QUARTERLY BUSINESS OFFICERS MEETING JANUARY 2017
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QUARTERLY BUSINESS OFFICERS MEETINGJANUARY 2017
TODAY’S AGENDA
I. Introduction of New Business Officers (Selina Martin)
II. Budget Update (Terry Johnson)
III. University Shared Services Update (Debby Zumbach)
IV. Internal Control Findings (Todd Stewart)
V. FY 2018 Proposed Fringe Benefits Rates (Selina Martin)
VI. Cash Handling Training Compliance in CQ (Selina Martin)
VII.Talent@Iowa Update (Cheryl Reardon)
NEW BUSINESS OFFICERS
• F&O Facilities Management – Lynne Finn
• University Hygienic Lab – Sarah Dricken
• College of Pharmacy – Bill Wise
• VP Research – Ann Ricketts
BUDGET UPDATETERRY JOHNSON, CHIEF FINANCIAL OFFICER & TREASURER
STATE OF IOWA FY17 BUDGET REDUCTIONS ($110 MILLION)
Board of Regents Institutions, $25.60
Department of Human Services, $20.30
Department of Corrections, $15.00
Community Colleges, $8.70
Judicial Branch, $7.70
Department of Education, $5.50
Department of Public Safety, $3.80
All Other State Agencies, $23.40
Budget Cuts
EFFORTS UNDERWAY
TIER
Student Aid
Summer Hawks
5% Budget Prioritization Exercise
Full Costing Model
Committee on Academic Reorganization
Committee on Central Services Expense Reductions
FULL COSTING MODEL (BY COLLEGE)
Revenue (Appropriations, Tuition, Student Financial Aid, Indirect Cost Recoveries)
Direct Collegiate Expense
Allocated Expense (based on Tuition, Student Headcount, Building space, Research $, etc.)
o Academic Advising
o Career Center
o Honors Center
o Division of Student Life
Indirect Expense
Revenue - Expense (with Indirects)
BUDGET MEETINGS
January 30-31
Budget units present their preliminary budget prioritization plans to Sr. Leadership team in one-on-one sessions.
February 13
Meeting of the Budget Retreat Team. Update on FY17 budget prioritization discussions and FY18 base budget developments.
March 27-29
Budget Units present FY18 base budget decisions & plans to address the FY17 budget prioritization effort.
May 9
Meeting of the Budget Retreat Team. Update on recommendations for addressing the FY18 base budget & FY17 budget prioritization.
UNIVERSITY SHARED SERVICES UPDATE DEBBY ZUMBACH, ASSISTANT VP & DIRECTOR, BUSINESS SERVICES
INTERNAL CONTROL FINDINGSTODD STEWART, CHIEF AUDIT EXECUTIVE, OFFICE OF INTERNAL AUDIT
Internal Audit Findings
January 24, 2017
Todd StewartChief Audit ExecutiveOffice of Internal Audit
Internal Audit Findings
“Character is doing the right thing when nobody’s looking.”
-J.C. Watts
Internal Audit Approaches
Departmental/Unit Specific Audits
Centralized Process Audits
Centralized Process Audits
1. Workflow Paths2. Cash Handling
• UIHC Cash Handling• Cash Handling Policies
3. Human Resources• Performance Appraisals• Vacation/Sick Leave Usage• Early Retirement
Departmental Audits
1. Business Planning and Practices2. Compliance and Internal Controls3. Human Resources4. Information Technology (IT)5. Inventory and Capitalized Equipment
Business Planning and Practices
• Documented Business Continuation and Disaster Recovery Plans
• Up-to-Date Operations Manual• Charge Capture – Billing• Price Setting Methodology
– Goods or services
• Reconciling Cash Collections to Daily Revenues• Restrictive Endorsement of Checks
Compliance and Internal Controls
• Unmaintained Contracts• Segregation of Duties
– Incompatible purchasing duties
• Timely Reconciliations– Monthly Statements of Accounts– Inventories– Transaction Detail Report
Compliance and Internal Controls
• Cash Handling Procedures• Oversight of Procurement Card• Travel Vouchers – Approved by Supervisor• Trip Approvals • Gifts in Kind• Taxable Benefits
Presenter
Presentation Notes
Gifts in Kind and Taxable Benefits are from the Finkbine and Rec Services Audits. Trip Approvals are for those traveling internationally – insurance is void if the trip is not pre approved.
