N.C. State University
Work Activity FTE Inventory Analysis
Summary Report
December 21, 2011
Copyright © 2011 by ScottMadden. All rights reserved.
Table of Contents
Topic
Page
Topic
Introduction
Page
Financial and Budgeting Analysis
 Team Introduction
3
 Overall F&B Observations
26
 Project Approach
4
 F&B FTE and Labor Cost by Major Activity
27
 Survey Participants
5
 F&B FTEs and Labor Cost by OUC and Major Activity
28
 Survey Timeline and Response
6
 F&B – Comparison of Top and Bottom Quartiles
29
 Accounts Payable Activity Detail
31
 Accounts Receivable Activity Detail
32
 Budget Planning and Management Activity Detail
33
 Other Financial Transactions Activity Detail
34
Overall Functional Totals
 Functional Areas Surveyed – FTE and Labor Cost
8
 Functional Area FTE and Labor Cost by OUC
9
 All OUCs – FTE and Labor Cost by Type of Work
10
Contracts and Grants Analysis
Human Resources Analysis
 Overall C&G Observations
36
 Overall HR Observations
12
 C&G FTE and Labor Cost by Major Activity
37
 HR FTE and Labor Cost by Major Activity
13
 C&G FTEs and Labor Cost by OUC and Major Activity
38
 HR FTEs by OUC and Major Activity
14
 C&G – Comparison of Top and Bottom Quartiles
39
 HR Labor Cost by OUC and Major Activity
15
 Pre-Award Activity Detail
41
 HR – Comparison of Top and Bottom Quartiles
16
 Post-Award Activity Detail
42
 HR FTE and Labor Cost by Employee Type Served
18
Summary Observations
44
 HR Normalized FTE by Employee Type Served
19
Appendix
 HR FTE by OUC and Employee Type Served
20
 HR Labor Cost by OUC and Employee Type Served
21
 Recruiting and Staffing Activity Detail
22
 Leave Administration Activity Detail
23
 Maintenance of Personnel Files Activity Detail
24
Copyright © 2011 by ScottMadden. All rights reserved.
 Survey Response Summary by OUC
 FTE and Labor Cost by 4-digit OUC*
* Included for those OUCs where 4-digit comparisons are applicable
2
Team Introduction
The Business Operations and Realignment Steering Team (BORST) requested that ScottMadden perform an FTE
inventory of current Human Resources, Financial, Budgeting, Contracts and Grants, and General Management and
Administrative activities at NCSU.
BORST team members

Don Patty

John Fountain

Gwen Hazlehurst

Nikki Kurdys

Brian Simet

Virginia Teachey
ScottMadden team members

Doug Utley – Partner

Karen Hilton – Director

Alyssa Valdez – Analyst

Mike Christopher – Research Analyst
Copyright © 2011 by ScottMadden. All rights reserved.
3
Project Approach
 Work with the BORST to design, configure, deploy, and tabulate a survey of work activities accomplished by selected staff
across the campus
 Capture percentage of time individuals dedicate to activities associated with targeted functions. Targeted functions include:
—
Human Resources
—
Financial and Budgeting
—
Contracts and Grants
—
General Management and Administrative
 Join survey data with organizational and wage/salary data to calculate the costs of these activities by organization at the
various levels
 Delineate the nature of the work performed, specifically transactional activities in each function
 Based on ScottMadden experience and benchmarks, identify areas for further investigation
Confirm Work
Plan and
Team
Define
Activities and
Employee
Groups
Copyright © 2011 by ScottMadden. All rights reserved.
Configure and
Test Survey
Tool
4
Run Survey
Tabulate,
Analyze, and
Report
Survey Participants
Units/Departments Surveyed (Cont’d)
Colleges/Divisions Surveyed
 College of Agriculture and Life Sciences (CALS)
 Athletics
 College of Design
 Housing Services
 College of Education
 NCSU Libraries
 College of Engineering
 Office of Legal Affairs
 College of Natural Resources
 Undergraduate Affairs
 College of Humanities and Social Sciences
(CHASS)
 Division of Enrollment Management and Services
 Poole College of Management
 College of Physical and Mathematical Sciences
(PAMS)
 College of Textiles
 College of Veterinary Medicine (CVM)
Units/Departments Surveyed
 Chancellor’s Unit
 Vice Chancellor/Provost
 Graduate School
 Student Affairs
 Research
 Office of University Advancement
 Office of Extension and Engagement
Copyright © 2011 by ScottMadden. All rights reserved.
 DELTA
 Diversity and African American Affairs
 Office for Equal Opportunity
 Office of International Affairs
 Vice Chancellor for Finance and Business
 Associate Vice Chancellor for EH and PS Division
 Centennial Campus Development
 Facilities Division
 Resource Management
 Campus Enterprises
 Human Resources
 Treasurer’s Office
 OIT
 Student Organizations Fee-Supported
5
Survey Timeline and Response
 The survey was deployed on Tuesday, November 8th with email invitations sent to all invitees with a deadline of November
23rd
 On November 4th, test sessions were conducted for three separate groups. This allowed for adjustment to the activity wording
and questions prior to full deployment
 Information sessions were held across campus and reached over 300 participants
 A series of reminders and follow-up by the Lead Finance and Business contacts in each college and division encouraged
further participation
 After reviewing the data collected, the survey was re-opened for a brief period from December 8th – 12th to capture final
responses and add detail where missing
 The final summary statistics are as follows:
Total Invited
Total
Responses
FTE Total
Part Time
Employees*
Response
Rate
1059
1014
991.705
53
95.8%
*Employees indicating less than 40 hour/week
Copyright © 2011 by ScottMadden. All rights reserved.
6
Overall Functional Totals
Functional Areas Surveyed – FTE and Labor Cost
 FTE Total: 773.5 FTE; Labor Cost Total: $37,235,000
 The General Management and Administrative and Financial and Budgeting functional areas represent the highest percent of
FTEs and cost of areas surveyed
 Approximately 268 FTEs in OUCs are providing Financial & Budgeting services
 Approximately 143 FTEs in OUCs are providing HR services
FTE and Labor Cost by Functional Area
79.1 FTE
10%
$4,023,000
283.7 FTE
37%
$13,556,000
142.7 FTE
18%
$6,975,000
General Management & Administrative
Financial & Budgeting
Human Resources
Contracts & Grants
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
267.9 FTE
35%
$12,680,000
8
Functional Area FTE and Labor Cost by OUC
OUC
14
11
05
44
16
19
17
22
06
10
47
18
15
13
20
08
38
32
42
51
31
12
09
25
02
01
04
39
48
91
49
33
41
27
46
43
OUC Description
Engineering
Agriculture and Life Sciences
Student Affairs
Facilities/University Utilities
Humanities & Social Sciences
Veterinary Medicine
Physical & Mathematical Sciences
Housing Service
Research and Innovation
Athletics
Campus Enterprises
Textiles
Natural Resources
Education
Management
University Advancement
Equal Opportunity
Enrollment Management and Svcs/Student Financial Aid
Environmental Health and Public Safety
Office of Info Technology-OIT
Undergraduate Academic Program
Design
Ext, Engagement & Econ Develop
NC State Libraries
Provost / Executive Vice Chancellor
Chancellor
Graduate School
Office International Affairs-OIA
Human Resources
Student Orgs Fee-Supported
Treasurers Office
Distant Ed & Learn Tech Applications
Finance and Business
Office of General Counsel
Finance and Resource Management
Centennial Campus Development
Totals
Human
Resources
FTE
Costs
19.6
$962
23.8
$997
11.5
$645
6.0
$335
7.5
$341
6.4
$294
8.5
$393
6.7
$315
3.4
$224
1.8
$90
5.8
$254
2.1
$100
4.4
$210
3.8
$174
2.9
$130
2.3
$120
2.8
$248
2.4
$132
2.7
$149
1.7
$88
1.9
$74
1.4
$69
1.8
$76
1.9
$66
1.2
$80
0.7
$48
1.4
$72
0.9
$47
3.1
$118
0.3
$11
0.3
$11
1.5
$71
0.0
$0
0.4
$24
0.1
$5
0.0
$1
142.7 $6,975
Labor cost shown in $000
Copyright © 2011 by ScottMadden. All rights reserved.
