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Annual Review and Resource Allocation Template Due Date: January 31, 2014

Division/Unit/Area Name: Administrative Services

Summary of progress made during past year towards achieving program goals and college goals

• For divisions, this section will be used to indicate progress toward AA Degree goals as well as other program goals within a division and college goals.

• For educational units and support areas, this section will be used to indicate progress toward unit or area goals as well as college goals.

• Discuss how well previous year’s plans were implemented and the subsequent results of the implementation.

Business Office: 1. Expansion of P-Card (purchasing card) program a) The P-Card program is used for small purchases (less than $2,500) via a UH credit card that is issued to administrators, faculty, or staff. The P-Card program has nearly doubled in use over the last two years (923 transactions in FY 2011 to 1,746 transactions in FY 2013) and included coordinating mandatory training for users, receiving appropriate Procurement approvals and working closely with cardholders with their purchases and reconciliations. Use of the P-Card is an efficiency initiative and results in significant cost savings for the college and university. 2. Kuali financial management system implementation and training a) FY 2013 marked the first full fiscal year cycle under Kuali and the Business Office was able to meet all fiscal year end processing deadlines and capably manage the financial resources of the college. Business Office staff offered a number of financial system training seminars and workshops to the campus such as; P-Card training, Kuali training for users and account approvers; training in managing account balances; and RCUH training in vendor creations and 1099 reporting. 3. Transcript application processing a) Working closely with stakeholders, the Business Office was able to streamline the transcript application process by suggesting alternatives and modifications to the application workflow. This change not only resulted in a more streamlined process for Admission’s staff, but has the added benefit of reducing the lines of students awaiting service at the Cashier’s Office and, more importantly, saved students time by eliminating unnecessary visits between the Admissions Office and the Business Office. Enterprise Operations: 1. Campus security office reportage change a) Reportage for the campus security function was changed from the VCAS office to Enterprise Operations in order to streamline operations and decision-making processes. Security briefings were presented to the faculty senate and security assessment

reviews were performed at new facilities, including; the new location for the Waianae Education Center; the new Education building; and the Diamond Head portables. 2. NIMS/ICS training a) As it relates to emergency management and disaster preparedness, an emphasis was made to increase the number of key faculty, staff, and administrators who are adequately trained in the National Incident Management System (NIMS)/Incident Command System (ICS) as required by FEMA. Training for NIMS/ICS is held off campus and is several days in duration. The number of trained campus personnel increased from one person to five and will be recorded in the FY 2014 update of the comparable measures data. 3. Campus emergency functional exercise a) The campus conducted its first functional exercise for emergency and disaster preparedness purposes and as required by the Clery Act during the spring 2013. The functional exercise involved a fire evacuation exercise and included evacuation of campus buildings, UH alert notifications, and coordination of relief efforts. 4. Facilities use bookings and reservations a) Coordination, management, assignment, and utilization of campus facilities is expanding as a total of 3,415 room and space reservations were approved involving approximately 220,441 attendees. Room and space reservations for non-UH affiliated purposes provides the campus with a significant source of revenue that is used primarily for facility improvements. Human Resources:

1. Goal D.1 – Recruit, renew, and retain a qualified, effective, and diverse faculty, staff, and leadership.

a) During the 2012-13 academic year, 337 of the college’s 351 authorized positions were filled for a 96% fill as compared to a 92.3% fill rate the previous year. If the 6 special funded non-credit positions which are self-funding are removed from consideration, the college’s fill rate would have been 98.3% with none of the college’s vacancies being over a year unfilled. b) All college recruitments were in EEO/AA compliance to ensure diversified but best qualified faculty and staff were employed. There was only one complaint pertaining to the employment process for the given academic year. c) LeeCC was the only CC in the UH system to have a full Executive/Managerial (E/M) cadre of which all E/Ms were regularly appointed, thus increasing leadership stability and institutional direction. d) The college’s E/M positions were 100% filled; 95.3% of all faculty positions (including special funded) were filled; 98.1% of all G-funded APTs were filled; and 96.2% of the college’s civil service personnel were filled. e) All regularly appointed Board of Regents (BOR) employees (E/M, faculty, and APT) possess the appropriate academic credentials or professional experiences required for their college position, and were deemed the best qualified when hired. (f) BOR employees are regularly and periodically evaluated on the basis of performance. 2. Goal E – Responsible for stewardship of human, material, and financial resources.

a) There were no unauthorized G-funded positions b) The campus had no position vacancy that was over a year in existence.

c) Because of the college’s high fill rate, 3 additional G-funded positions were obtained from the long-term vacancies of other CC campuses.

d) To augment existing staffing, the HRO have actively developed and recruited 16 new grant-funded positions primarily in a variety of TEM and student-success initiatives; posted over 150 casual appointments; pushed student employment above the 300-mark with a total of 321 student employees in the target academic year. 3. Goal D – Provide access, funding, and staffing to raise educational capital of the state.

a) During the academic year, the HRO staff attended the 2013 National Conference and Expo of the College and University Professional Association for Human Resources (CUPA-HR). The professional development opportunity enabled the HRO staff to interact, network, and learn the best practices and successful initiatives done by higher education professionals across the nation.

Operations and Maintenance:

1. Provide a safe campus for students, faculty, and staff

a) Replace/repair campus railings to bring into ADA compliance.

b) Renovate campus restrooms (Phase II).

c) Implement HIOSH corrective actions. d) Install additional pickets at LC 2nd floor landings and at GT/DA railing.

e) Repair sidewalks. 2. Increase staff development in O&M a) Working foremen attended a two day supervision training off campus. b) Supervisors attended a one day supervision training off campus. c) Manager and Asst. Manager attended a national conference in Minnesota for Facilities Management in higher education. d) Department APTs attended a workshop on campus for discrimination and harassment. 3. Enhance staff moral in O&M a) UPW staff participation in O&M group and annual outing with all supervisors in attendance. b) Renovation of O&M compound to provide storage of supplies, flammable materials, and carts. c) New employee break/lunch room at O&M.

Assessment progress for past year

• Attach report of program and course assessments from Tk20 for the 2012-2013 academic year.

• This report will include completed assessments as well as analysis of results and future plans.

Please see attached for the latest updates to the current comparable measures used by all units in Administrative Services across the 7 UH community colleges. There are a total of 67 comparable measures used in the following 8 categories: 1. UH FMIS/KFS and RCUH Fiscal Transaction Counts (19 measures) 2. Business Office Measures (4 measures) 3. Janitors per Gross Square Feet (2 measures) 4. Grounds Personnel per Acre (2 measures) 5. Operation and Maintenance Measures (5 measures) 6. Human Resources Comparable Measures (15 measures) 7. Equal Employment Opportunity/Affirmative Action (6 measures) 8. Research & Training, Auxiliary Enterprises, and Emergency Management (14 measures) Recently, discussion among the UHCC system office and the campuses has taken place regarding the value and effectiveness of the comparable measures presently in use. A complete review of current measures is being planned with updates initially occurring in the Human Resources area. Many of the comparable measures being proposed have direct links to the ACCJC accreditation standards. Once the new comparable measures are defined and finalized, our Administrative Services units will review their current assessments and update accordingly.

Description of current issues, problems, and opportunities • Describe issues, problems, and opportunities to which the division/unit/area intends to

respond. Specifically discuss those related to strategic plans and campus/system-wide initiatives.

• This section can also include a discussion of modified or new goals to be addressed, based on analysis of ARPD.

Business Office: 1. Challenge: Currently unable to establish the relationship between resources and

organization’s mission and functions; do not track and/or report how or whether our expenditures are related to campus mission and objectives. improvements have been made with evolution of the planning and budgeting process with closer alignment of resource allocation requests to the College’s strategic plan. All funding requests must cite the College, Program, or Unit goal to be achieved along with supporting data/evidence that justifies the need. Continued refinement of the process will lead to greater accountability and measured successes.