Human Resources
• Time and Leave Reporting• Human Resources Termination
– Timely restriction of user access
• Procurement Oversight– Workflow issues
• Staff Training – Various Areas– HIPPA and FERPA training– Sexual Harassment training
Information Technology
• System Access Controls• Server Vulnerability Scans• Social Security Number
Remediation from Computers• Noncompliant Password
Protocols
Information Technology
• Insecure Authentication• Machine Management• Physical and Environmental Security
– Accessible to the public– Not proper environmental placement
Inventory and Capitalized Equipment
• Capital Equipment Tracking• Equipment Disposal
– Not removed from inventory
• Inventory and Supply Management– Unused, defective, and obsolete
inventory– Inaccurate and missing inventory– Inventory procedures/inadequate monitoring
Presenter
Presentation Notes
PCard Frauds on Campus
• Happening in multiple places across campus• Transactions moving through multiple levels of review• Approvals taking place at the highest levels• One person committing fraud on multiple cards• Receipts have been altered• Same receipt has been used multiple times• “Not Yet Shipped” receipts used• Shared Services processes continue to identify more fraud• Internal Audit is changing the way we test PCard transactions
High Risk Vendor?
Amazon! Primary Schemes:• Purchase multiples of the item requested, (ex: three world
maps) return two, and put the credit on a gift card• Create order – print the “Not Yet Shipped” receipt – cancel
that order and then purchase the fraudulent item• Fraudsters are using a personal Amazon account for
university business – requiring a subpoena to gain access to their Amazon account to determine a “ship to” address
How Can You Prevent This Fraud?
• Look at all receipts with professional skepticism• Look at the transaction detail for those vendors that
provide it• Pay particular attention to vendors like Amazon • Tell your staff exactly what you’re looking for when you
approve or have a PCard reconciled• Ensure the reconciliation is completed timely• Use eBuy as much as possible
What to do if You Suspect Fraud
• Don’t panic• Don’t confront the person you suspect of fraud• Be discreet• Lock down relevant data• Contact one the of the following:
• Todd Stewart, Chief Audit Executive• Terry Johnson, Chief Financial Officer and Treasurer• Human Resources or your College Dean
Presenter
Presentation Notes
Some of these bullet points are from https://clarknuber.com/articles/ten-things-to-do-when-you-suspect-fraud-at-your-organization/
Ethicspoint
• The University of Iowa recognizes its obligation to maintain the highest ethical standards
• Policy compliance is a shared responsibility that depends on individuals voicing their concerns
Ethicspoint
• The Ethicspoint site provides an anonymous, confidential way to report potential issues
• The university will address reports promptly and discreetly, sharing facts only with personnel needed to investigate and resolve the matter
Ethicspoint
Go to uiowa.edu/ethics for more information
Thank You!
For more information on the Department of Internal Audit, please
visit our website at www.uiowa.edu/audit/
FY18 PROPOSED FRINGE RATESSELINA MARTIN, ASSOCIATE CONTROLLER
FY18 PROPOSED FRINGE RATES
MERIT POOL
FY18 Charge Rate = 60.00%
Presenter
Presentation Notes
No longer negotiated rate.
STANDARD FRINGE RATE TREND – 5 MAJOR POOLS
STANDARD FRINGE RATE TREND – 6 MINOR POOLS
COMPLIANCE & QUALIFICATION SYSTEM (CQ)MONITORING CASH HANDLING TRAINING COMPLIANCESELINA MARTIN, ASSOCIATE CONTROLLER
WHICH ROLES ARE REQUIRED TO COMPLETE ANNUAL TRAINING?
COMPLIANCE & QUALIFICATION SYSTEM
Includes My Training One place/one stop for all requirements Automation of population assignment Dashboard/quick reporting tools Available to all who have a compliance
Presenter
Presentation Notes
Employees see all compliance requirements consolidated in one place, no longer separated by position or by different compliance owners. This includes not only requirements for their department, but also University wide requirements like FERPA and Overview of Harassment. If they have multiple positions, both the Employee and the supervisors for each position will see the full list of compliances the Employee is required to complete.
DEADLINE INDICATORS
Presenter
Presentation Notes
Red/Yellow/Green what do they mean…..� Red = past deadline Yellow = 30 days from deadline Green = over 30 days before deadline
NOTIFICATIONS
Upon Assignment
30 Days from deadline (goes to yellow)
5 days from Deadline
Past Due
Presenter
Presentation Notes
The following 3 deadline notifications are sent: Employee will be sent a notification 30 days prior to the deadline. Employee, supervisor & HR Rep will be sent a notification 5 days prior to the deadline. Employee, supervisor & HR Rep will be sent a notification when the deadline has passed.
