EXECUTIVE SUMMARY
- Executive Summary
- Summary of Costs and Savings by Recommendation (Exhibit 3)
Exhibit 3
Summary of Costs and Savings by Recommendation
Recommendation 2003-04 2004-05 2005-06 2006-07 2007-08 Total
5-Year
(Costs) or
SavingsOne Time
(Costs) or
SavingsChapter 1: Governance and Leadership 1 Develop individual training plans for each board member that are appropriate to the needs of the board as a whole. p. 43 $0 $0 $0 $0 $0 $0 $0 2 Ensure that all HCCS board members receive required Public Funds Investment Act training and monitor, track and report on the training. p. 44 $0 $0 $0 $0 $0 $0 $0 3 Develop a comprehensive orientation training program for new board members. p. 47 $0 $0 $0 $0 $0 $0 $0 4 Reduce the number of college presidents from five to three and create a system of three geographic areas for HCCS campuses. p. 52 $0 $1,122,112 $1,122,112 $1,122,112 $1,122,112 $4,488,448 $0 5 Revise the college presidents' job descriptions to support HCCS' single-institution concept and to clearly assign account-ability. p. 54 $0 $0 $0 $0 $0 $0 $0 6 Require all college presidents to report directly to the vice chancellor for Educational Development to improve communication, coordination and accountability. p. 56 $0 $0 $0 $0 $0 $0 $0 7 Reduce the number of clerical staff and implement staffing formulas for all clerical positions. p. 58 $2,229,116 $4,458,232 $4,458,232 $4,458,232 $4,458,232 $20,062,044 $0 8 Expand the Colleges to Standard initiative and develop accountability measures tied to the standards. p. 60 $0 $0 $0 $0 $0 $0 $0 9 Use teleconferencing technologies to facilitate the logistics of system meetings and to increase convenience to presidents in the outlying areas. p. 61 $0 $0 $0 $0 $0 $0 $0 10 Develop and implement a system of performance measures by department and tie them to the budget. p. 68 $0 $0 $0 $0 $0 $0 $0 Totals-Chapter 1 $2,229,116 $5,580,344 $5,580,344 $5,580,344 $5,580,344 $24,550,492 $0 Chapter 2: Instruction and Academic Support 11 Adhere to the college policy requiring that the Curriculum Committee approve curriculum changes, which are reported to the state. p. 80 $0 $0 $0 $0 $0 $0 $0 12 Implement a systemwide classroom and laboratory use system for classroom scheduling. p. 82 $0 ($5,000) ($5,000) ($5,000) ($5,000) ($20,000) ($30,000) 13 Compile and use historical data to develop coordinated course schedules and to increase the average class size. p. 83 $0 $1,679,100 $1,679,100 $1,679,100 $1,679,100 $6,716,400 $0 14 Formally adopt the review process for academic and workforce programs and communicate the approved process to HCCS faculty and staff. p. 89 $0 $0 $0 $0 $0 $0 $0 15 Implement all program review process deficiency plans developed during the Southern Association of Colleges and Schools self-study. p. 93 $0 $0 $0 $0 $0 $0 $0 16 Establish a timeline for the completion of all improvement efforts outlined in the HCCS Developmental Education Plan. p. 99 $0 $0 $0 $0 $0 $0 $0 17 Include the Childcare managers in the budget process for the Childcare Centers. p. 109 $0 $0 $0 $0 $0 $0 $0 18 Assign all responsibilities for program coordination and liaison efforts with school districts regarding Tech-Prep and dual credit arrangements to a single HCCS office. p. 111 $0 $0 $0 $0 $0 $0 $0 19 Establish partnerships with area school districts to disseminate Texas Academic Skills Program information and materials and coordinate efforts to ensure a smooth transition for students. p. 113 $0 $0 $0 $0 $0 $0 $0 Totals-Chapter 2 $0 $1,674,100 $1,674,100 $1,674,100 $1,674,100 $6,696,400 ($30,000) Chapter 3: Student Services 20 Establish a board policy that requires equitable allocation of Student Services resources across all HCCS colleges. p. 120 $0 $0 $0 $0 $0 $0 $0 21 Establish a system to annually use data, surveys and evaluations to improve HCCS Student Services. p. 123 $0 $0 $0 $0 $0 $0 $0 22 Consolidate and centralize international Student Services. p. 135 $0 $0 $0 $0 $0 $0 $0 23 Clarify the functions of advising and counseling and when counseling positions become available through attrition, fill as many as reasonable with academic advisors. p. 139 $0 $0 $0 $0 $0 $0 $0 24 Create a Student Aid Technology Task Force to plan for the scheduled implementation and ongoing use of the Financial Aid modules. p. 142 $0 $0 $0 $0 $0 $0 $0 25 Provide privacy for students to discuss financial information and train staff to provide efficient, accurate and customer-friendly service. p. 143 $0 $0 $0 $0 $0 $0 $0 26 Revive the Student Government Council to bring students into the governance process of the college. p. 146 $0 $0 $0 $0 $0 $0 $0 27 Compile, analyze and monitor student complaints and appeals to the system office for legal risk management and manage-ment improvements. p. 147 $0 $0 $0 $0 $0 $0 $0 28 Establish a fee for student transcripts. p. 148 $380,940 $380,940 $380,940 $380,940 $380,940 $1,904,700 $0 Totals-Chapter 3 $380,940 $380,940 $380,940 $380,940 $380,940 $1,904,700 $0 Chapter 4: Human Resources Management 29 Update the Human Resources Department Strategic Plan to include performance measures for efficiency, effectiveness and customer satisfaction. p. 164 $0 $0 $0 $0 $0 $0 $0 30 Move the Police Department from Human Resources to Finance and Administration. p. 165 $0 $0 $0 $0 $0 $0 $0 31 Grant human resource generalist positions access to existing automated tools needed to improve their efficiency. p. 166 $0 $0 $0 $0 $0 $0 $0 32 Eliminate annual employment contracts for all non-faculty staff, except senior management positions. p. 168 $0 $0 $0 $0 $0 $0 $0 33 Change the compensation commission structure to ensure that study results and implementation are free from internal influence and timelines are communicated to staff promptly. p. 176 $0 $0 $0 $0 $0 $0 $0 34 Institute annual evaluations of all faculty and staff by evaluators without any real or perceived conflict of interest. p. 178 $0 $0 $0 $0 $0 $0 $0 35 Clarify the requirements for obtaining hiring approval and communicate the procedure to all staff. p. 180 $0 $0 $0 $0 $0 $0 $0 36 Use the informal dispute resolution process as the first stage in the grievance process. p. 183 $0 $0 $0 $0 $0 $0 $0 37 Maintain and quarterly analyze exit interview data. p. 186 $0 $0 $0 $0 $0 $0 $0 Totals-Chapter 4 $0 $0 $0 $0 $0 $0 $0 Chapter 5: Financial Management 38 Involve colleges and departments in developing and implementing the annual budget allocation process. p. 200 $0 $0 $0 $0 $0 $0 $0 39 Encumber salary budgets when adjunct professor and part-time positions are filled to ensure funds are available to pay the salary of the position through the entire budget year. p. 202 $0 $0 $0 $0 $0 $0 $0 40 Revise the internal audit charter to clearly define the role and responsibility of the board and administration in establishing and approving the annual audit plan and clarify that the final internal audit reports are to be sent uncensored to the Board of Trustees. p. 205 $0 $0 $0 $0 $0 $0 $0 41 Implement and use a risk assessment model to determine the areas for internal audit. p. 207 $0 $0 $0 $0 $0 $0 $0 42 Stipulate the number of hours of assistance the internal audit function will provide to the external auditors in the Request for Proposals and the engagement letter. p. 208 $0 $0 $0 $0 $0 $0 $0 43 Competitively procure and implement an automated timekeeping system for employees. p. 212 $36,667 $55,000 $55,000 $55,000 $55,000 $256,667 ($290,000) 44 Complete the update of the accounting manual and institute an annual process. p. 216 $0 $0 $0 $0 $0 $0 $0 45 Change the account code structure to include functional classifications for external reporting purposes. p. 220 $0 $0 $0 $0 $0 $0 $0 Totals-Chapter 5 $36,667 $55,000 $55,000 $55,000 $55,000 $256,667 ($290,000) Chapter 6: Asset and Risk Management 46 Develop long-range cash forecasts and automate daily cash-flow forecasting procedures. p. 233 $0 $0 $0 $0 $0 $0 $0 47 Expand