2010 Reallocation and Cost Avoidance = $915,203
Listed below are the activities that occurred during FY 2010 to reallocate funds or avoid costs.
SMART Classroom Utilization (Technology) = $100,000
In order to utilize SMART classrooms to their fullest potential, the Provost worked with the Office of the Registrar to develop a new Course Scheduling Policy effective Fall 2009. This resulted in 43 additional sections offered in the Spring 2010 term, equal to a gain of 3.3 classrooms. The technology cost avoidance for converting 3.3 classrooms into SMART classrooms equates to $100,000. SMART classroom demand is not met 85%, up from 65%.
Electronic Student Billing (Publications/Printing) = $18,000
In July 2009, the Office of the Bursar implemented electronic billing to improve the student account billing service. Current paper student billing statements were replaced with electronic billing; thereby providing access to bills sooner each month, making electronic payments more convenient while reducing the cost of paper billing stock and postage.
Direct Deposit (Publications/Printing) = $25,000
By switching to direct deposit, the Office of the Comptroller has recognized annual savings of $7,000 in printing costs. An additional $18,000 was identified as savings due to increased efficiency of processing payroll electronically rather than manually. 99.6% of full and part-time employees and about 75% of student employees are utilizing direct deposit.
Technology in New Construction (Technology) = $270,000
Marquette’s legacy Siemens’ telephone infrastructure was replaced through the Unified Communication and Collaboration (UCC) project. VoIP and other features of UCC increase efficiency and ease of use (e-mail, audio/Web/video conferencing, instant messaging (IM), and VoIP, etc.). One of the new features included in the UCC project is the implementation of an enterprise fax solution. In Zilber Hall all fax communication is routed via email through a central server. Zilber Hall is the first new building incorporating UCC technology followed in Fall 2010 by Eckstein Hall. Four other buildings are scheduled to move to UCC this fiscal year: Straz Tower, Straz Hall, Cudahy, and Engineering. System conversion enables a cost avoidance of at least $230,000 by not purchasing Cisco IP phones. By eliminating maintenance of line ports, there is an additional $40,000 in annual savings.
Office Associate Centralization (Personnel) = $104,000
Consolidation of University Advancement offices into Zilber Hall facilitated the reduction of staff from 6 positions to 4 in the Gift Entry Department. The savings in salary and benefits is equal to $104,000. Assessment is ongoing for additional consolidation opportunities.
Staff Nametags (Operations) = $1,320
Staff at the Alumni Memorial Union wear nametags to identify them as employees to guests. In the fall of 2009, the AMU produced nametags through the University's own Card Services Office using ID card stock and ordering magnetic backings rather than outsourcing the order. Card Services produced the nametags at a savings of $4.40 per nametag. Approximately 300 nametags are ordered annually.
High Efficiency Washing Machines (Operations) = $89,065
Installation of high efficiency washing machines in dorms and apartments conserved over 25,740,000 gallons of water over the past few years. At today's rate of about $1 per 289 gallons for the average residential customer, this was a cost avoidance of $89,065.
Facilities Services Timekeeping Process (Operations) = PRICELESS
Prior to the Timekeeping Value Stream Mapping project, each Facilities Services supervisors spent an average of 2.8 hours every two weeks manually processing timecards. The department spent a total of 806.7 hours processing timecards annually. Immediate changes were implemented to improve the manual process by 17%. Recommendations were given to the Oracle FitGap group to implement automated timekeeping into the Oracle Upgrade project. With automation, it is estimated timekeeping in Facilities Services can be improved by 94.8% and the department will spend only 41.8 hours processing timecards annually.
Marquette Central (Personnel) = $35,000
Marquette Central opened in November 2009 when the Offices of Registrar, Bursar, and Financial Aid moved to Zilber Hall. The focus of Marquette Central is customer service; this is the primary resource for our students and their families to receive timely, expert information and assistance by telephone, email or in person, without being sent to another office. Staff at Marquette Central are professional generalists working with students to resolve their questions or issues at the initial point of contact. Bursar, Registrar and Financial Aid offices have reallocated employee lines to Marquette Central. The Marquette Central operation improves service to our students without any budget increases.
2010 Office Supply Exchange (Operations) = $8,545
Marquette departments and offices exchanged unwanted/unneeded office supplies in the 2nd Annual Office Supply Exchange Program. Departments dropped off unwanted items and were able to "shop" to suit their office needs. The annual Office Supply Exchange allows Marquette departments a chance to reallocate and redistribute supplies that were ordered in incorrect quantities or by mistake, and are otherwise going unused.
Awards Invitations (Publications/Printing) = $40,000
University Advancement changed the postage type on the Alumni National Awards weekend invitations and didn’t send any international pieces.
Salary Authorization Process (Operations) = PRICELESS
The Salary Authorization Value Stream Mapping project examined the process for 7 different types of SAs. With the existing process, it took up to 17 days for a SA to go from initiation to payroll. With manual process improvements and recommendations for automation made to the Oracle FitGap group, the process will be reduced to 1 day. This represents significant time savings for employees involved in the process.