2. Challenge: Need to be able to manage labor costs more effectively; lack of “ceiling” for overloads, overtime, lecturers, and backfilling of positions. Reporting and data systems are slowly improving whereby greater financial management control and oversight will be improved. College should undertake thorough review of labor cost variables and establish clear expectations and budgets. Financial reporting systems need to be available to track and monitor labor budgets on a regular basis to support policy decisions to be made.

3. Challenge: Enhance the contracting and procurement services provided to the campus units; secretaries and other personnel are not trained buyers and therefore need the technical assistance and direction when purchasing or writing contract specifications and statements of work.

Enterprise Operations: 1. Primary health and safety concerns include…a) ensuring that emergency management

operations can be maintained during power outages - electrical system failures have identified weaknesses in our infrastructure and b) security officer staffing levels are such that only one patrol officer is assigned during a work shift thereby increasing our risk and liability should an incident(s) occur. These items are specifically addressed in the resource allocation area.

2. Future projects pending that have a direct impact on the Enterprise Operations unit include the establishment of the new education center in Maili, the pending arrival of the rail transit project, the creation of a new parking permit and fee structure system in response to rail, the current implementation of a new building access control (re-keying) system, improvements to and expansion of the campus camera surveillance and call box system, and the centralization and expansion of campus building and duress alarm systems.

Human Resources: 1. HRO has had no staffing increases for 20 years yet the nature and scope of institutional

services provided has expanded exponentially. Critical factors/measures include; “devolution” which pushed previously held system level services down to the campus level; the highest workload ratio of 88 authorized g-funded positions to each HR staff member; a disproportionately smaller staff when compared to other UH cc’s; increase in

complexity and greater liability associated with adverse action (misconduct, grievances, discrimination, workplace violence, substandard performance); increases in mandated monitoring and compliance of employment-related programs such as the ADA, EEO, Federal Contract Compliance, and veteran initiatives.

2. Identity theft and personally identifiable information (PII) has significant ramifications should a security breach occur. HRO is a vulnerable target to paper, electronic, and computer data theft.

3. Professional development opportunities for HRO staff and formalizing a training program for Executive/Managerial (E/M) personnel.

Operations and Maintenance: 1. Staffing - Additional janitorial staff is required as the Pearl City campus brings more

buildings on line (Education Building and the Diamond Head portables); future janitorial, maintenance, and grounds staffing needs to be addressed at the new education center in Maili; address need to provide support services in high demand areas during the afternoon and evening due to enrollment increases, classroom utilization, and increases in campus events and functions.

2. Staff Development/Training - Continue supervisory training for assistant manager, supervisors, and foremen; workshops in communication, customer service, and safety are needed throughout the entire O&M organization; succession planning; project management training; mentoring.

3. Sustainability – Increase knowledge of sustainable practices; implement achievable practices and communicate to campus.

4. Morale – Develop departmental specific mission statement and core values that are aligned with campus mission; improve communication between O&M management and staff.

5. Workload – Increasing numbers of projects with limited staff (managers).

Plans for next year to respond to current situation and meet goals from CRE • Describe how the division/unit/area intends to respond to the ARPD analysis and the

issues, problems, and opportunities identified above. • Specific actions need to be identified and described with target dates and person

responsible for ensuring the action is completed. • Each action needs to describe how the division/unit/area will know if the action(s)

planned is/are effective. Business Office: 1. Creation of budget/financial analyst position would address challenges of ensuring

resources are used more efficiently/effectively, that organizational objectives are tied to resource allocation decisions, and that personnel costs are managed and monitored.

2. Professional development opportunities for Business Office staff would provide the foundation for needed technical direction, clarification, and guidance in the area of purchasing, contract specifications, and statements of work.

Enterprise Operations:

1. Emergency management infrastructure issues can be remedied by tying into the campus emergency generator located near the BS building. This is a resource allocation request item.

2. Security staffing needs have been identified for both the Pearl City and Waianae campuses and are included as two separate resource allocation items.

3. The building access control project is currently in progress and will require the development of new policies and procedures.

4. A parking consultant would assist the campus in the development of a parking system master plan.

Human Resources: 1. Addition of 5th staff member to the HRO. 2. Renovation of the HR office, in conjunction with the Administration building renovation

project, will ensure that security enhancement features are present but will also provide space to promote better customer service, ADA accessibility, and confidential discussions.

3. Professional development opportunities for HR staff will be funded within existing resources of Administrative Services.

Operation and Maintenance: 1. Staffing – specific needs and priorities addressed as resource allocation requests.

Limited flexibility without compromising existing service delivery levels. 2. Staff Development/Training – high priority across all units within Administrative Services

– funding is being reallocated within existing resources to promote continued staff development and training.

3. Sustainability – Will be part of continuing staff development and training opportunities to include the 2nd Annual Hawaii Sustainability in Higher Education Summit among others.

4. Morale – Departmental specific mission statement and core values to be developed as a participatory exercise for all O&M personnel.

Request for Resource Allocations Each prioritized planning list should be limited to the top five requests for your division, unit, or area. Planning requests should be $5,000 or greater in amount. Some divisions may want to keep a complete prioritized list of items for any amount to use for division fund requests.

• Operating Budget (includes Supplies, Student Help, Technology, Equipment/Furniture, Travel/Professional Development) • Personnel (positions and release time) • Repair and Maintenance

OVERALL DIVISION/UNIT/AREA PRIORITIES FOR OPERATING BUDGETS (This category includes Supplies, Student Help, Technology, Equipment/Furniture, and Travel/Professional Development)

Priority Item or Action and improvement sought

College, Program, or Unit Goal

Data supporting request New Funding Cost Estimate

If new funding not available: Possibilities for Extramural Funding or Reallocation

1. Employee Support Programs SP Goal D.1

This is a mandated/fixed cost item; new employee support programs include: background checks for specific employee classifications, impacts related to implementation of the Affordable Care Act, and contracted services for the employee assistance program and random drug testing services

$9,000.00

Fixed cost item – reallocation of existing resources will be required if not funded or service delivery levels will be reduced

2. Student Help SP Goal E

Existing allocations do not cover costs of current mail delivery services; request is to fund mail delivery service at present levels without the need to reallocate or reduce service levels

$8,000.00

Reallocation of existing O&M resources erodes funding for other campus repair and maintenance projects

3. Parking Consultant SP Goals E, E.2.a, E.2.b

Pending rail impacts will require the Pearl City campus to develop & implement a parking permit & fee structure system; request is to

$50,000.00

Reallocation of existing resources would require significant reductions to service levels that may

hire parking consultant to develop a parking master plan

compromise health & safety standards or reduce service delivery levels

4. Generators

Health & Safety; SP Goal E.3.d

Portable emergency power to aid in campus recovery during disasters, power outages, & other emergencies; request is for (2) 2,000 watt generators and (1) 4,000 watt generator

$5,000.00

Cost would be offset by completion of R&M item that links certain infrastructure to the BS bldg. generator

N/A Campus Security Officer Training

Health & Safety; SP Goals D.1.b,

D.1.c

Training & certifications required for campus security officers to maintain currency in the areas of PPCT, OC Spray, MOAB, Report Writing, & All Hazards training

$22,000.00

Placeholder for future funding request – costs for security officer training may be provided by UHCC system initiative

N/A Human Resource Filing System

SP Goals D.1, Personally Identifiable

Information (PII) Standards

Expand personnel filing system that includes enhanced PII security measures & fire suppression system

$35,000.00

Placeholder for future funding request - HR filing system contingent on administrative building renovation

PERSONNEL (Positions and Release time)





1. Janitor II Position (0.5 FTE) Health & Safety; SP Goal E.1

Expansion of janitorial service coverage during the p.m. hours, especially in high demand public areas (cafeteria, restrooms, learning commons, etc.); would provide service for afternoon events & functions; available for emergency response duties related to janitorial functions

$17,500.00

Reallocation of existing staff & workload would have detrimental impact on current service delivery levels