9
Financial and
Budgeting
Contracts and
Grants
FTE
Costs
40.2 $1,884
35.6 $1,483
21.5 $1,024
14.2
$678
9.7
$462
12.0
$576
12.2
$574
11.4
$499
7.3
$406
10.0
$424
10.1
$506
6.5
$316
8.2
$395
8.1
$368
5.2
$272
5.3
$298
3.3
$168
4.2
$309
6.0
$289
6.9
$304
2.7
$106
2.7
$159
4.2
$191
4.1
$163
2.2
$153
2.1
$110
2.6
$115
2.0
$82
1.2
$48
0.9
$40
2.4
$112
1.1
$67
0.5
$23
0.8
$40
0.6
$31
0.1
$7
267.9 $12,680
FTE
Costs
25.1 $1,219
19.6
$851
1.7
$144
0.2
$14
2.8
$143
3.2
$151
6.5
$314
0.1
$2
4.7
$304
0.0
$0
0.3
$10
3.9
$245
3.6
$188
2.8
$166
0.6
$40
0.0
$0
1.0
$50
0.4
$29
0.1
$4
0.1
$7
0.3
$13
0.5
$26
0.2
$9
0.3
$14
0.1
$4
0.9
$54
0.1
$5
0.3
$17
0.0
$0
0.0
$0
0.0
$0
0.0
$0
0.0
$0
0.0
$0
0.0
$0
0.0
$0
79.1 $4,023
General
Management and
Administrative
FTE
Costs
26.6
$1,221
28.8
$1,196
46.5
$2,411
19.5
$1,064
16.3
$613
13.0
$613
5.4
$242
12.6
$559
14.1
$734
14.7
$647
6.9
$409
9.3
$496
4.0
$187
4.1
$227
5.7
$233
6.5
$239
6.1
$346
5.1
$277
3.0
$160
1.7
$79
5.1
$194
5.3
$275
2.1
$103
1.7
$59
4.1
$233
3.1
$153
2.2
$91
3.1
$135
1.3
$51
2.6
$135
0.4
$19
0.4
$32
1.4
$75
0.6
$26
0.3
$15
0.2
$9
283.7
$13,556
Totals
FTE
Costs
111.5 $5,285
107.8 $4,527
81.1 $4,225
39.9 $2,091
36.3 $1,559
34.6 $1,633
32.5 $1,523
30.8 $1,375
29.6 $1,668
26.5 $1,161
23.0 $1,178
21.7 $1,157
20.2
$980
18.9
$935
14.4
$675
14.2
$657
13.2
$813
12.1
$747
11.6
$602
10.4
$477
10.0
$387
9.9
$528
8.2
$378
7.9
$302
7.6
$470
6.8
$366
6.3
$283
6.2
$281
5.5
$216
3.8
$186
3.0
$143
3.0
$170
1.9
$97
1.8
$90
1.0
$51
0.3
$18
773.5 $37,235
All OUCs – FTE and Labor Cost by Type of Work
Observations
 FTE Total: 773.5 FTE; Labor Cost Total: $37,235,000
 For the body of work captured through this study, 68% of the FTEs are focused on transactional or administrative work
 21% are performing functional/specialist work which may be well suited for centers of expertise
 Very little of the current work is strategic in nature
FTE and Labor Cost by Type of Work
70.1
9%
$4,068,000
16.4
2%
$788,000
Transactional (Administrative)
157.9
21%
$8,903,000
Functional (Specialist)
Advisement
Strategic
529.0
68%
$23,475,000
Percentages are associated with FTE Allocation Totals
Unspecified FTEs are included in the Transactional category
Copyright © 2011 by ScottMadden. All rights reserved.
10
Human Resources
Overall Human Resources (HR) Observations
 Approximately 143 FTE of effort representing almost $7 million is expended to perform HR activities in the University’s units
 Units exhibit significant differences in HR support requirements with the lowest ratio of 28 employees to one HR FTE and the
highest ratio of 830 employees to one HR FTE. The median ratio is 132 employees to one HR FTE
 Almost 75 FTE representing $3.3 million is expended in units on activities that might be further automated including
—
Personnel transactions
—
Payroll
—
Leave administration
—
Maintenance of personnel files
 Benefits related activities and employee recognition activities in the units require approximately 5 FTE or $233,000 for
administration
 Top quartile units spend an average of 4% less effort relatively on Classification and Compensation than do bottom quartile
units
Copyright © 2011 by ScottMadden. All rights reserved.
12
HR FTE and Labor Cost by Major Activity
 HR FTE Total: 142.7 FTE; HR Labor Cost Total: $6,975,000
 Personnel Transactions represent the highest percent of HR FTEs and the second highest labor cost
 Recruiting & Staffing and Payroll are the next highest effort activities
 Recruiting and Staffing, Leave Administration, and Maintenance of Personnel Files are potential areas to investigate to reduce
work
FTE and Labor Cost by Major HR Activity
4.9 FTE
3%
$233,000
3.7 FTE
3%
$199,000
2.8 FTE
2%
$203,000
0.3 FTE
0%
$10,000
Personnel Transactions Activities
Recruiting & Staffing
9.0 FTE
6%
$391,000
25.0 FTE
18%
$1,147,000
9.5 FTE
7%
$582,000
Payroll
Leave Administration
Maintenance of Personnel Files
Classification & Compensation
Employee Relations Activities/Advisement
24.8 FTE
17%
$1,260,000
13.3 FTE
9%
$771,000
Employee Onboarding
Benefits
Faculty Reappointment, Promotion, and Tenure
Legislative and Promotional Salary Increase
Human Resources Unspecified
13.4 FTE
9%
$570,000
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
13.8 FTE
10%
$688,000
22.3 FTE
16%
$920,000
13
HR FTE by OUC and Major Activity
OUC
11
14
05
17
16
22
19
44
47
15
13
06
48
20
38
42
32
08
18
31
25
10
09
51
33
04
12
02
39
01
27
91
49
46
43
41
OUC Description
Agriculture and Life Sciences
Engineering
Student Affairs
Physical & Mathematical Sciences
Humanities & Social Sciences
Housing Service
Veterinary Medicine
Facilities/University Utilities
Campus Enterprises
Natural Resources
Education
Research and Innovation
Human Resources
Management
Equal Opportunity
Environmental Health and Public Safety
Enrollment Management and Svcs/Student Financial Aid
University Advancement
Textiles
Undergraduate Academic Program
NC State Libraries
Athletics
Ext, Engagement & Econ Develop
Office of Info Technology-OIT
Distant Ed & Learn Tech Applications
Graduate School
Design
Provost / Executive Vice Chancellor
Office International Affairs-OIA
Chancellor
Office of General Counsel
Student Orgs Fee-Supported
Treasurers Office
Finance and Resource Management
Centennial Campus Development
Finance and Business
Total
Copyright © 2011 by ScottMadden. All rights reserved.