the existing contract with the armored-car company to pick up cash twice weekly at every college. p. 234 ($12,760) ($13,920) ($13,920) ($13,920) ($13,920) ($68,440) $0 48 Diversify the investment portfolio and sweep the operating account nightly to increase investment earnings. p. 237 $28,595 $34,314 $34,314 $34,314 $34,314 $165,851 $0 49 Establish a comprehensive fixed asset management system. p. 245 $0 $0 $0 $0 $0 $0 $0 50 Develop written procedures to plan and conduct spot checks and follow-up inventories. p. 246 $0 $0 $0 $0 $0 $0 $0 51 Purchase an automated bar-code reading system. p. 247 $0 $0 $0 $0 $0 $0 ($6,729) 52 Enter into an interlocal agreement with the Harris County Purchasing Department to participate in its online surplus sales for items with value and discard or donate the remaining items to local charities. p. 248 $16,254 $16,254 $16,254 $16,254 $16,254 $81,270 $0 53 Reconcile the fixed asset subsidiary ledger with the general ledger on a monthly basis. p. 249 $0 $0 $0 $0 $0 $0 $0 54 Develop and implement policies and procedures for vehicle acquisition and disposal, including a tracking system for vehicle maintenance and repairs. p. 251 $0 $0 $0 $0 $0 $0 $0 55 Use workers' compensation claims loss data to develop an education program to reduce the number and severity of workers' compensation claims. p. 259 $85,176 $85,176 $85,176 $85,176 $85,176 $425,880 $0 56 Develop a limited-duty return-to-work program for injured workers to provide them the opportunity to come back to HCCS as soon as possible. p. 261 $0 $0 $0 $0 $0 $0 $0 57 Hire one safety specialist to help develop a comprehensive safety education plan and conduct periodic fire inspections and drills, air quality testing, asbestos abatement and safety training throughout HCCS. p. 262 ($39,750) ($47,700) ($47,700) ($47,700) ($47,700) ($230,550) $0 58 Reorganize the cashiering structure to report directly to the Student Financial Services Division. p. 266 $0 $0 $0 $0 $0 $0 $0 59 Hire an accountant for the Student Financial Services Division. p. 267 ($35,330) ($42,400) ($42,400) ($42,400) ($42,400) ($204,930) $0 Totals-Chapter 6 $42,185 $31,724 $31,724 $31,724 $31,724 $169,081 ($6,729) Chapter 7: Purchasing, Receiving and Contracted Services 60 Upgrade job descriptions to encourage certification and reorganize the Purchasing Department based on appropriate credentials. p. 281 $23,669 $37,933 $37,933 $37,933 $37,933 $175,401 ($1,620) 61 Streamline the authorization process. p. 287 $0 $0 $0 $0 $0 $0 $0 62 Reorganize the Purchasing Department file room so that all purchase orders are organized by vendor in a combined file. p. 289 $0 $0 $0 $0 $0 $0 $0 63 Eliminate all use of credit cards and ensure that procurement cards are subject to appropriate administrative and internal controls and strict penalties for misuse are enforced. p. 291 $0 $780 $780 $780 $780 $3,120 $0 64 Create a commodity code data element in the financial management system and assign buyers to specific commodities to ensure compliance with statutory purchasing limits. p. 294 $0 $0 $0 $0 $0 $0 $0 65 Implement an electronic bidding system to identify additional vendors for bids and proposals. p. 296 ($455) ($455) ($455) ($455) ($455) ($2,275) $0 66 Purge the vendor list annually and establish a vendor evaluation process. p. 298 $0 $0 $0 $0 $0 $0 $0 67 Develop and adopt Architectural/Engineering/Construction selection procedures that reinforce selection of the most qualified firms. p. 301 $0 $0 $0 $0 $0 $0 $0 68 Create a document checklist and place it in every bid file. p. 302 $0 $0 $0 $0 $0 $0 $0 69 Complete the plan to implement the financial management system's electronic purchase authorization capability. p. 304 $0 $0 $0 $0 $0 $0 $0 70 Train appropriate clerical staff to complete requisition forms and to assign the proper account code to the requisition. p. 306 $0 $0 $0 $0 $0 $0 $0 71 Revise existing procedures to monitor and control the use of blanket purchase