2. Human Resources Officer (1.0 FTE); APT – PBA SP Goal D.1

No HR staff increase in past 20 years – student help has been used as stop gap measure; HR staffing ratio of 88::1 is highest in CC system; staffing required to meet current & anticipated workload increases associated with several initiatives to include, mandatory employee support programs, development of grant staffing, senior faculty evaluations, lecturer evaluations, contract renewals, & credentialing, employee relations & outreach

$29,000.00

Proposal is to reduce student help funding by 50% or $12,000 in HR and use these funds to help offset cost of additional staff member; $29k request is net increase necessary to fill a 1.0 FTE position

3. University Security Officer I (3.0 FTE); Pearl City Campus

Health & Safety; SP Goal E.1.b

Request for additional staffing would ensure that each of the 3 security watches have at least 2 officers on duty; addresses health & safety concerns associated with a single duty officer on patrol with no backup, increases service delivery levels due to increase in frequency of calls, campus events, & functions, & mitigates

$120,000.00

Costs will be partially offset by a significant reduction in security officer overtime expenses

impacts associated with pending rail service to campus

4. Enterprise Operations Support (1.0 FTE) – APT – PBA or Clerical


Staffing request related to current and anticipated workload impacts associated with; emergency management and disaster preparedness & recovery, facilities use support, mandated campus security compliance requirements, new building access control procedures, switchboard and dispatch call center support, & parking system support

$40,000.00

Costs may be partially offset by future revenue generation from parking fines & fees; switchboard support would transfer from Business Office which will increase service delivery levels in that area

5. Budget & Financial Analyst (1.0 FTE) APT – PBB

SP Goals E.2.a. & E.2.b

Staffing request that would provide for budget & financial projection & analyses in support of more efficient utilization of campus resources & as a way to generate & maximize revenue opportunities; position would provide position control and labor expenditure analysis support ensuring that outlays are appropriately charged; provide campus-wide support in financial management of special fund revenues, expenditures, & forecasting analyses

$60,000.00 Costs may be partially offset by revenue growth in special funds

N/A Janitor II (1.0 FTE) Health & Safety; SP Goal E.1

Upon completion of repair & maintenance of Diamond Head portable buildings, campus square footage will increase by an additional 23,000 gsf; position will provide janitorial services to these facilities

$35,000.00

Placeholder for future funding request – janitorial services is dependent upon completion of R&M project & occupancy

N/A Building & Grounds Custodian II (1.0 FTE) – Waianae Campus


Provide custodial duties in cleaning, maintenance, & grounds support of new education facility in Maili; new position

$35,000.00

Placeholder – position will be required by Fall 2015; cost to be partially offset by the termination of the janitorial

classification as it combines indoor & outdoor custodial support

service contract currently in use at Waianae Education Center

N/A University Security Officer I (3.0 FTE) – Waianae Campus


Staffing request necessary to provide security services to new education center in Maili

$120,000.00

Placeholder for future funding request – positions will be required by Fall 2015; costs to be significantly offset by termination of security guard services contract currently in use at Waianae Education Center

N/A Bursar Conversion to Authorized Permanent Position (1.0) FTE) SP Goal D.1

Conversion of Bursar position from Authorized Temporary (BT) to Authorized Permanent (BJ); requires an additional or reallocation of a general fund FTE

$0.00 No cost item – requires the addition or reallocation of a general fund FTE

REPAIR and MAINTENANCE (R&M)





1. Renovation of Human Resources Office Space

Health & Safety; SP Goals D.1. & E.1

Current HR office space lacks sufficient/useable square footage, is not conducive to customer service, is vulnerable to security breaches, & does not provide adequate safety for staff

$600,000.00 Part of Administration Building renovation project – Minor CIP item of $3.0 million

2. Emergency Management Initiative

Health & Safety; SP Goals E.1 & E.3.e

Provide electrical power & functionality to specific campus infrastructure items during campus power outages & emergency operations; all 3-components require the installation of the electrical infrastructure necessary to connect to the BS Building generator.

To Be Determined New project – to be prioritized on deferred R&M listing – Health & Safety Item

1. Telecom Room (PBX) - Admin Bldg - would ensure that the campus emergency line (x611) remains in service during power outages & emergency conditions

2. Radio Repeater – Learning Commons - would ensure that hand-held radio functionality is maintained during power outages/emergency response conditions

3. CCR – Admin Bldg - would ensure that electrical power is available to the campus’ emergency operations center during power outages/emergency conditions

3. Building Alarm, Surveillance Camera, and Call Box Systems

Health & Safety; SP Goals E.1 & E.3.e

Project would include expansion of the surveillance camera and call box systems currently in use at/near new facilities on Pearl City campus (Education building, Diamond Head portables, new OCEWD portables) and at the new education center facility in Maili. In addition, project would include replacement and/or installation of new building alarm and duress alarm systems.

To Be Determined New project – to be prioritized on deferred R&M listing – Health and Safety item

4. Campus Signage SP Goal E.1 & E.3.a

Replace all campus signage to conform with Vista signage system being installed in the Education building. Signage would replace all exterior and interior building and door signage

To Be Determined New Project – to be prioritized on deferred R&M listing

currently in use in addition to signage that is placed on exterior columns.

5. Landscape/Beautification – Phase II

SP Goal E.1 & E.3.a

Phase II of campus landscape improvement plan would replace and/or repair all fixed outdoor seating areas, provide additional outdoor electrical outlets, & update/modernize courtyard areas

To Be Determined New project – to be prioritized on deferred R&M listing

Leeward CC Mission Statement: At Leeward Community College, we work together to nurture and inspire all students. We help them attain their goals through high-‐quality liberal arts and career and technical education. We foster students to become responsible global citizens locally, nationally, and internationally. We advance the educational goals of all students with a special commitment to Native Hawaiians. Strategic Plan Outcomes within a Leeward Context Goal A Native Hawaiian Student Success Academic Success; Empower & Inspire Native Hawaiian & Underserved Populations to Fulfill Their Potential As an indigenous-‐serving institution we empower and inspire Native Hawaiian and underserved populations to fulfill their potential by increasing teaching effectiveness, recruitment, retention, academic success, completion and continuation of their education. Goal B ALL Student Success Content, Curriculum, Access, Support Leeward CC effectively provides access, prepares and facilitates progression for students to succeed in the local and global workplace. Goal C Workforce Development and Extramural Funds Partnerships, External Funding, Economic Catalyst Leeward CC provides skilled workforce by partnering with Central West Oahu businesses and organizations and government agencies to generate and support programs that stimulate and fulfill the economic vitality of the community. Goal D Professional Development Training& Professional Development, Learning Environment & Culture/Climate Leeward CC provides access, funding and staffing to raise educational capital of the state. Goal E Facilities, Sustainability, and Planning Responsible Stewardship of Human, Material & Financial Resources Leeward CC stewards resources in a responsible and purposeful manner

UH FMIS/KFS AND RCUH FISCAL TRANSACTION COUNTS

LEEWARD CC

Document Type FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013UH FMIS/KFSPurchase Order 2,038 1,674 1,646 1,673 1,619 1,737 1,485 1,589 1,601 1,582Purchase Order Amend/Close/Reopen/Void 881P-Card 251 346 433 517 521 839 955 923 937 1,746Auth for Payment 182 175 155 128 140 116 79 98 660 1,588Auth for Payment - Payment Req (PREQ) 3,048Departmental Checks 1,363 1,145 1,032 950 867 902 863 851 99 0Payroll JV 368 330 311 388 440 704 655 550 195 86Non-payroll JV ** 184 169 247 200 290 218 220 220 189 287Non-Payroll JV - Internal Billing/Svc Billing 194Inter-Island TCR 73 64 108 86 63 104 80 85 79 251Out-of-State TCR 57 56 47 44 67 65 35 74 91 292A/R Invoices at FYE 798 732 634 598 462 394 387 387 399 69

UH FMIS/KFS Total 5,314 4,691 4,613 4,584 4,469 5,079 4,759 4,777 4,250 10,024

*RCUHPurchase Order 368 403 320 318 266 209 242 232 239 123Direct Payment 93 99 99 230 250 175 194 196 108 89Payroll JV 0 2 2 4 6 4 2 5 4 0Non-Payroll JV 2 6 3 3 9 2 3 2 0 0Inter-island TCR 2 17 5 4 14 9 8 10 24 20Out-of-State TCR 25 25 12 2 11 15 20 25 21 7

RCUH Total 490 552 441 561 556 414 469 470 396 239

UH/RCUH TOTAL 5,804 5,243 5,054 5,145 5,025 5,493 5,228 5,247 4,646 10,263

UH FMIS/KFSOutstanding A/R Balance 920,310 826,310 827,785 649,353 546,587 481,944 488,800 466,722 490,428 114,713

Effective FY 2013 A/R count and dollar amount does not include A/R outstanding more than 2 years as of 06/30/12 (only data for A/R less than 2 years was input into KFS).