Activity
1
2
2.1
1.2
1.5
0.7
0.7
0.4
0.4
1.1
0.5
0.3
0.2
0.4
0.2
0.3
0.3
0.4
0.2
0.4
0.2
0.1
0.0
0.2
0.2
0.1
0.5
0.2
0.1
0.0
0.2
0.1
0.1
0.0
0.0
0.0
0.0
0.0
13.3
4.6
4.6
2.2
1.4
1.1
1.1
1.1
0.8
1.3
0.5
0.4
0.8
0.2
0.6
0.6
0.7
0.5
0.1
0.4
0.2
0.0
0.2
0.2
0.1
0.2
0.2
0.2
0.1
0.2
0.1
0.1
0.1
0.0
0.0
0.0
0.0
24.8
3
1.3
1.4
0.5
0.6
0.6
0.4
0.8
0.2
0.6
0.3
0.0
0.3
0.1
0.2
0.1
0.1
0.2
0.2
0.1
0.1
0.1
0.2
0.2
0.2
0.0
0.0
0.0
0.1
0.1
0.1
0.0
0.0
0.0
0.0
0.0
0.0
9.0
4
1.1
0.6
0.3
0.2
0.3
0.2
0.1
0.1
0.1
0.0
0.1
0.2
0.4
0.1
0.0
0.0
0.0
0.2
0.1
0.0
0.0
0.1
0.1
0.1
0.0
0.0
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
4.9
5
6
7
2.2
0.9
1.5
0.4
0.6
0.7
0.8
1.8
0.5
0.2
0.2
0.4
0.4
0.3
0.5
0.1
0.4
0.3
0.1
0.2
0.2
0.3
0.3
0.1
0.2
0.0
0.0
0.0
0.1
0.1
0.0
0.0
0.2
0.0
0.0
0.0
13.8
4.3
4.4
0.9
2.5
1.7
1.0
0.9
0.6
0.6
1.5
1.4
0.3
0.4
0.2
0.4
0.3
0.3
0.3
0.5
0.3
0.6
0.1
0.2
0.2
0.1
0.2
0.3
0.2
0.1
0.1
0.0
0.0
0.0
0.0
0.0
0.0
25.0
2.8
3.2
2.1
1.0
0.5
1.4
0.5
0.1
1.3
1.1
0.7
0.3
1.2
0.6
0.4
0.4
0.4
0.2
0.2
0.6
0.6
0.3
0.4
0.4
0.2
0.5
0.4
0.1
0.1
0.1
0.1
0.1
0.0
0.0
0.0
0.0
22.3
14
8
0.6
0.5
0.0
0.5
0.6
0.0
0.7
0.0
0.0
0.0
0.1
0.0
0.0
0.1
0.0
0.0
0.0
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.1
0.4
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
3.7
9
0.6
0.6
0.1
0.1
0.2
0.1
0.1
0.1
0.0
0.1
0.1
0.1
0.0
0.1
0.0
0.1
0.0
0.1
0.0
0.0
0.1
0.1
0.0
0.0
0.0
0.0
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
2.8
10
2.7
1.9
1.2
1.0
0.8
0.9
0.4
0.3
0.2
0.4
0.4
0.3
0.2
0.2
0.1
0.3
0.4
0.2
0.2
0.2
0.3
0.2
0.1
0.1
0.1
0.0
0.1
0.1
0.0
0.0
0.0
0.0
0.1
0.0
0.0
0.0
13.4
11
1.5
0.5
1.1
0.2
0.5
0.5
0.7
0.9
0.6
0.1
0.2
0.3
0.0
0.1
0.3
0.2
0.1
0.2
0.1
0.1
0.0
0.1
0.2
0.2
0.2
0.1
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
9.5
12
Total
0.1 23.8
0.0 19.6
0.1 11.5
0.0
8.5
0.0
7.5
0.1
6.7
0.0
6.4
0.0
6.0
0.0
5.8
0.0
4.4
0.0
3.8
0.0
3.4
0.0
3.1
0.0
3.0
0.0
2.8
0.0
2.7
0.0
2.4
0.0
2.3
0.0
2.1
0.0
1.9
0.0
1.9
0.1
1.8
0.0
1.8
0.0
1.7
0.0
1.5
0.0
1.4
0.0
1.4
0.0
1.2
0.0
0.9
0.0
0.8
0.0
0.4
0.0
0.3
0.0
0.3
0.0
0.1
0.0
0.0
0.0
0.0
0.3 142.7
Activity Key
1
Classification & Compensation
2
Recruiting & Staffing
3
Employee Onboarding
4
Benefits
5
Leave Administration
6
Personnel Transactions Activities
7
Payroll
8
Faculty Reappointment, Promotion, and Tenure
9
Legislative and Promotional Salary Increase
10
Maintenance of Personnel Files
11
Employee Relations Activities/Advisement
12
Human Resources Unspecified
HR Labor Cost by OUC and Major Activity
OUC
11
14
05
17
16
44
22
19
47
38
06
15
13
42
32
20
08
48
18
10
51
02
09
31
04
33
12
25
01
39
27
49
91
46
43
41
OUC Description
Agriculture and Life Sciences
Engineering
Student Affairs
Physical & Mathematical Sciences
Humanities & Social Sciences
Facilities/University Utilities
Housing Service
Veterinary Medicine
Campus Enterprises
Equal Opportunity
Research and Innovation
Natural Resources
Education
Environmental Health and Public Safety
Enrollment Management and Svcs/Student Financial Aid
Management
University Advancement
Human Resources
Textiles
Athletics
Office of Info Technology-OIT
Provost / Executive Vice Chancellor
Ext, Engagement & Econ Develop
Undergraduate Academic Program
Graduate School
Distant Ed & Learn Tech Applications
Design
NC State Libraries
Chancellor
Office International Affairs-OIA
Office of General Counsel
Treasurers Office
Student Orgs Fee-Supported
Finance and Resource Management
Centennial Campus Development
Finance and Business
Total
Activity
1
2
$100 $191
$67 $215
$109 $147
$30
$55
$38
$47
$68
$50
$26
$50
$24
$48
$30
$51
$35
$69
$25
$63
$12
$24
$10
$16
$25
$43
$15
$22
$16
$23
$24
$12
$7
$6
$9
$22
$11
$10
$8
$5
$3
$7
$8
$8
$6
$10
$12
$10
$23
$10
$6
$12
$0
$1
$6
$10
$12
$12
$4
$4
$0
$0
$0
$5
$1
$1
$0
$1
$0
$0
$771 $1,260
3
4
5
6
$54
$62
$20
$23
$25
$9
$17
$31
$26
$4
$17
$12
$1
$7
$10
$8
$9
$5
$4
$11
$7
$3
$8
$3
$2
$0
$2
$2
$4
$3
$2
$0
$0
$0
$0
$0
$391
$47
$27
$17
$6
$14
$5
$10
$6
$8
$3
$10
$3
$6
$2
$1
$6
$13
$18
$3
$4
$6
$6
$3
$1
$2
$0
$2
$0
$3
$0
$2
$0
$0
$1
$0
$0
$233
$92 $169
$55 $206
$81
$47
$18 $129
$27
$73
$87
$30
$38
$41
$32
$35
$19
$28
$44
$30
$26
$16
$9
$70
$8
$66
$7
$12
$22
$19
$14
$10
$12
$15
$16
$14
$4
$23
$11
$7
$7
$10
$2
$8
$13
$8
$9
$11
$2
$10
$7
$7
$2
$12
$7
$22
$6
$7
$3
$5
$2
$2
$8
$0
$0
$0
$1
$1
$0
$0
$0
$0
$688 $1,147
Labor cost shown in $000
Copyright © 2011 by ScottMadden. All rights reserved.