orders and establish penalties for abuse. p. 308 $0 $0 $0 $0 $0 $0 $0 72 Eliminate all after-the-fact purchase orders and develop accountability measures to address staff members who violate purchasing policy. p. 310 $0 $0 $0 $0 $0 $0 $0 73 Develop reports to regularly track direct payments and take punitive action against employees who use direct payments to abuse purchasing policy. p. 313 $0 $0 $0 $0 $0 $0 $0 74 Establish a systemwide Central Receiving Department and develop an interface with the financial management system to effectively receive items. p. 316 $0 ($122,680) ($122,680) ($122,680) ($122,680) ($490,720) ($75,712) 75 Tag capital assets inventory within 24 hours of receiving the items. p. 319 $0 $0 $0 $0 $0 $0 $0 76 Develop standards for all contracted services. p. 320 $72,370 $108,554 $108,554 $108,554 $108,554 $506,586 $0 Totals-Chapter 7 $95,584 $24,132 $24,132 $24,132 $24,132 $192,112 ($77,332) Chapter 8: Management Information Systems 77 Provide ongoing hands-on training for all users of the financial management system. p. 328 $0 $0 $0 $0 $0 $0 $0 78 Create comprehensive policies and procedures for the Information Technology department and make them accessible online for all departments. p. 335 $0 $0 $0 $0 $0 $0 $0 79 Create a standing, systemwide Web site steering committee responsible for aligning the HCCS Web site strategy with systemwide goals and objectives. p. 337 $0 $0 $0 $0 $0 $0 $0 80 Shift responsibility for all Web site infrastructures, including the Web servers managed by the Instructional Computing Resource Center and the Information Technology Department, to the System Support group. p. 339 $0 $0 $0 $0 $0 $0 $0 81 Reestablish the information security committee and update and implement the security plan. p. 347 $0 $0 $0 $0 $0 $0 $0 82 Create and implement customer satisfaction surveys on Help Desk and technical support services and establish regular meetings between college administrators and the manager of the technical support group. p. 349 $0 $0 $0 $0 $0 $0 $0 Totals-Chapter 8 $0 $0 $0 $0 $0 $0 $0 Chapter 9: College and Community Relations 83 Develop a Memorandum of Understanding between HCCS and the foundation that defines the responsibilities of each party. p. 359 $0 $0 $0 $0 $0 $0 $0 84 Eliminate HCCS Foundation dependency on HCCS for its administrative and operating expenses. p. 361 $154,488 $154,488 $154,488 $154,488 $154,488 $772,440 $0 85 Develop an effective and efficient alumni relations program. p. 364 $0 $0 $0 $0 $0 $0 $0 86 Redesign the systemwide Corporate Training and Continuing Education class schedule to make it easier to use. p. 372 $0 $0 $0 $0 $0 $0 $0 87 Develop plans and procedures to promote the HCCS' Corporate Training and Continuing Education program. p. 374 $0 $0 $0 $0 $0 $0 $0 88 Develop a policy and procedures for the HCCS Corporate Training and Continuing Education program to become self-sustaining. p. 376 $0 $0 $0 $0 $0 $0 $0 89 Develop procedures for distribution of course catalogs. p. 383 $9,800 $9,800 $9,800 $9,800 $9,800 $49,000 $0 90 Conduct annual telephone system training to teach basic telephone skills and courtesy and improve customer service delivery. p. 386 $0 $0 $0 $0 $0 $0 $0 91 Establish a way to receive public input on the HCCS Web site. p. 387 $0 $0 $0 $0 $0 $0 $0 92 Establish a written procedure for communicating with the media and provide training to selected positions at HCCS. p. 388 $0 $0 $0 $0 $0 $0 $0 93 Assign responsibility for listing the public service activities taking place at each college to the Community and Resource Development coordinators and consolidate this information at the system level. p. 395 $0 $0 $0 $0 $0 $0 $0 Totals-Chapter 9 $164,288 $164,288 $164,288 $164,288 $164,288 $821,440 $0 Chapter 10: Plant Operations and Maintenance 94 Hold a "partnering session" with all college facility representatives to jointly define roles and responsibilities and establish lines of communication to ensure the