*Note: RCUH Direct payments include, AFP, mileage reimbursements, petty cash replenishments and other direct payment transactions. RCUH Payroll and other JV entries are processed by RCUH accounting staff; therefore, this is not a workload issue for CC staff.** FMIS Non-payroll JV counts include manual JV transactions which include general, payroll, and 13th month accrual JV'sDepartmental checking system discontinued during FY 2012

Effective FY 2013 PO amendment, close, reopen, and void counts are included.Effective FY 2013 AFP counts include disb voucher for check payment (DVCA), wire transfer (DVWF), and non check disbursements (ND)Effective FY 2013 AFP payment request counts are included (PREQ auth for payment from PO).Effective FY 2013 Non-Payroll JV - Internal Billing/Service Billing counts are included.Effective FY 2013 Interisland Travel counts include origin 01 edocs from KFS and origin TV edocs from eTravel, exclude pcard transactionsEffective FY 2013 Out of State Travel counts include origin 01 edocs from KFS and origin TV edocs from eTravel, exclude pcard transactionsEffective FY 2013 Interisland Travel counts include origin 01 edocs from KFS and origin TV edocs from eTravel, exclude pcard transactionsEffective FY 2013 Out of State Travel counts include origin 01 edocs from KFS and origin TV edocs from eTravel, exclude pcard transactions

Z:\Excel\Budget Planning\Fiscal Document Counts\FY 13 FMIS & RCUH Fiscal Trans Count.xls Lee CC

UH FMIS/KFS AND RCUH FISCAL TRANSACTION COUNTS

FY 2013Campus

Document Type Hon CC Kap CC Lee CC Win CC Haw CC Mau CC Kau CC Subtotal/Avg CCSWS TotalUH KFSPurchase Order 993 2,427 1,582 401 1,660 1,500 694 9,257 118 9,375

% of Avg 75% 184% 120% 30% 126% 113% 52% 1,322Purchase Order Amend/Close/Reopen/Void 791 384 881 46 447 434 228 3,211 13 3,224

% of Avg 172% 84% 192% 10% 97% 95% 50% 459P-Card 3,218 1,519 1,746 2,783 2,813 4,490 2,756 19,325 940 20,265

% of Avg 117% 55% 63% 101% 102% 163% 100% 2,761Auth for Payment 844 1,563 1,588 529 713 1,312 392 6,941 128 7,069

% of Avg 85% 158% 160% 53% 72% 132% 40% 992Auth for Payment - Payment Req (PREQ) 1,559 6,770 3,048 612 3,409 2,357 1,629 19,384 295 19,679

% of Avg 56% 244% 110% 22% 123% 85% 59% 2,769Departmental Checks 0 0 0 0 0 0 0 0 0 0

% of Avg 0Payroll JV 44 155 86 61 77 108 18 549 8 557

% of Avg 56% 198% 110% 78% 98% 138% 23% 78Non-payroll JV 329 393 287 320 268 313 138 2,048 158 2,206

% of Avg 112% 134% 98% 109% 92% 107% 47% 293Non-Payroll JV - Internal Billing/Svc Billing 275 279 194 111 147 86 42 1,134 52 1,186

% of Avg 170% 172% 120% 69% 91% 53% 26% 162Inter-Island TCR 248 271 251 149 1,381 1,300 957 4,557 414 4,971

% of Avg 38% 42% 39% 23% 212% 200% 147% 651Out-of-State TCR 187 339 292 57 298 112 65 1,350 184 1,534

% of Avg 97% 176% 151% 30% 155% 58% 34% 193A/R Invoices at FYE 257 94 69 26 77 206 25 754 0 754

% of Avg 239% 87% 64% 24% 71% 191% 23% 108

UH KFS Total 8,745 14,194 10,024 5,095 11,290 12,218 6,944 68,510 2,310 70,820% of Avg 89% 145% 102% 52% 115% 125% 71% 9,787

*RCUHPurchase Order 113 411 123 103 187 398 122 1,457 63 1,520

% of Avg 54% 197% 59% 49% 90% 191% 59% 208Direct Payment 9 13 89 68 10 180 30 399 121 520

% of Avg 16% 23% 156% 119% 18% 316% 53% 57Payroll JV 0 8 0 2 0 62 22 94 23 117

% of Avg 0% 60% 0% 15% 0% 462% 164% 13Non-Payroll JV 1 4 0 0 14 53 4 76 33 109

% of Avg 9% 37% 0% 0% 129% 488% 37% 11Inter-island TCR 35 54 20 22 57 200 22 410 35 445

% of Avg 60% 92% 34% 38% 97% 341% 38% 59Out-of-State TCR 7 63 7 34 47 20 1 179 31 210

% of Avg 27% 246% 27% 133% 184% 78% 4% 26

RCUH Total 165 553 239 229 315 913 201 2,615 306 2,921% of Avg 44% 148% 64% 61% 84% 244% 54% 374

KFS/RCUH Total 8,910 14,747 10,263 5,324 11,605 13,131 7,145 71,125 2,616 73,741% of Avg 88% 145% 101% 52% 114% 129% 70% 10,161

UH KFSCampus

A/R Invoices at FYE Hon CC Kap CC Lee CC Win CC Haw CC Mau CC Kau CC Subtotal CCSWS Total

Count 257 94 69 26 77 206 25 754 0 754

Dollar Amount 224,026 143,374 114,713 13,777 5,753 17,606 21,215 540,464 0 540,464

Effective FY 2013 A/R count and dollar amount does not include A/R outstanding more than 2 years as of 06/30/12 (only data for A/R less than 2 years was input into KFS).

*Note: RCUH Direct payments include, AFP, mileage reimbursements, petty cash replenishments and other direct payment transactions. RCUH Payroll and other JV entries are processed by RCUH accounting staff; therefore, this is not a workload issue for CC staff.

Departmental checking system discontinued during FY 2012

Effective FY 2013 PO amendment, close, reopen, and void counts are included.Effective FY 2013 AFP counts include disb voucher for check payment (DVCA), wire transfer (DVWF), and non check disbursements (ND)Effective FY 2013 AFP payment request counts are included (PREQ auth for payment from PO).Effective FY 2013 Non-Payroll JV - Internal Billing/Service Billing counts are included.Effective FY 2013 Interisland Travel counts include origin 01 edocs from KFS and origin TV edocs from eTravel, exclude pcard transactionsEffective FY 2013 Out of State Travel counts include origin 01 edocs from KFS and origin TV edocs from eTravel, exclude pcard transactions

Z:\Excel\Budget Planning\Fiscal Document Counts\FY 13 FMIS & RCUH Fiscal Trans Count.xls Summary

FY 2013

Document Type Hon CC Kap CC Lee CC Win CC Haw CC Maui Coll Kau CC CCSWS

2. Average no. of work days required to issue UH Purchase Order 4.00 9.00 9.20 2.00 3.00 8.00 2.00 5.31 10.00 5.90 % of Average 75% 169% 173% 38% 56% 151% 38% 100%

3. Average no. of work days required to submit PO payment documents to UH Disbursing Office # - - - - - - - - - - % of Average 0% 0% 0% 0% 0% 0% 0% 100%

9. Average no. of work days required to issue UH Dept Checks ^ - - - - - - - - - - % of Average 0% 0% 0% 0% 0% 0% 0% 100%

19. Business Office staff FTE (Civil Service, APT) 7.00 11.00 9.00 5.00 9.00 11.00 6.00 8.29 1.50 7.44 % of Average 84% 133% 109% 60% 109% 133% 72% 100%

# No data, centralized invoicing system in FY 2013, vendors send invoices to Disbursing to start payment process.^ No data, departmental checking discontinued in FY 2012.