15
7
8
9
10
11
$106
$130
$87
$49
$23
$4
$60
$23
$49
$18
$12
$47
$29
$19
$16
$26
$9
$44
$11
$12
$19
$3
$16
$20
$21
$11
$17
$20
$6
$6
$3
$0
$5
$1
$0
$0
$920
$28
$37
$1
$21
$25
$0
$0
$30
$0
$0
$0
$4
$6
$0
$0
$5
$0
$0
$7
$0
$0
$32
$0
$1
$0
$0
$4
$0
$0
$0
$0
$0
$0
$0
$0
$0
$199
$38
$52
$9
$7
$14
$5
$3
$11
$0
$2
$4
$5
$6
$5
$2
$5
$3
$0
$2
$6
$2
$10
$1
$2
$2
$0
$2
$2
$1
$1
$1
$0
$0
$0
$0
$0
$203
$101
$84
$54
$43
$30
$13
$39
$16
$6
$8
$13
$16
$16
$14
$18
$10
$8
$6
$8
$11
$7
$3
$5
$9
$2
$3
$5
$10
$2
$2
$1
$4
$1
$1
$0
$0
$570
$71
$29
$68
$10
$25
$64
$29
$38
$36
$37
$38
$8
$10
$14
$8
$8
$13
$2
$9
$6
$17
$1
$7
$3
$7
$9
$5
$1
$4
$1
$1
$0
$1
$0
$0
$0
$582
12
Total
$2 $997
$0 $962
$4 $645
$0 $393
$0 $341
$0 $335
$3 $315
$0 $294
$0 $254
$0 $248
$0 $224
$0 $210
$0 $174
$0 $149
$0 $132
$0 $130
$0 $120
$0 $118
$0 $100
$1
$90
$0
$88
$0
$80
$0
$76
$0
$74
$0
$72
$0
$71
$0
$69
$0
$66
$0
$48
$0
$47
$0
$24
$0
$11
$0
$11
$0
$5
$0
$1
$0
$0
$10 $6,975
Activity Key
1
Classification & Compensation
2
Recruiting & Staffing
3
Employee Onboarding
4
Benefits
5
Leave Administration
6
Personnel Transactions Activities
7
Payroll
8
Faculty Reappointment, Promotion, and Tenure
9
Legislative and Promotional Salary Increase
10
Maintenance of Personnel Files
11
Employee Relations Activities/Advisement
12
Human Resources Unspecified
HR – Comparison of Top and Bottom Quartiles
OUC
46
49
47
43
25
51
42
31
12
10
11
18
44
17
16
19
05
14
20
09
15
13
22
32
01
39
06
33
08
04
48
38
02
27
OUC Description
Finance and Resource Management
Treasurers Office
Campus Enterprises
Centennial Campus Development
NC State Libraries
Office of Info Technology-OIT
Environmental Health and Public Safety
Undergraduate Academic Program
Design
Athletics
Agriculture and Life Sciences
Textiles
Facilities/University Utilities
Physical & Mathematical Sciences
Humanities & Social Sciences
Veterinary Medicine
Student Affairs
Engineering
Management
Ext, Engagement & Econ Develop
Natural Resources
Education
Housing Service
Enrollment Management and Svcs/Student Financial Aid
Chancellor
Office International Affairs-OIA
Research and Innovation
Distant Ed & Learn Tech Applications
University Advancement
Graduate School
Human Resources (includes UTS Employees)
Equal Opportunity
Provost / Executive Vice Chancellor
Office of General Counsel
Total
Excluded OUCs : Student Organizations and Finance & Business
Copyright © 2011 by ScottMadden. All rights reserved.
Total Employee
Count
83
87
1541
5
417
331
528
367
239
306
3717
319
912
1152
1020
853
1516
2587
388
230
519
425
653
233
58
67
239
104
139
79
171
139
40
11
19475
HR Total
0.1
0.3
5.8
0.0
1.9
1.7
2.7
1.9
1.4
1.8
23.8
2.1
6.0
8.5
7.5
6.4
11.5
19.6
3.0
1.8
4.4
3.8
6.7
2.4
0.8
0.9
3.4
1.5
2.3
1.4
3.1
2.8
1.2
0.4
142.4
16
Ratio of
Employees : HR
FTE
830
348
268
250
225
201
199
196
174
170
156
156
151
136
135
133
132
132
132
131
117
111
97
96
77
74
71
69
60
56
56
51
34
28
137
Quartile Description
 Top quartile is 25% of OUCs with
highest employees served per HR
FTE
 Bottom quartile is 25% of OUCs with
lowest employees served per HR
FTE
 Median = 132
Shading Key
Top Quartile
Bottom Quartile
HR – Comparison of Top and Bottom Quartiles (Cont’d)
Quartile Description
 Top quartile is 25% of OUCs with highest employees served per HR FTE
 Bottom quartile is 25% of OUCs with lowest employees served per HR FTE
Observations
 Bottom quartile OUCs expend significantly more effort on Classification & Compensation and Benefits than top quartile OUCs
 Top quartile OUCs expend significantly more effort on Payroll than bottom quartile OUCs
100%
90%
80%
70%
60%
50%
40%
8%
8%
6%
2%
2%
9%
1%
1%
18%
Maintenance of Personnel Files
Legislative and Promotional Salary Increase
23%
Faculty Reappointment, Promotion, and Tenure
Payroll
12%
Personnel Transactions Activities
14%
11%
30%
7%
6%
20%
15%
10%
Employee Relations Activities/Advisement
13%
0%
Bottom Quartile
Leave Administration
9%
2%
7%
Benefits
Employee Onboarding
Recruiting & Staffing
17%
Classification & Compensation
9%
Top Quartile
Excluded OUCs with 0 HR FTE: Student Organizations and Finance & Business
Copyright © 2011 by ScottMadden. All rights reserved.
17
HR FTE and Labor Cost by Employee Type Served
 Of the 142.7 HR FTE, 108.2 FTE are spent on activities which were identified by the employee type served by the HR activity
 Labor costs associated with the 108.2 FTE are $5,067,000
 The highest levels of HR FTEs and labor costs are associated with activities supporting three employee types:
—
SPA Employee
—
Temporary Employees
—
EPA Non-Faculty
FTE and Labor Cost by Employee Type Served
6.0 FTE
5%
$267,000
2.1 FTE
2%
$91,000
3.1 FTE
3%
$164,000
30.0 FTE
28%
$1,501,000
11.3 FTE
10%
$561,000
SPA Employee
Temporary Employee
EPA Non-Faculty
Graduate Assistant
12.8 FTE
12%
$527,000
EPA Faculty
Post Doc
EPA Faculty NTT
Unpaid Adjunct
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
15.2 FTE
14%
$831,000
18
27.8 FTE
26%
$1,125,000
HR Normalized FTE by Employee Type Served
Observations
 Ratios across three primary permanent employee types are fairly consistent (EPA Faculty, EPA Non-Faculty, SPA Employee)
 Higher ratios are expected for temporary employees and graduate assistants who should have fewer HR support needs
 The level of HR support provided to Post Doc employees appears to be twice as much as the nearest other category
Temporary Employee
278.0
Employee Type
Graduate Assistant
235.1
EPA Faculty (all)
136.5
EPA Non-Faculty
127.7
SPA Employee
126.5
Post Doc
57.6
0.0
50.0
100.0
150.0
200.0
Employees Served per HR FTE
Copyright © 2011 by ScottMadden. All rights reserved.
19
250.0
300.0
HR FTE by OUC and Employee Type Served
This table
presents the HR
FTEs captured by
employee type
served by OUC
(college or
division)
OUC
11
14
05
17
16
22
47
19
44
15
13
06
20
32
38
42
08
25
31
48
10
18
09
51
04
33
12
39
01
02
27
49
91
46
43
41
OUC Description
Agriculture and Life Sciences
Engineering
Student Affairs
Physical & Mathematical Sciences
Humanities & Social Sciences
Housing Service
Campus Enterprises
Veterinary Medicine
Facilities/University Utilities
Natural Resources
Education
Research and Innovation
Management
Enrollment Management and Svcs/Student Financial Aid
Equal Opportunity
Environmental Health and Public Safety
University Advancement
NC State Libraries
Undergraduate Academic Program
Human Resources
Athletics
Textiles
Ext, Engagement & Econ Develop
Office of Info Technology-OIT
Graduate School
Distant Ed & Learn Tech Applications
Design
Office International Affairs-OIA
Chancellor
Provost / Executive Vice Chancellor
Office of General Counsel
Treasurers Office
Student Orgs Fee-Supported
Finance and Resource Management
Centennial Campus Development
Finance and Business
Total
Copyright © 2011 by ScottMadden. All rights reserved.