“MY COMPLIANCE”……. EMPLOYEE VIEW
OPTIONS FOR MEETING COMPLIANCE
Presenter
Presentation Notes
Completing the ICON Cash Handling course #W00337 (most common). Training credit will be automatically reflected when the course is complete. Completing in-person training that is provided by unit leaders to multiple employees simultaneously (less common – used by areas with high number of student employees). Training credit will be given after the unit’s HR Rep updates the system by documenting individual employee’s completion.
RECORD ACTION COMPLETION (HR REPS RESPONSIBILITY)
“MY COMPLIANCE”……. EMPLOYEE VIEW
“ACTIONS & REPORTS” ……SUPERVISOR VIEW
“ACTIONS & REPORTS” ……SUPERVISOR VIEW
HR REPS & COMPLIANCE MANAGER’S VIEW
Reports have the features to drill down to the Department.
University Human Recourses Presentation – Business Officers
January 24, 2017
Charge: To assess and make
recommendations for the strategic direction and priorities
of the centralized human resource functions and services
supporting the University of Iowa and UI Health Care
Central HR
Services
Faculty HR
Health Care HR
University HR
Compliance & EOD
Presenter
Presentation Notes
Human resources and compliance functions are distributed throughout UI colleges, departments, and programs, with leadership and support from four central units: University Human Resources (UHR), UI Health Care Human Resources (HCHR), Equal Opportunity and Diversity (EOD), and Faculty Human Resources (FHR). The task force focused on roles, responsibilities, and relationships among these four central units, including their connection to distributed HR professionals, campus leaders, and other colleagues.
To remain competitive in today’s knowledge-based economy, the UI must:
Attract and retain world-class talent Address the aging workforce Adapt to technologies driving change (e.g. social networks) Utilize HR metrics and analytics for data driven decisions Maintain and enhance compliance with federal regulations Overcome challenges to diversify the workforce in a rural state Recognize differing generational cohorts’ expectations around
work life balance
People are the University’s Most Valuable Resource
$2B per Year54% of all University funds - salary/fringe
65% of GEF Funds
Presenter
Presentation Notes
Greg Stewart – Professor of Management and Organizations Active member of the committee and provided academic expertise for the committee The importance of an active Human Resources Function People on campus are most valuable resource - $2B per year campus wide on salary & Fringe - largest budget category To remain competitive - we need to xxxxxx
Integrated Strategies for Centralized HR Recommendations
Strategic Partnerships
Agility & Flexibility
Talent & Engagement
HR IT Systems
Data
“Fundamentally, the task force advocates a change in thinking about human resources, shifting our emphasis from a transactional to a strategic resource and a full business partner with university leadership.”
Presenter
Presentation Notes
The task force has grouped its findings and recommendations into four areas (see page X): strategic partnerships, enhanced IT and data, talent management, and balancing standardization with flexibility. Integrated Strategies To be successful, campus leaders need to embrace the 4 umbrella areas in an integrated way Example – HR leaders strategic partners and actively participate in campus initiatives. The value to become an active business partner to carry out strategic HR needs for campus. HR functions need to be agile and flexibility to meet the needs of the communities. Use data to anticipate changes to the workforce and measure success through metrics. VPRED example -
An integrated approach to grow Human Resources as a strategic partner
Talent@Iowa Governance Council
20 members from UI Community
Phas
e 2
-Feb • Benchmark
• Data• Diversity• Talent • Train &
Onboard Phas
e 3
-May • Policy
• Succession Planning
• Class & Comp
Phase 1 Progress
9 Month Roadmap (September 2017)
Balance
• Lead the implementation of Talent@Iowa• Develop integrated strategic vision with input
from the HR leaders & HR community • Search & onboard -Talent Acquisition Director• Preliminary Talent Strategy• Maintain HR Operational & Service Excellence• Finalize UHR organizational structure • Strengthening partnerships:
• Health Care • Alumni Association• HR community & Senior HR Leaders• Campus leaders (SIT, OT and budget)
• Working@Iowa action plans• Year of HR Innovation - 2017
Talent@Iowa
Working@Iowa
University Strategic Priorities
Operations
Strategy
Questions
Next Meeting:
March 24th
10:00-12:00 @ RemboltConference Room (CDD)
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