FY 2012



3. Average no. of work days required to submit PO payment documents to UH Disbursing Office 4.00 9.00 7.80 5.15 4.28 16.17 4.00 7.20 4.00 6.80 % of Average 56% 125% 108% 72% 59% 225% 56% 100%

9. Average no. of work days required to issue UH Dept Checks 4.00 - 5.07 4.47 4.67 5.53 3.00 3.82 7.00 4.22 % of Average 105% 0% 133% 117% 122% 145% 79% 100%


FY 2011




9. Average no. of work days required to issue UH Dept Checks 4.00 13.00 4.18 4.42 3.00 8.83 3.00 5.78 8.00 6.05 % of Average 69% 225% 72% 77% 52% 153% 52% 100%


FY 2010




9. Average no. of work days required to issue UH Dept Checks 4.00 11.00 2.53 4.62 7.00 12.00 3.00 6.31 5.00 6.14 % of Average 63% 174% 40% 73% 111% 190% 48% 100%


Total Average

UNIVERSITY OF HAWAII COMMUNITY COLLEGESAdministrative Services Program Review Summary

Total Average

Campus Average

Campus Average

Total Average

Business Office Measures

Campus Average

Campus Average

Total Average

Z:\Excel\Budget Planning\Admin Prog Review\FY 13 Bus Offc Measures\Business Offc Measures Doc Count FY 13 Final.xlsSummary 11/7/2013

LEEWARD COMMUNITY COLLEGEAdministrative Services Program Review

Business Office Measures

Description FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013

2. Average no. of work days required to issue UH Purchase Order* 1.40 1.50 1.00 1.80 3.50 1.65 5.05 6.00 9.20

3. Average no. of work days required to submit PO payment documents to UH Disbursing Office # 2.80 4.60 2.78 5.33 5.10 3.62 3.13 7.80

9. Average no. of work days required to issue UH

Dept Checks * ^ 1.10 1.30 2.23 6.57 3.50 2.53 4.18 5.07

19. Business Office staff FTE (Civil Service, APT) 7.00 8.00 8.00 8.00 6.00 7.00 9.00 9.00 9.00 9.00

*FY 2004 data not available

# No data, centralized invoicing system in FY 2013, vendors send invoices to Disbursing to start payment process.^ No data, departmental checking discontinued in FY 2012.

Z:\Excel\Budget Planning\Admin Prog Review\FY 13 Bus Offc Measures\Business Offc Measures Doc Count FY 13 Final.xls 11/7/2013

1. FTE - General Funded Authorized BJ-1 Janitor Positions 11/07/13

FY 2009** FY 2010 FY 2011 FY 2012 FY 2013

Campus

Authorized GF BJ-1

FTE GSF GSF/FTE

Authorized GF BJ-1

FTE GSF GSF/FTE

Authorized GF BJ-1

FTE GSF GSF/FTE

Authorized GF BJ-1

FTE GSF GSF/FTE

Authorized GF BJ-1

FTE GSF GSF/FTE

Authorized GF BJ-1

FTE GSF GSF/FTE

Authorized GF BJ-1

FTE GSF GSF/FTE

Authorized GF BJ-1

FTE GSF GSF/FTE

Authorized GF BJ-1

FTE GSF GSF/FTE

Authorized GF BJ-1

FTE GSF GSF/FTEHonolulu CC 17.00 613,918 36,113 17.00 613,918 36,113 17.00 613,918 36,113 17.00 718,918 42,289 17.00 718,918 42,289 17.00 718,918 42,289 17.00 718,918 42,289 17.00 720,502 42,382 17.00 720,502 42,382 17.00 744,502 43,794Kapi‘olani CC 20.00 406,569 20,328 20.00 406,569 20,328 20.00 406,569 20,328 20.00 406,569 20,328 20.00 402,826 20,141 20.00 402,826 20,141 20.00 402,826 20,141 20.00 406,569 20,328 19.00 406,569 21,398 19.00 406,569 21,398Leeward CC 13.00 418,757 32,212 13.00 418,757 32,212 13.00 418,757 32,212 13.00 418,757 32,212 13.00 418,757 32,212 14.00 418,757 29,911 14.00 422,357 30,168 14.00 422,357 30,168 15.00 422,357 28,157 15.00 450,679 30,045Windward CC 9.00 308,214 34,246 9.00 309,614 34,402 9.00 309,614 34,402 9.00 309,614 34,402 9.00 301,581 33,509 9.50 301,581 31,745 9.50 301,580 31,745 9.50 301,580 31,745 9.50 301,580 31,745 9.50 370,708 39,022Hawai‘i CC /1 11.00 225,458 20,496 11.00 229,524 20,866 12.00 229,524 19,127 12.00 231,651 19,304 12.00 231,651 19,304 12.00 232,601 19,383 12.00 232,601 19,383Maui College 11.00 404,606 36,782 11.00 404,606 36,782 11.00 404,606 36,782 13.00 404,606 31,124 13.50 407,007 30,149 13.50 407,007 30,149 13.50 410,318 30,394 13.50 413,234 30,610 13.50 413,234 30,610 13.50 415,734 30,795Kaua‘i CC 9.00 263,629 29,292 9.00 263,629 29,292 9.00 263,629 29,292 9.00 263,629 29,292 9.00 259,223 28,803 9.00 292,233 32,470 9.00 313,747 34,861 9.00 334,479 37,164 9.00 334,479 37,164 9.00 334,479 37,164

79.00 2,415,693 30,578 79.00 2,417,093 30,596 79.00 2,417,093 30,596 92.00 2,747,551 29,865 92.50 2,737,836 29,598 95.00 2,770,846 29,167 95.00 2,801,397 29,488 95.00 2,830,372 29,793 95.00 2,831,322 29,803 95.00 2,955,272 31,108

2. FTE - Campus Identified Janitor Positions (Includes all Permanent & Temporary Positions Filled at Fiscal Year End - All Funding Sources