SPA
Employee
EPA Faculty
4.2
2.0
2.9
0.7
1.1
1.5
2.0
1.2
3.7
0.2
0.4
0.9
0.3
1.2
0.4
1.6
0.8
0.5
0.2
0.6
0.7
0.1
0.7
0.6
0.2
0.5
0.1
0.1
0.1
0.1
0.1
0.2
0.0
0.1
0.0
0.0
30.0
20
1.8
2.1
0.4
1.1
1.5
0.1
0.0
0.5
0.0
0.7
0.6
0.1
0.6
0.1
0.4
0.1
0.1
0.4
0.0
0.1
0.0
0.2
0.0
0.0
0.0
0.1
0.1
0.0
0.1
0.1
0.0
0.0
0.0
0.0
0.0
0.0
11.3
EPA Faculty
NTT
1.1
0.3
0.1
0.2
0.3
0.0
0.0
0.2
0.0
0.1
0.1
0.0
0.2
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
3.1
EPA NonFaculty
2.9
1.4
1.4
0.5
0.8
0.3
0.0
0.7
0.2
0.6
0.5
1.1
0.2
0.6
0.7
0.1
0.5
0.0
0.4
0.2
0.4
0.2
0.1
0.1
0.2
0.3
0.1
0.3
0.2
0.1
0.1
0.0
0.0
0.0
0.0
0.0
15.2
Post Doc
1.4
1.3
0.0
1.4
0.2
0.0
0.0
1.1
0.0
0.3
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.1
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
6.0
Temps
4.6
3.1
3.1
1.7
0.5
2.6
2.6
0.5
0.3
1.1
0.6
0.3
0.4
0.3
0.3
0.2
0.3
0.7
0.8
0.7
0.3
0.2
0.2
0.5
0.6
0.3
0.5
0.3
0.2
0.1
0.1
0.0
0.2
0.0
0.0
0.0
27.8
Graduate
Students
2.3
5.2
0.0
1.2
0.7
0.3
0.0
0.2
0.0
0.7
0.6
0.0
0.3
0.0
0.1
0.0
0.0
0.0
0.1
0.0
0.0
0.3
0.0
0.0
0.1
0.0
0.1
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
12.8
Unpaid
Adjuncts
0.4
0.3
0.2
0.3
0.1
0.0
0.0
0.1
0.0
0.2
0.0
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
2.1
HR FTE
without
Employee
Type
5.1
3.9
3.4
1.5
2.2
1.8
1.2
2.0
1.8
0.5
0.9
0.8
0.7
0.3
0.6
0.7
0.6
0.2
0.3
1.5
0.3
0.6
0.6
0.5
0.3
0.4
0.4
0.2
0.2
0.7
0.1
0.0
0.1
0.0
0.0
0.0
34.5
Total
23.8
19.6
11.5
8.5
7.5
6.7
5.8
6.4
6.0
4.4
3.8
3.4
3.0
2.4
2.8
2.7
2.3
1.9
1.9
3.1
1.8
2.1
1.8
1.7
1.4
1.5
1.4
0.9
0.8
1.2
0.4
0.3
0.3
0.1
0.0
0.0
142.7
HR Labor Cost by OUC and Employee Type Served
This table
presents the HR
labor cost by
employee type
served by OUC
(college or
division)
OUC
11
14
05
17
22
16
44
38
19
47
15
06
13
32
42
20
08
10
18
31
48
25
51
04
09
33
12
39
01
02
27
49
91
46
43
41
OUC Description
Agriculture and Life Sciences
Engineering
Student Affairs
Physical & Mathematical Sciences
Housing Service
Humanities & Social Sciences
Facilities/University Utilities
Equal Opportunity
Veterinary Medicine
Campus Enterprises
Natural Resources
Research and Innovation
Education
Enrollment Management and Svcs/Student Financial Aid
Environmental Health and Public Safety
Management
University Advancement
Athletics
Textiles
Undergraduate Academic Program
Human Resources
NC State Libraries
Office of Info Technology-OIT
Graduate School
Ext, Engagement & Econ Develop
Distant Ed & Learn Tech Applications
Design
Office International Affairs-OIA
Chancellor
Provost / Executive Vice Chancellor
Office of General Counsel
Treasurers Office
Student Orgs Fee-Supported
Finance and Resource Management
Centennial Campus Development
Finance and Business
Total
SPA
Employee
EPA Faculty
$175
$110
$184
$32
$85
$51
$182
$25
$52
$90
$12
$46
$16
$57
$90
$14
$41
$31
$8
$11
$27
$18
$30
$10
$31
$23
$6
$8
$8
$6
$7
$11
$0
$3
$1
$0
$1,501
$80
$99
$20
$60
$3
$62
$2
$52
$25
$0
$33
$9
$32
$4
$3
$25
$2
$0
$11
$1
$2
$17
$0
$0
$1
$3
$8
$1
$4
$3
$0
$0
$0
$0
$0
$0
$561
Labor cost shown in $000
Copyright © 2011 by ScottMadden. All rights reserved.