Haggerty Art Museum (Printing/Publications) = $10,000
Prior to 2008, the Haggerty Museum of Art produced printed catalogs, gallery guides and exhibition announcements to highlight upcoming collections and exhibits. The museum made the conscious decision to eliminate some printing and reduce quantities when available. Printing of 20-30 page annual catalogs at a quantity of 2,000/year ended. The 1,000-2,500 gallery guides printed annually were limited to 3 laminated versions that remain in the galleries and are available to download as a pdf online. Printing and mailing of exhibition announcements dropped 72% with a move to disseminate more information electronically.
MBB Season Tickets Communications (Publications/Printing) = $7,500
There are +3,000 season ticket accounts, all have email. Season Ticket holders now receive only 2 paper mailings a year - one contains tickets for the upcoming season, the other is the BIG EAST Tournament mailing. All other contact has been established through email, saving the department approximately $1,500 per mailing. It was estimated that at least 5 mailings were eliminated, saving at least $7,500 annually.
Food at Meetings (Operations) = $14,400
University Advancement no longer provides breakfast and snacks at monthly all UA meetings and cut back on other meetings where lunch has been historically served.
Social Media (Publications/Printing) = PRICELESS
RTF began communicating via Twitter and other social media. A free Twitter account was established (@MarquetteRTF) to send tweets sharing information relevant to sustianability and RTF. As of May 2010, MarquetteRTF had 20 followers and when a message is retweeted it can go out to thousands more! RTF started using Access TV as another way to communicate and create awareness on campus.
Training Sessions (Outsourcing/Program Elimination) = $30,423
University Advancement reduced number of annual employee training sessions from 4 to 2.
Centralized Purchasing (Operations) = $16,000
University Advancement centralized ordering of all office supplies, letterhead and spirit supplies used at engagement events.
Student-Athlete Handbooks (Publications/Printing) = $15,000
MU Athletics reduced the size of the Student-Athlete Handbook and the quantity printed.
Buzz BBQ Communications (Publications/Printing) = $9,000
In 2009, Athletics spent $9,000 in printing and mailing costs for Buzz’s BBQ via the postcard invitation. In 2010, invitations were emailed to all appropriate parties. This saved not only printing costs but also kept the event at the same price as last year, $10.
Soccer and Volleyball Game Programs (Publications/Printing) = $8,000
MU Athletics simplified men's and women's soccer and volleyball game programs from a full-color multi-page booklet to a 2-sided 8.5x11 roster sheet produced internally.
WBB Season Tickets (Technology) = $6,000
Women’s basketball season tickets went to swipe cards, a one wallet sized card that can be scanned upon entry to each home game. This replaced printed individual tickets.
Summer Picnic (Outsourcing/Program Elimination) = $4,250
University Advancement determined it could no longer afford two large staff functions and instead held only its annual Christmas party.
Fiber Connection (Technology) = $14,400
In the fall of 2009, Straz Tower ended their lease of data fiber lines with AT&T to connect to the rest of campus via city-owned fibers. Part of the interchange project incorporated new city-owned fibers into the Wisconsin Ave Bridge across Interstate 43.
Basketball Game Notes (Publications/Printing) = $3,000
MU Athletics simplified the game notes for men’s and women’s basketball. These are note packages supplied to media at all home games.
AMUW Newsletter (Publications/Printing) = $2,000
The newsletter for the Association of Marquette University Women has been discontinued and has been replaced with an online version.
Phone Conferencing (Technology) = $2,600
The introduction of the Unified Communication and Collaboration (UCC) phone system has reduced University expenses by $2,600 annually by avoiding the need to purchase phone conferencing service through AT&T.
Lighting in Mashuda and Carpenter Tower (Technology) = $700
All tubes and ballast in student rooms were exchanged with energy efficient replacements. Assuming lights in each room are used 4 hours/day, the replacements equate to a annual savings of $700. If students use their lights more than an average of 4 hours/day, that’s additional savings! Lights in the corridors were also replaced with energy efficient fixtures. The quality of illumination in these areas was greatly improved.
Sustainability (Operations) = PRICELESS
Awareness is heightened and programs are being implemented that will result in an improved environment and greater savings for reallocation.
Retreat Expenses (Outsourcing/Program Elimination) = $7,500
University Advancement significantly reduced its retreat expenses. Historically, each of the 20 teams within the UA division would have an off campus retreat for team building and planning purposes. As an alternative, UA set a $10,000 pool of funds aside for this purpose.
Academic Data Center (Technology) = PRICELESS
With a grant from the National Science Foundation, Marquette installed a high performance computer (HPC) “cluster.” By co-locating the Academic Data Center with the Enterprise Data Center, costs for additional security, environmental controls, and power distribution were avoided. Additionally, +500 individual computers across campus were connected, creating the first high-performance, campus-wide computing network in southeast Wisconsin, called MUGrid. Now more computing processing can be handled simultaneously, allowing researchers to get much more work done in a single instant.
Purchasing Initiatives (Operations) = $73,500
Purchasing achieved savings of $73,500 by year end for initiatives in utilizing preferred suppliers and volume discounts. They reduced costs associated with plumbing supplies, trash can liners, glass repair, lighting, vehicle and general maintenance and repair costs.