FY 2009** FY 2010 FY 2011 FY 2012 FY 2013

Campus

CampusIdentified

FTE GSF GSF/FTE

CampusIdentified

FTE GSF GSF/FTE

CampusIdentified

FTE GSF GSF/FTE

CampusIdentified

FTE GSF GSF/FTE

CampusIdentified

FTE GSF GSF/FTE

CampusIdentified

FTE GSF GSF/FTE

CampusIdentified

FTE GSF GSF/FTE

CampusIdentified

FTE GSF GSF/FTE

CampusIdentified

FTE GSF GSF/FTE

CampusIdentified

FTE GSF GSF/FTEHonolulu CC 16.00 613,918 38,370 16.00 613,918 38,370 16.00 613,918 38,370 16.00 718,918 44,932 16.00 718,918 44,932 17.00 718,918 42,289 18.00 718,918 39,940 16.00 720,502 45,031 17.00 720,502 42,382 18.00 744,502 41,361Kapi‘olani CC 19.00 406,569 21,398 19.00 406,569 21,398 19.00 406,569 21,398 19.00 406,569 21,398 19.00 402,826 21,201 19.00 402,826 21,201 19.00 402,826 21,201 17.00 406,569 23,916 19.00 406,569 21,398 18.00 406,569 22,587Leeward CC 15.00 418,757 27,917 15.00 418,757 27,917 15.00 418,757 27,917 15.00 418,757 27,917 14.00 418,757 29,911 15.00 418,757 27,917 15.00 422,357 28,157 15.00 422,357 28,157 16.00 422,357 26,397 18.00 450,679 25,038Windward CC 8.00 308,214 38,527 8.00 309,614 38,702 8.50 309,614 36,425 9.00 309,614 34,402 9.50 301,581 31,745 8.00 301,581 37,698 9.50 301,580 31,745 9.50 301,580 31,745 9.50 301,580 31,745 9.50 370,708 39,022Hawai‘i CC /1 7.00 229,524 32,789 11.00 229,524 20,866 11.00 231,651 21,059 10.00 231,651 23,165 11.00 232,601 21,146 10.00 232,601 23,260Maui College 13.00 404,606 31,124 13.00 404,606 31,124 13.00 404,606 31,124 13.50 404,606 29,971 11.50 407,007 35,392 15.50 407,007 26,259 13.50 410,318 30,394 13.50 413,234 30,610 13.50 413,234 30,610 12.50 415,734 33,259Kaua‘i CC 9.00 263,629 29,292 9.00 263,629 29,292 9.00 263,629 29,292 9.00 263,629 29,292 9.00 259,223 28,803 9.00 292,233 32,470 9.00 313,747 34,861 9.00 334,479 37,164 9.00 334,479 37,164 9.00 334,479 37,164

80.00 2,415,693 30,196 80.00 2,417,093 30,214 80.50 2,417,093 30,026 81.50 2,522,093 30,946 86.00 2,737,836 31,835 94.50 2,770,846 29,321 95.00 2,801,397 29,488 90.00 2,830,372 31,449 95.00 2,831,322 29,803 95.00 2,955,272 31,108

/1 Hawai‘i CC received 11.00 Janitor positions in FY 2007, however, these positions were not filled in FY 2007 pending a reorganization and subsequent recruitment. UH Hilo continu to provide janitorial services to Hawai‘i CC through FY 2007.

Sources: FY 2013 GSF per Sightlines FRRM report (June 2013) FY 2012 GSF per Sightlines FRRM report (June 2012) FY 2011 GSF per PPCG FRRM report (May 2011) FY 2010 GSF per PPCG Survey report for 2010. GSF - PPCG Survey. ** FY 2008 and FY 2009 GSF per PPCG FRRM report (April 2009). FY 2009 excludes Kauai CC One Stop Phase II 19,000 GSF (completed in April 2010 FY 2008 GSF excludes Kauai CC One Stop Phase I 33,010 GSF and Phase II 19,000 GSF FY 2007 GSF - PPCG surveys General Funded Authorized FTE - BJ Tables, excludes Janitor Supervisor position

Campus Identified FTE = permanent and temporary Janitor positions, all funding sources, filled at fiscal year end - Campus record

Z:\Excel\Budget Planning\Admin Prog Review\FY 13 Oper & Maint Measures\[Campus Janitorial-gsf FY 13 Update.xls]

FY 2004 FY 2005

UNIVERSITY OF HAWAII - COMMUNITY COLLEGESJanitors per Gross Square Foot

FY 2008**

FY 2008**

FY 2007

FY 2007

FY 2006

FY 2006FY 2004 FY 2005

1. FTE - General Funded Authorized BJ-1 Groundskeeper & General Laborer Positions 11/07/13

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013Authorized GF BJ-1

FTE Acreage Acre/FTE

Authorized GF BJ-1


Authorized GF BJ-1


Authorized GF BJ-1


Authorized GF BJ-1


Authorized GF BJ-1


Authorized GF BJ-1


Authorized GF BJ-1


Authorized GF BJ-1


Authorized GF BJ-1


Honolulu CC /1 5.00 42 8 5.00 42 8 5.00 42 8 5.00 42 8 5.00 42 8 5.00 42 8 5.00 42 8 5.00 42 8 5.00 42 8 5.00 42 8Kapi‘olani CC 7.00 44 6 7.00 44 6 7.00 44 6 7.00 44 6 7.00 44 6 7.00 44 6 7.00 44 6 7.00 44 6 6.00 44 7 6.00 44 7Leeward CC 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 53 9Windward CC 4.00 64 16 4.00 64 16 4.00 64 16 4.00 64 16 3.50 64 18 3.50 64 18 3.50 64 18 3.50 64 18 3.50 64 18 3.50 64 18Hawai‘i CC /2 /3 4.00 21 5 4.00 21 5 4.00 21 5 4.00 21 5 4.00 21 5 4.00 21 5 4.00 21 5Maui College 6.00 78 13 6.00 78 13 6.00 78 13 7.00 78 11 6.50 78 12 6.50 78 12 6.50 78 12 6.50 78 12 6.50 78 12 6.50 81 12Kaua‘i CC 4.00 100 25 4.00 100 25 4.00 100 25 4.00 100 25 4.00 100 25 4.00 100 25 4.00 100 25 4.00 100 25 4.00 100 25 4.00 100 25

32.00 378 12 32.00 378 12 32.00 378 12 37.00 399 11 36.00 399 11 36.00 399 11 36.00 399 11 36.00 399 11 35.00 399 11 35.00 405 12

2. FTE - Campus Identified Grounds Positions (Includes all Permanent & Temporary Positions Filled at Fiscal Year End - All Funding Sources)

FY 2009 FY 2010 FY 2011 FY 2012 FY 2013CampusIdentified


CampusIdentified


CampusIdentified


CampusIdentified


CampusIdentified


CampusIdentified


CampusIdentified


CampusIdentified


CampusIdentified


CampusIdentified


Honolulu CC /1 3.00 42 14 3.00 42 14 3.00 42 14 4.00 42 11 4.00 42 11 5.00 42 8 3.00 42 14 4.00 42 11 3.00 42 14 5.00 42 8Kapi‘olani CC 5.00 44 9 5.00 44 9 5.00 44 9 5.00 44 9 6.00 44 7 6.00 44 7 5.00 44 9 5.00 44 9 6.00 44 7 4.00 44 11Leeward CC 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 50 8 6.00 53 9Windward CC 2.00 64 32 3.00 64 21 2.50 64 26 2.50 64 26 3.50 64 18 3.50 64 18 3.50 64 18 3.00 64 21 3.00 64 21 3.00 64 21Hawai‘i CC /2 4.00 21 5 3.00 21 7 4.00 21 5 4.00 21 5 4.00 21 5 4.00 21 5Maui College 6.50 78 12 5.50 78 14 5.50 78 14 5.00 78 16 5.00 78 16 5.50 78 14 5.50 78 14 5.50 78 14 4.50 78 17 4.00 81 20Kaua‘i CC 5.00 100 20 5.00 100 20 5.00 100 20 5.00 100 20 5.00 100 20 5.00 100 20 5.00 100 20 5.00 100 20 5.00 100 20 2.00 100 50

27.50 378 14 27.50 378 14 27.00 378 14 27.50 378 14 33.50 399 12 34.00 399 12 32.00 399 12 32.50 399 12 31.50 399 13 28.00 405 14

/1 Honolulu CC acreage includes offsite locations maintained by GF grounds staff (METC, HIA Aero Maint Facility, Hangar 111, Kalaeloa Dormiory) /2 Hawaii CC acreage reflects Manono Campus only./3 Hawai‘i CC received 4.00 Groundskeeper positions in FY 2007, however, assumed direct responsibility for maintaining grounds in FY 2008.

Sources: Acreage - Campus Long Range Development Plans General Funded Authorized FTE - BJ Tables

Campus Identified FTE = permanent and temporary Groundskeeper and General Laborer positions, all funding sources, filled at fiscal year end - Campus records.