21
EPA Faculty
NTT
$50
$18
$11
$7
$0
$14
$0
$19
$10
$0
$5
$3
$6
$0
$0
$10
$0
$0
$4
$0
$0
$0
$0
$0
$2
$0
$2
$0
$1
$0
$0
$0
$0
$0
$0
$0
$164
EPA NonFaculty
$123
$79
$94
$22
$17
$36
$12
$75
$30
$2
$25
$75
$24
$38
$5
$11
$26
$24
$9
$18
$6
$0
$4
$15
$6
$13
$5
$16
$10
$6
$7
$0
$0
$1
$0
$0
$831
Post Doc
$62
$64
$0
$60
$0
$9
$0
$1
$40
$0
$11
$7
$2
$0
$0
$1
$0
$0
$6
$0
$2
$0
$0
$3
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$268
Temps
$169
$128
$132
$71
$106
$20
$14
$17
$19
$96
$50
$13
$26
$16
$10
$15
$12
$15
$10
$25
$23
$21
$23
$23
$10
$12
$18
$10
$8
$4
$3
$0
$7
$0
$0
$0
$1,125
Graduate
Students
$84
$219
$2
$52
$15
$29
$0
$6
$9
$0
$29
$2
$27
$0
$0
$13
$0
$2
$13
$5
$0
$0
$0
$7
$1
$0
$5
$1
$3
$2
$0
$0
$0
$0
$0
$0
$527
Unpaid
Adjuncts
$17
$17
$6
$12
$2
$6
$1
$0
$4
$0
$9
$3
$2
$0
$0
$3
$1
$0
$3
$2
$0
$1
$1
$0
$0
$0
$1
$0
$0
$1
$0
$0
$0
$0
$0
$0
$91
HR FTE
without
Employee
Type
$238
$227
$195
$77
$88
$114
$124
$54
$104
$66
$36
$67
$39
$18
$41
$39
$38
$19
$36
$12
$57
$9
$31
$15
$25
$20
$24
$12
$13
$57
$7
$0
$3
$1
$0
$0
$1,906
Total
$997
$962
$645
$393
$315
$341
$335
$248
$294
$254
$210
$224
$174
$132
$149
$130
$120
$90
$100
$74
$118
$66
$88
$72
$76
$71
$69
$47
$48
$80
$24
$11
$11
$5
$1
$0
$6,975
Recruiting and Staffing Activity Detail
Observations
 Recruiting and Staffing FTE Total: 24.8 FTE; Recruiting and Staffing Labor Cost Total: $1,260,000
 Recruiting and Staffing activities for Temps, SPA Employee, and EPA Non-Faculty represent more than half of the effort
expended for all types of employees
 Only 1.0 FTE (4%) of effort is devoted to Strategic Staffing / Workforce Planning in the decentralized units
Recruiting and Staffing FTE and Labor Cost
1.0 FTE
4%
$68,000
0.8 FTE
3%
$41,000
0.5 FTE
2%
$22,000
1.5 FTE
6%
$69,000
5.7 FTE
23%
$236,000
Recruiting / Hiring of Temps
SPA Recruitment Activities
EPA Non-Faculty Recruitment Activities
Hiring of Graduate Research Assistants
1.6 FTE
7%
$82,000
EPA Faculty Recruitment Activities
EPA Faculty (NTT) Recruitment Activities
Post Doc Recruitment Activities
2.2 FTE
9%
$115,000
3.2 FTE
13%
$133,000
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
Strategic Staffing / Workforce Planning
5.0 FTE
20%
$283,000
3.4 FTE
13%
$210,000
22
Recruiting and Staffing Activities Unspecified
Unpaid Adjuncts
Leave Administration Activity Detail
Observations
 Leave Administration FTE Total: 13.8 FTE; Leave Administration Labor Cost Total: $688,000
 9 FTEs (65%) are used to administer leave for one employee type – SPA Employee
Leave Administration FTE and Labor Cost
0.2 FTE
1%
$9,000
EPA Faculty
EPA Non-Faculty Leave
Administration
EPA Faculty Leave
Administration
2.9 FTE
21%
$169,000
Post Doc Leave
Administration
Leave Administration
Unspecified
EPA Non-Faculty
667.8
Post Doc
580.7
SPA Employee
9.0 FTE
65%
$431,000
422.9
0.0
500.0
1000.0
1500.0
Employees per Leave FTE
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
1643.8
SPA Leave Administration
Employee Type
1.2 FTE
9%
$54,000
0.6 FTE
4%
$26,000
Normalized Leave Administration FTE by
Employee Type
23
2000.0
Maintenance of Personnel Files Activity Detail
Observations
 Maintenance of Personnel Files FTE Total: 13.4 FTE; Maintenance of Personnel Files Labor Cost Total: $570,000
 Maintenance of Personnel Files for Temps, SPA Employee, and Graduate Assistants takes 71% of the effort
Maintenance of Personnel Files FTE and Labor Cost
1.5 FTE
11%
$64,000
0.6 FTE
5%
$27,000
3.8 FTE
28%
$144,000
For Temporary Employees
For SPA Employee
1.7 FTE
13%
$80,000
For Graduate Assistants Employees
For EPA Non-Faculty Employees
For EPA Faculty
For Post Docs
2.3 FTE
17%
$89,000
3.5 FTE
26%
$166,000
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
24
Financial & Budgeting
Overall Financial and Budgeting (F&B) Observations
 Approximately 268 FTE of effort representing $12.7 million is expended in the units on F&B activities
 The ratio of employees to F&B FTEs by unit varies between 8 and 152 with a median of 57
 The units expend 135 FTE of effort or $5.8 million to accomplish Accounts Payable activities
 Less effort and money, 39 FTE or $1.6 million, is expended on accomplishing Accounts Receivable activities in the units (This
figure may be skewed by allocation of some effort to C&G activities)
 Budget Planning and Management requires almost 74 FTE effort or $4.3 million
 Bottom quartile units spend 7% more relatively than do top quartile units on Budget Planning and Management
 Budgets require almost 18 FTE of effort or $888,000 to reconcile
 Salary Distribution Changes require more than 8 FTE of effort or $392,000 in the units to complete
Copyright © 2011 by ScottMadden. All rights reserved.
26
F&B FTE and Labor Cost by Major Activity
 F&B FTE Total: 267.9 FTE; F&B Labor Cost Total: $12,680,000
 The highest percent of Financial & Budgeting (F&B) FTEs and labor cost is accounts payable
 Budget Planning & Management activities represent the second largest category
FTE and Labor Costs by Major F&B Activity
19.2 FTE
7%
$936,000
0.9 FTE
0%
$34,000
38.9 FTE
15%
$1,618,000
Accounts Payable
135.1 FTE
50%
$5,754,000
Budget Planning & Management
Accounts Receivable
Other Financial Transactions
Financial & Budgeting Unspecified
73.9 FTE
28%
$4,338,000
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
27
F&B FTE and Labor Cost by OUC and Major Activity
OUC
OUC Description
Accounts Payable
FTE
14
11
05
44
17
19
22
47
10
16
15
13
06
51
18
42
08
20
09
32
25
38
31
12
04
49
02
01
39
48
33
91
27
46
41
43
Engineering
Agriculture and Life Sciences
Student Affairs
Facilities/University Utilities
Physical & Mathematical Sciences
Veterinary Medicine
Housing Service
Campus Enterprises
Athletics
Humanities & Social Sciences
Natural Resources
Education
Research and Innovation
Office of Info Technology-OIT
Textiles
Environmental Health and Public Safety
University Advancement
Management
Ext, Engagement & Econ Develop
Enrollment Management and Svcs/Student Financial Aid
NC State Libraries
Equal Opportunity
Undergraduate Academic Program
Design
Graduate School
Treasurers Office
Provost / Executive Vice Chancellor
Chancellor
Office International Affairs-OIA
Human Resources
Distant Ed & Learn Tech Applications
Student Orgs Fee-Supported
Office of General Counsel
Finance and Resource Management
Finance and Business
Centennial Campus Development
Totals
Costs
19.8
$853
20.9
$826
8.2
$367
6.8
$257
7.1
$323
5.4
$235
6.1
$246
4.3
$170
6.7
$261
5.0
$206
3.9
$174
4.4
$180
3.6
$192
2.5
$100
3.0
$138
3.1
$138
2.6
$123
3.1
$132
2.1
$92
1.2
$61
2.7
$103
1.5
$72
1.6
$57
1.5
$82
1.2
$54
1.5
$72
0.7
$36
1.2
$61
1.0
$39
0.3
$12
0.6
$31
0.3
$14
0.5
$23
0.2
$9
0.3
$11
0.1
$3
135.1 $5,754
Labor cost shown in $000
Copyright © 2011 by ScottMadden. All rights reserved.
