms / policies
Reduce Worker’s Comp Costs
Business ControlModel Implementation
TIF Policies
Increased training
Tuition DistributionReporting
Faculty Database
Enhance Security
Support BusinessContinuity
Human Resources Finance ISC
2. Individual Division Goals
ContinuousImplementation of Ad-hoc CommitteeRecommendations
Supervisory and PatrolZone Initiatives
EmergencyPreparedness
PurchaseSpend Analysis
Break-even Analysis ofCertain Business
Units
Evaluate Expansionof PCC
Marketing andBrand Promotions
Improve on Endowment’s 5 and 10 year performance
Diversification strategy
Continue toDevelop Investment
Office
Public Safety Business Services Investments
3. Personal Development
Check-Up On Yourself
1. Health (888) PENN-BEN
2. Financial (877) PENN-RET
3. Professional Development (215) 898-3400
Effective Management
Reasons cited for success:
•Employs entire team
•Plays to people’s strengths
•Manages around weaknesses
EVP
OGC FRES
President’sCenter
Provost’sOffice
Schools Centers
ThePenn
Compact
EVPDivision
The Long-Term Vision: A Truly Effective Organization
Questions and Discussion
1. What is working well?
2. What can be improved?
3. What’s on your mind?
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