FY 2013: Leeward CC includes the puchase of 2.521 acres for the Waianae Education Center and Maui College includes the addition of 3.213 acres adjacent to the Molokai Ed Center

Z:\Excel\Budget Planning\Admin Prog Review\FY 13 Oper & Maint Measures\[Campus Grounds-Acreage FY 13 Update.xls]

UNIVERSITY OF HAWAII - COMMUNITY COLLEGESGrounds Personnel per Acre

FY 2004 FY 2005 FY 2008

FY 2008

FY 2007

FY 2007

FY 2006

FY 2006FY 2004 FY 2005

FY 2013

Document Type Hon CC Kap CC Lee CC Win CC Haw CC Maui Coll Kau CC

1. Number of work orders completed (fiscal year) 643 1,656 1,161 603 1,380 1,201 454 7,098% of Average 63% 163% 114% 59% 136% 118% 45% 1,014.00

2. Janitor FTE - Campus Identified 18.00 18.00 18.00 9.50 10.00 12.50 9.00 95.00% of Average 133% 133% 133% 70% 74% 92% 66% 13.57

4. Groundskeeper/Laborer FTE - Campus Identified 5.00 4.00 6.00 3.00 4.00 4.00 2.00 28.00% of Average 125% 100% 150% 75% 100% 100% 50% 4.00

6. Building Maintenance FTE - Campus Identified 2.00 5.00 5.00 2.00 2.00 4.00 2.00 22.00% of Average 64% 159% 159% 64% 64% 127% 64% 3.14

7. Security FTE - Campus Identified 3.00 3.00 7.00 2.00 1.00 1.00 2.00 19.00% of Average 111% 111% 258% 74% 37% 37% 74% 2.71

Definitions:2. Janitor FTE includes permanent and temporary positions, all funding sources, filled at fiscal year end (6/30/XX) - Campus records4. Groundskeeper/Laborer FTE includes permanent and temporary positions, all funding sources, filled at fiscal year end (6/30/XX).

Laborer FTE determined by campus based on percentage FTE assigned groundskeeping duties - Campus records6. Building Maintenance FTE includes permanent and temporary positions, all funding sources, filled at fiscal year end (6/30/XX) - Campus records

Includes Head Maintenance Supervisor and clerical staff7. Security FTE includes permanent and temporary positions, all funding sources, filled at fiscal year end (6/30/XX) - Campus records

Includes only campus staff, does not include contract security

FY 2012



2. Janitor FTE - Campus Identified 17.00 19.00 16.00 9.50 11.00 13.50 9.00 95.00% of Average 125% 140% 118% 70% 81% 99% 66% 13 57

UNIVERSITY OF HAWAII COMMUNITY COLLEGESAdministrative Services Program Review Summary

Campus Total/Avg

Operation & Maintenance Measures

Campus Total/Avg

% of Average 125% 140% 118% 70% 81% 99% 66% 13.57



7. Security FTE - Campus Identified 4.00 4.00 7.00 2.00 2.00 2.00 2.00 23.00% of Average 122% 122% 213% 61% 61% 61% 61% 3.29

FY 2011



2. Janitor FTE - Campus Identified 16.00 17.00 15.00 9.50 10.00 13.50 9.00 90.00% of Average 124% 132% 117% 74% 78% 105% 70% 12.86



7. Security FTE - Campus Identified 3.50 4.00 7.00 1.00 2.00 2.00 - 19.50% of Average 126% 144% 251% 36% 72% 72% 0% 2.79

Campus Total/Avg

Z:\Excel\Budget Planning\Admin Prog Review\FY 13 Oper & Maint Measures\All Campus Oper & Maint Measures Doc Count FY 13 Final.xls 11/7/2013

LEEWARD COMMUNITY COLLEGEAdministrative Services Program Review

Operations & Maintenance Measures


1. Number of work orders completed (fiscal year) 1,140 1,431 1,257 1,198 1,231 1,338 1,031 1,428 1,329 1,161

2. Janitor FTE - Campus Identified 15.00 15.00 15.00 15.00 14.00 15.00 15.00 15.00 16.00 18.00

4. Groundskeeper/Laborer FTE - Campus Identified 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00

6. Building Maintenance FTE - Campus Identified 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00

7. Security FTE - Campus Identified 6.00 6.00 6.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00

Definitions:2. Janitor FTE includes permanent and temporary positions, all funding sources, filled at fiscal year end (6/30/XX) - Campus records4. Groundskeeper/Laborer FTE includes permanent and temporary positions, all funding sources, filled at fiscal year end (6/30/XX).

Laborer FTE determined by campus based on percentage FTE assigned groundskeeping duties - Campus records6. Building Maintenance FTE includes permanent and temporary positions, all funding sources, filled at fiscal year end (6/30/XX) - Campus records

Includes Head Maintenance Supervisor and clerical staff7. Security FTE includes permanent and temporary positions, all funding sources, filled at fiscal year end (6/30/XX) - Campus records

Includes only campus staff, does not include contract security

Z:\Excel\Budget Planning\Admin Prog Review\FY 13 Oper & Maint Measures\All Campus Oper & Maint Measures Doc Count FY 13 Final.xls 11/7/2013

HUMAN RESOURCES COMPARABLE MEASURES FY 2012-2013

MEASURE HON KAP LEE WIN HAW MAU KAU VPCC

Number of PNF Transactions processed (fiscal year) 1043 1425 1414 551 890 784 485 102

Number of New Appointments processed (fiscal year) 53 59 73 31 47 50 45 5

Number of Lecturer PNF documents processed (fiscal year) 379 959 475 260 572 685 206 n/a

Number of Form 6 Transactions processed (fiscal year) 1617 2026 1512 637 707 1037 335 38

Number of Leave Cards processed (fiscal year) 2855 3469 3721 1771 2802 2982 1398 602

Average number of work days required for SF-1 to be approved (APT positions) 7 8 1 5 6 10 3 2

Average number of work days for position description to be approved (APT position) 15 10 4 15 45 9 20 2

Average number of work days to fill faculty/APT positions 14 8 7 7 5 25 7 2

Number of Grievances/Investigations filed (fiscal year) 15 3 15 1 8 5 5 0

Human Resources FTE 4* 3* 4* 2* 3* 4* 2* 4

Faculty/Staff Headcount 306 415 306 155 248 244 152 43

Number of New/Reopened Workers' Compensation Claims filed (fiscal year) 10 12 21 4 13 11 4 0

Number of Existing Workers' Compensation Claims as of beginning of fiscal year 1 2 3 2 1 0 0 0

Number of New Temporary Disability Benefits (TDB) claims filed (fiscal year) 1 1 4 1 4 3 0 0

Number of Existing Temporary Disability Benefits (TDB) claimed as of beginning of fiscal year 0 0 0 0 0 0 0 0

*Campus Personnel Officer also serves as the College's EEO/AA Coordinator.

HUMAN RESOURCES COMPARABLE MEASURESLeeward CC

MEASURE FY03-04 FY04-05 FY05-06 FY06-07 FY07-08 FY08-09 FY09-10 FY10-11 FY11-12 FY12-13

Number of PNF Transactions processed (fiscal year) 1190 1326 827 1306 1354 1502 1234 1097 1165 1414

Number of New Appointments processed (fiscal year) 61 45 60 73 65 55 22 33 35 73

Number of Lecturer PNF documents processed (fiscal year) 359 288 278 274 350 416 371 400 439 475

Number of Form 6 Transactions processed (fiscal year) not available 800 693 767 653 507 918 961 881 1512

Number of Leave Cards processed (fiscal year) 2686 2819 3333 2825 3238 3191 3032 3299 3047 3721

Average number of work days required for SF-1 to be approved (APT positions) n/a n/a n/a 4.33 2 5 1 2 3 1

Average number of work days for position description to be approved (APT position) n/a n/a n/a 4.17 5 8 5 2 3 4

Average number of work days to fill faculty/APT positions 73.61 56.59 71.39 37.74 21 19 13 7 8 7

Number of Grievances/Investigations filed (fiscal year) not available 4 8 18 13 14/8 1/6 5/7 8 15

Human Resources FTE 4* 4* 4* 4* 4* 4* 4* 4* 4* 4*

Faculty/Staff Headcount 312 301 302 328 309 337 338 343 340 306

Number of New/Reopened Workers' Compensation Claims filed (fiscal year) n/a n/a n/a n/a n/a n/a 12 6 12 21

Number of Existing Workers' Compensation Claims as of beginning of fiscal year n/a n/a n/a n/a n/a n/a 4 4 4 3

Number of New Temporary Disability Benefits (TDB) claims filed (fiscal year) n/a n/a n/a n/a n/a n/a 3 0 2 4

Number of Existing Temporary Disability Benefits (TDB) claimed as of beginning of fiscal year n/a n/a n/a n/a n/a n/a 0 0 0 0

*Campus Personnel Officer also serves as the College's EEO/AA Coordinatorn/a indicates that the measure did not exist during that fiscal year.