28
Accounts
Receivable
FTE
Costs
5.0
$195
4.0
$162
4.1
$146
2.2
$80
0.9
$37
3.3
$142
1.5
$65
2.8
$110
0.6
$21
0.6
$24
0.8
$36
0.5
$22
1.6
$69
2.5
$90
0.9
$43
1.5
$67
0.6
$30
0.4
$18
1.0
$43
1.0
$92
0.3
$12
0.4
$23
0.2
$8
0.2
$9
0.2
$5
0.5
$23
0.0
$1
0.2
$10
0.3
$11
0.3
$12
0.0
$0
0.2
$8
0.0
$1
0.1
$3
0.0
$0
0.0
$0
38.9 $1,618
Budget Planning
and Management
FTE
Costs
11.7
$664
7.1
$339
8.2
$468
3.9
$273
2.6
$136
2.4
$159
2.8
$150
2.7
$207
2.5
$133
3.7
$209
2.2
$127
2.8
$150
1.7
$116
1.6
$94
1.6
$89
1.2
$72
1.9
$130
1.0
$87
0.7
$36
1.9
$153
1.0
$44
1.3
$69
0.8
$36
0.9
$61
1.2
$52
0.3
$14
1.4
$111
0.6
$32
0.6
$26
0.4
$22
0.4
$31
0.3
$15
0.2
$12
0.2
$9
0.2
$7
0.1
$3
73.9 $4,338
Other Financial
Transactions
FTE
3.7
3.5
0.4
1.3
1.5
0.9
0.9
0.3
0.1
0.5
1.2
0.4
0.5
0.3
0.9
0.2
0.2
0.6
0.4
0.0
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.2
0.1
0.0
19.2
Costs
$172
$153
$22
$67
$74
$40
$37
$18
$4
$23
$58
$17
$29
$18
$45
$12
$16
$34
$20
$3
$3
$4
$5
$7
$4
$2
$5
$7
$5
$3
$5
$3
$4
$9
$5
$0
$936
Financial &
Budgeting
Unspecified
FTE
0.0
0.1
0.5
0.0
0.1
0.0
0.0
0.0
0.1
0.0
0.0
0.0
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.9
Costs
$0
$4
$20
$0
$4
$0
$0
$0
$4
$0
$0
$0
$0
$2
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$35
Total
FTE
Costs
40.2 $1,884
35.6 $1,483
21.5 $1,024
14.2
$678
12.2
$574
12.0
$576
11.4
$499
10.1
$506
10.0
$424
9.7
$462
8.2
$395
8.1
$368
7.3
$406
7.0
$304
6.5
$316
6.0
$289
5.3
$298
5.2
$272
4.2
$191
4.2
$309
4.1
$163
3.3
$168
2.7
$106
2.7
$159
2.6
$115
2.4
$112
2.2
$153
2.1
$110
2.0
$82
1.2
$48
1.1
$67
0.9
$40
0.8
$40
0.6
$31
0.5
$23
0.1
$7
267.9 $12,680
F&B – Comparison of Top and Bottom Quartiles
OUC
47
48
46
31
16
11
25
17
33
12
42
20
19
05
14
44
15
22
32
09
13
18
51
38
43
49
39
06
10
04
01
08
02
27
41
OUC Description
Campus Enterprises
Human Resources (includes UTS Employees)
Finance and Resource Management
Undergraduate Academic Program
Humanities & Social Sciences
Agriculture and Life Sciences
NC State Libraries
Physical & Mathematical Sciences
Distant Ed & Learn Tech Applications
Design
Environmental Health and Public Safety
Management
Veterinary Medicine
Student Affairs
Engineering
Facilities/University Utilities
Natural Resources
Housing Service
Enrollment Management and Svcs/Student Financial Aid
Ext, Engagement & Econ Develop
Education
Textiles
Office of Info Technology-OIT
Equal Opportunity
Centennial Campus Development
Treasurers Office
Office International Affairs-OIA
Research and Innovation
Athletics
Graduate School
Chancellor
University Advancement
Provost / Executive Vice Chancellor
Office of General Counsel
Finance & Business
Total
Total Employee
Count
1541
171
83
367
1020
3717
417
1152
104
239
528
388
853
1516
2587
912
519
653
233
230
425
319
331
139
5
87
67
239
306
79
58
139
40
11
4
19479
Excluded OUC with no headcount data required for this metric: OUC 91 - Student Organizations
Copyright © 2011 by ScottMadden. All rights reserved.
FB Total
10.1
1.2
0.6
2.7
9.7
35.6
4.1
12.2
1.1
2.7
6.0
5.2
12.0
21.5
40.2
14.2
8.2
11.4
4.2
4.2
8.1
6.5
7.0
3.3
0.1
2.4
2.0
7.3
10.0
2.6
2.1
5.3
2.2
0.8
0.5
267.0
29
Ratio of
Employees :
F&B FTE
152
149
138
135
105
105
102
95
95
89
88
75
71
71
64
64
63
57
56
55
52
49
48
43
42
36
34
33
31
30
28
26
18
14
8
72.9
Quartile Description
 Top quartile is 25% of OUCs with
highest employees served per F&B
FTE
 Bottom quartile is 25% of OUCs with
lowest employees served per F&B
FTE
 Median = 57
Shading Key
Top Quartile
Bottom Quartile
F&B – Comparison of Top and Bottom Quartiles (Cont’d)
Quartile Description
 Top quartile is 25% of OUCs with highest employees served per F&B FTE
 Bottom quartile is 25% of OUCs with lowest employees served per F&B FTE
Observations
 Bottom quartile OUCs have more relative level of effort in Budget Planning and Management, but less effort in Other Financial
Transactions
100%
1%
4%
1%
8%
31%
24%
10%
12%
90%
80%
70%
60%
Financial & Budgeting Unspecified
Other Financial Transactions
50%
Budget Planning & Management
40%
Accounts Receivable
30%
54%
55%
Bottom Quartile
Top Quartile
20%
10%
0%
Excluded OUC with 0 F&B FTE: Student Organizations
Copyright © 2011 by ScottMadden. All rights reserved.
30
Accounts Payable
Accounts Payable Activity Detail
Observations
 Accounts Payable FTE Total: 135.1 FTE; Accounts Payable Labor Cost Total: $5,754,000
 Vouchers and Travel account for almost half of all Accounts Payable work in the decentralized units
 P-Cards and Travel have similar levels of effort
Accounts Payable FTE and Labor Cost
10.7 FTE
8%
$470,000
6.2 FTE
4%
$263,000
1.0 FTE
1%
$53,000
0.2
0%
$11,000
42.9 FTE
32%
$1,749,000
12.5 FTE
9%
$558,000
Vouchers
Travel
P-Cards
Marketplace
IDTs/Service Unit Billing/(Actual) Journal
Vouchers/MySoft Billing
Requisitions/Purchase Order
19.0 FTE
14%
$851,000
Vendors
Imprest Cash/Checking Accounts
Accounts Payable Unspecified
19.8 FTE
15%
$834,000
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
22.9 FTE
17%
$964,000
31
Accounts Receivable Activity Detail
Observations
 Accounts Receivable FTE Total: 38.9 FTE; Accounts Receivable Labor Cost Total: $1,618,000
 Billing/Invoicing dominates Accounts Receivable in the units with 67% of the effort
 Approximately 20% or 7.7 FTE of work is on Credit Card Receipts, which potentially could be automated
Accounts Receivable FTE and Labor Cost
3.9 FTE
10%
$166,000
1.4 FTE
3%
$66,000
Billing/Invoicing
7.7 FTE
20%
$303,000
Credit Card Receipts
Gift Processing
Accounts Receivable Unspecified
26.0 FTE
67%
$1,083,000
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
32
Budget Planning and Management Activity Detail
Observations
 Budget Planning and Management FTE Total: 73.9 FTE; Budget Planning and Management Labor Cost Total: $4,338,000
 Budget Planning and Management are dominated by Budget Administration (35%), Budget Creation (25%), and Reconciliation
(24%)
 Automation of reconciliation could reduce a portion of the 17.8 FTE of effort
Budget Planning and Management FTE and Labor Cost
7.7 FTE
10%
$450,000
2.8 FTE
4%
$161,000
1.2 FTE
2%
$73,000
26.2 FTE
35%
$1,579,000
Budget Administration
Budget Creation
Reconciliation
Budget Revisions
17.8 FTE
24%
$888,000
Projects/OUC
Budget Planning and
Management Unspecified
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
18.2 FTE
25%
$1,187,000
33
Other Financial Transactions Activity Detail
Observations
 Other Financial Transactions FTE Total: 19.2 FTE; Other Financial Transactions Labor Cost Total: $936,000
 Salary Distribution Changes dominate Other Financial Transactions – process improvement could potentially reduce this level
of effort
 Almost 3.4 FTE are dedicated to Financial Systems Access
Other Financial Transactions FTE and Labor Cost
2.1 FTE
11%
$117,000
Salary Distribution Changes
2.2 FTE
11%
$99,000
8.2 FTE
43%
$392,000
Financial Systems Access
Serve as CAMS Coordinator
Other Financial Transactions
Unspecified
3.2 FTE
17%
$144,000
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
Service Center Use Rate
3.4 FTE
18%
$183,000
34
Contracts & Grants
Overall Contracts & Grants (C&G) Observations
 About 79 FTEs are spent on Contract and Grants activities, representing over $4 million in labor cost
 Nearly 60% of the FTEs supporting Contracts and Grants are in two colleges – Engineering and Agriculture and Life Sciences
 The remaining Contracts and Grants FTEs are spread across 24 colleges/divisions with none representing more than 8% of
the total Contract and Grants effort captured
 Post-Award activities dominate the effort and represent approximately 47 FTE or $2.3 million in labor cost
 An opportunity may exists to reduce effort for System Access Requests for C&G systems
Copyright © 2011 by ScottMadden. All rights reserved.