success of the current structure. p. 405 $0 $0 $0 $0 $0 $0 $0 95 Encourage out-of-district business and community leaders to educate their communities about the benefits of joining HCCS. p. 408 $0 $0 $0 $0 $0 $0 $0 96 Move forward with authorized and voter-approved renovation projects. p. 411 $0 $0 $0 $0 $0 $0 $0 97 Implement a construction program management system to manage, track and report construction projects. p. 415 ($0) ($12,470) ($12,470) ($12,470) ($12,470) ($49,880) ($22,450) 98 Convert HCCS remaining building plans to Computer Aided Drafting documentation and integrate area data with a space inventory. p. 417 $0 $0 $0 $0 $0 $0 ($120,836) 99 Implement plant accounting software that is integrated with the financial management system and train the plant accountant and the director of Construction Project Management on the system. p. 419 $0 $0 $0 $0 $0 $0 ($120,000) 100 Equitably allocate custodial and janitorial staff to all HCCS colleges. p. 422 $235,781 $235,781 $235,781 $235,781 $235,781 $1,178,905 $0 101 Implement a computerized maintenance management work order system designed to support a facilities maintenance operation equivalent to the scale of operations at HCCS. p. 423 $0 $88,767 $88,767 $88,767 $88,767 $355,068 ($20,000) 102 Expand the energy conservation service agreement to include energy management, education and conservation services. p. 427 $89,729 $89,729 $89,729 $89,729 $89,729 $448,645 $0 103 Implement a comprehensive energy management program that meets the standards established for energy conservation measures. p. 428 $7,300 $343,603 $679,906 $1,016,209 $1,352,512 $3,399,530 $0 104 Revise the job description for the plant accountant to include utility bill auditing. p. 430 $0 $0 $0 $0 $0 $0 $0 105 Increase full-time HCCS police and security officers. p. 435 $266,205 $266,205 $266,205 $266,205 $266,205 $1,331,025 Totals-Chapter 10 $599,015 $1,011,615 $1,347,918 $1,684,221 $2,020,524 $6,663,293 ($283,286) Chapter 11: Auxiliary and Service Enterprises 106 Segregate the instructional program from NEO Café and allow staff to run the operation as a profit-making enterprise. p. 450 $0 $43,040 $89,667 $136,294 $178,258 $447,259 ($200,000) 107 Provide NEO Café the accounting tools necessary to effectively run the business. p. 453 $0 $0 $0 $0 $0 $0 $0 108 Expand NEO Café's catering services to increase its profits. p. 454 $300,000 $300,000 $420,000 $660,000 $660,000 $2,340,000 ($12,438) 109 Install surveillance cameras above the cash registers and in the seating area and revise daily cash handling procedures to help ensure the safety of NEO Café staff. p. 456 ($900) ($900) ($900) ($900) ($900) ($4,500) ($2,445) 110 Develop an advertising campaign that includes establishing a Web page and posting attractive signage to inform the community about the café. p. 457 $0 $0 $0 $0 $0 $0 $0 111 Develop a preventive maintenance plan to extend the life of the kitchen equipment and a replacement plan for equipment that can no longer be used effectively. p. 458 ($12,000) ($12,000) ($12,000) ($12,000) ($12,000) ($60,000) $0 112 Dedicate a buyer to the Fine Arts Department to address its unique purchasing requirements. p. 461 $0 $0 $0 $0 $0 $0 $0 113 Implement revised fee and membership eligibility policies that are necessary to maintain the Fitness Center as a self-supporting operation. p. 464 $13,746 $13,746 $13,746 $13,746 $13,746 $68,730 $0 114 Formalize the management of the Elderhostel program. p. 467 ($3,042) ($3,042) ($3,042) ($3,042) ($3,042) ($15,210) $0 Totals-Chapter 11 $297,804 $340,844 $507,471 $794,098 $836,062 $2,776,279 ($214,883) Gross Savings $3,949,836 $9,523,554 $10,026,484 $10,649,414 $11,027,681 $45,176,969 $0 Gross Costs ($104,237) ($260,567) ($260,567) ($260,567) ($260,567) ($1,146,505) ($902,230) Total $3,845,599 $9,262,987 $9,765,917 $10,388,847 $10,767,114 $44,030,464 ($902,230)
Total Gross Savings $45,176,969 Total Gross Costs ($2,048,735) Net Savings $43,128,234