10/25/2013


EEO/AA Measures (Standard, comparable measures across campuses)Hawai‘i CC

1. Number of training and workshops presented on campus (fiscal year) 2 2 4 2 3 4 3 39 49 33

2. Number of EEO related training and workshop

sessions attended (fiscal year) 2 2 2 1 5 6 2 3 1 4

4. Number of EEO complaints formally filed (fiscal year) 2 2 0 1 1 1 1 5 1 0

5.Number of campus EEO investigations, including campus initiated investigations (fiscal year) 2 2 1 0 2 2 1 4 1 5

6. Number of campus EEO Officers 1 1 1 1 1* 1* 1* 1* 1* 1*Honolulu CC


2. Number of EEO related training and workshop sessions attended (fiscal year) 4 2 6 11 14 5 6 8 7 7



6. Number of campus EEO Officers 1 1 1 1 1* 1* 1* 1* 1* 1*Kapi‘olani CC




5.Number of campus EEO investigations, including campus initiated investigations (fiscal year) 1 not available 1 1 5 3 2 2 0 0

6. Number of campus EEO Officers 1 1 1 1 1* 1* 1* 1* 1* 1*

University of Hawai‘i Community CollegesAdministrative Services Program Review

Equal Employment Opportunity/Affirmative Action

Z:\Excel\Budget Planning\EEOAA Comparable Measures\FY 13 Update\FY 13-14 EEO Comp Meas (1).xls

10/25/2013




Kaua‘i CC1. Number of training and workshops presented on

campus (fiscal year) 5 5 4 10 9 10 9 12 18 22




6. Number of campus EEO Officers 1 1 1 1 1* 1* 1* 1* 1* 1*Leeward CC

1. Number of training and workshops presented on campus (fiscal year) not available 22 31 40 34 53 19 17 29 46

2. Number of EEO related training and workshop sessions attended (fiscal year) not available 3 6 4 4 3 3 2 1 4


5.Number of campus EEO investigations, including campus initiated investigations (fiscal year) not available 14 11 12 19 12 9 9 2 14

6. Number of campus EEO Officers 1 1 1 1 1* 1* 1* 2** 2** 2**UH Maui College





6. Number of campus EEO Officers 1 1 1 1 1 1* 1* 1* 1* 1*


10/25/2013




Windward CC1. Number of training and workshops presented on

campus (fiscal year) 3 7 5 0 2 0 3 2 12 17




6. Number of campus EEO Officers 1 1 1 1 1* 1* 1* 1* 1* 1*CC System Support





6. Number of campus EEO Officers 1 1 1 1 1 1 1 1 1 1

Note: Measure #3 Utilization/Goals: Access to data is restricted; contact campus EEO/AA Coordinator for more information* The Campus Personnel Officer also serves as EEO/AA Coordinator; not a full or dedicated position** The Campus Personnel Officer also serves as EEO/AA Coordinator, but not as a full/dedicated position.

Another personnel officer provides part-time EEO/AA support in recruiting and in investigations


FY2013 July 1, 2012 - June 30, 2013

CCRTAEEM Consolidated Data Collection

Official Description Detail Hon CC Kap CC LCC WCC Haw CC UHMC Kau CC CCSWS TotalAffiliation *** *** *** 0 4 13 3 N/A 20

Sponsored/Sheltered Class

*** *** *** 2 7 0 8 N/A 17

2. Number of "Agreements & Contracts" Training Classes conducted each year

0 0 0 0 0 1 0 N/A 1

Affiliation*** *** *** N/A 0% 0% 0% N/A N/A

Sponsored/Sheltered Class *** *** *** 0% 14% N/A 0% N/A N/A

4. Number of Auxiliary Sevices/Enterprises related consultations for improvement of programs

2 1 0 2 2 0 2 N/A 9

5. Number of Commercial Enterprises consultations for the establishment of new ventures

1 1 1 1 1 1 1 N/A 7

6. Number of requests for assistance to create technical specifications for the procurement of services related to auxiliary and commercial

t i

0 1 0 0 1 0 1 N/A 3

PPCT Initial Certification 4 1 5 0 1 1 0 1 13PPCT Recertification 4 1 5 0 1 2 0 0 13Sexual Harassment 0 0 0 1 0 1 0 0 2Workplace Violence 0 0 0 1 0 1 0 0 2Annual CS Lokahi Training 1 1 1 1 1 1 1 1 8

CPR/First Aid/AED Recert. 5 0 0 0 2 1 1 0 9

IS-/I-100 13 14 16 19 11 23 15 11 122IS-/I-700 13 14 16 19 11 23 15 11 122IS-/I-800 7 14 16 10 11 17 15 11 101IS-/I-200 7 14 16 10 11 17 15 11 101I-300 3 14 5 9 4 4 15 7 61I-400 3 14 5 8 4 4 15 7 60

1. Yearly Number of Affiliation, Sponsored/Sheltered Class agreements.

3. Ratio of the number Affiliation, Sponsored/Sheltered Class agreements reviewed and found to be in compliance as part of the post-audit review process

7. Number of security training classes attended by Campus Security Officers and administrators (excluding Contract guard services)

8a. Number of campus personnel required to be certified in NIMS/ICS

Z:\Excel\Budget Planning\Rsch Trng Comm Ent Emerg Mgmt Comp Measures\FY13 Update\Comparable Measures Matrix 081413 formatted.xls

FY2013 July 1, 2012 - June 30, 2013

CCRTAEEM Consolidated Data Collection

Official Description Detail Hon CC Kap CC LCC WCC Haw CC UHMC Kau CC CCSWS TotalIS-/I-100 13 14 1 10 6 5 2 2 N/AIS-/I-700 13 14 1 9 3 4 2 2 N/AIS-/I-800 7 14 1 6 2 1 0 2 N/AIS-/I-200 7 14 1 7 3 4 2 2 N/AI-300 0 1 1 6 0 3 2 2 N/AI-400 0 1 1 5 0 3 2 2 N/A

9. Number of campus exercises conducted to support campus emergency readiness efforts

3 1 1 2 2 2 1 0 12

10. Number of workshops attended in developing and implementing policies and procedures for emergency preparedness/readiness

Advanced Clery Training, Webinars, Campus Behavior Threat Assessment, Other

0 0 0 1 1 1 0 5 8

11. Number of Clery Act report revisions and improvements made to disseminate accurate and concise information related to security on campus

0 0 0 1 2 4 2 1 10

12. Number of state vehicle acquisitons/registrations processed

0 0 0 0 1 0 0 0 1

Acquisitions 0 0 0 0 1 0 1 0 2Disposals 0 1 0 0 3 0 0 0 4Change in Insurance 0 0 0 0 0 0 0 0 0

# Vehicles in Fleet 26 7 13 6 46 12 26 2 138

Notes:

FY2010 was the first year of data collection

Detailed campus information for each Comparable Measure is attached for reference

***Unable to obtain information from campus for inclusion in this report

13. Number of state vehicles reported to DAGS as disposed/new/transferred/or changed in insurance coverage

8b. Number of campus personnel currently certified in NIMS/ICS

Z:\Excel\Budget Planning\Rsch Trng Comm Ent Emerg Mgmt Comp Measures\FY13 Update\Comparable Measures Matrix 081413 formatted.xls

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