36
C&G FTE and Labor Cost by Major Activity
 C&G FTE Total: 79.1 FTE; C&G Labor Cost Total: $4,023,000
 The highest level of effort for Contracts & Grants is spent on post-award activities
 Over 6 FTEs are spent approving and entering system access requests for C&G systems
FTE Allocation and Labor Cost by Major C&G Activity
6.2 FTE
8%
$336,000
1.0 FTE
1%
$45,000
Post-Award
Pre-Award
25.2 FTE
32%
$1,346,000
Other C&G Related Activities
Contracts & Grants Unspecified
46.7 FTE
59%
$2,297,000
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
37
C&G FTE and Labor Cost by OUC and Major Activity
OUC
OUC Description
14
11
17
06
18
15
19
13
16
05
38
01
20
12
32
31
47
39
25
09
44
51
04
02
22
42
Engineering
Agriculture and Life Sciences
Physical & Mathematical Sciences
Research and Innovation
Textiles
Natural Resources
Veterinary Medicine
Education
Humanities & Social Sciences
Student Affairs
Equal Opportunity
Chancellor
Management
Design
Enrollment Management and Svcs/Student Financial Aid
Undergraduate Academic Program
Campus Enterprises
Office International Affairs-OIA
NC State Libraries
Ext, Engagement & Econ Develop
Facilities/University Utilities
Office of Info Technology-OIT
Graduate School
Provost / Executive Vice Chancellor
Housing Service
Environmental Health and Public Safety
Total
Pre-Award
FTE
Copyright © 2011 by ScottMadden. All rights reserved.
Costs
8.8 $449
5.4 $232
1.7
$74
1.5 $107
1.4
$94
0.9
$50
1.1
$53
1.2
$77
1.4
$72
1.0
$81
0.0
$0
0.1
$10
0.2
$13
0.2
$11
0.1
$7
0.1
$3
0.0
$0
0.1
$7
0.0
$0
0.0
$1
0.0
$0
0.0
$0
0.1
$2
0.0
$0
0.0
$1
0.0
$0
25.2 $1,346
38
Post-Award
FTE
Costs
14.1 $661
12.5 $541
4.4 $217
2.5 $150
2.0 $124
2.3 $119
1.7
$78
1.7
$88
1.3
$63
0.5
$40
1.0
$49
0.7
$41
0.3
$22
0.2
$11
0.3
$22
0.2
$7
0.3
$10
0.1
$7
0.3
$14
0.1
$6
0.1
$10
0.1
$5
0.1
$2
0.1
$4
0.0
$1
0.1
$4
46.7 $2,297
Other Contracts
& Grants
Activities
FTE
2.0
1.2
0.4
0.7
0.3
0.3
0.4
0.0
0.2
0.2
0.0
0.0
0.0
0.1
0.0
0.0
0.0
0.1
0.0
0.1
0.0
0.0
0.0
0.0
0.0
0.0
6.2
Costs
$104
$57
$19
$46
$24
$19
$20
$1
$7
$22
$2
$3
$0
$3
$0
$0
$0
$3
$0
$2
$0
$1
$0
$0
$0
$0
$336
Contracts &
Grants
Unspecified
FTE
0.1
0.5
0.1
0.1
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.1
0.0
0.0
0.1
0.0
0.0
0.0
0.0
0.1
0.0
0.0
0.0
0.0
0.0
1.0
Costs
$5
$21
$4
$2
$2
$0
$0
$0
$0
$0
$0
$0
$4
$0
$0
$3
$0
$0
$0
$0
$4
$0
$0
$0
$0
$0
$45
Total
FTE
Costs
25.1 $1,219
19.6 $851
6.5 $314
4.7 $304
3.9 $245
3.6 $188
3.2 $151
2.8 $166
2.8 $143
1.7 $144
1.0
$50
0.9
$54
0.6
$40
0.5
$26
0.4
$29
0.3
$13
0.3
$10
0.3
$17
0.3
$14
0.2
$9
0.2
$14
0.1
$7
0.1
$5
0.1
$4
0.1
$2
0.1
$4
79.1 $4,023
C&G – Comparison of Top and Bottom Quartiles
OUC
04
09
12
17
11
06
15
19
25
14
13
42
20
51
18
44
02
16
22
01
39
05
31
38
OUC Description
Graduate School
Ext, Engagement & Econ Develop
Design
Physical & Mathematical Sciences
Agriculture and Life Sciences
Research and Innovation
Natural Resources
Veterinary Medicine
NC State Libraries
Engineering
Education
Environmental Health and Public Safety
Management
Office of Info Technology-OIT
Textiles
Facilities/University Utilities
Provost / Executive Vice Chancellor
Humanities & Social Sciences
Housing Service
Chancellor
Office International Affairs-OIA
Student Affairs
Undergraduate Academic Program
Equal Opportunity
Total
Annual
Contract and
Grant
Expenditures
2010/11
$2,912
$14,703
$633
$28,095
$54,688
$12,108
$9,360
$12,430
$4,723
$65,823
$6,182
$45
$1,067
$1,038
$5,911
$206
$10
$4,411
$31
$615
$328
$1,257
$85
$7
$226,667
Quartile Description
CG Total
FTE
0.1
0.2
0.5
6.5
19.6
4.7
3.6
3.2
0.3
25.1
2.8
0.1
0.6
0.1
3.9
0.2
0.1
2.8
0.1
0.9
0.3
1.7
0.3
1.0
78.4
Current Award
Amount in Active
Projects
$16,381
$17,960
$2,379
$157,979
$264,833
$103,665
$42,494
$46,536
$53,612
$308,515
$40,465
$67
$1,882
$1,951
$17,398
$2,835
$55
$20,461
$136
$3,026
$819
$4,457
$55
$683
$1,108,645
2 OUCs reported FTEs but no active projects
Shown in $000
Copyright © 2011 by ScottMadden. All rights reserved.
39
Count of
Active
Active Projects/ CG
Projects
Total FTE
44
16
42
515
1491
340
228
195
12
1105
114
2
18
3
115
4
2
70
1
10
3
16
2
4
4352
440.0
92.1
84.0
79.1
76.1
71.8
64.2
60.9
48.0
44.0
40.1
40.0
32.7
30.0
29.9
26.7
25.0
24.8
16.7
11.8
10.0
9.4
6.7
3.9
55.5
 Top quartile is 25% of OUCs with
highest number of active projects
per C&G FTE
 Bottom quartile is 25% of OUCs
with lowest number of active
projects per C&G FTE
 Median = 36
Shading Key
Top Quartile
Bottom Quartile
Excludes the following OUCs with no C&G FTEs or no active projects:
OUC
08
10
27
32
33
35
43
46
47
48
49
91
OUC Description
University Advancement
Athletics
Office of General Counsel
Enrollment Mgmt. and Svcs/Student Fin. Aid
Dist Ed & Learn Tech Applications
Diversity and Inclusion
Centennial Campus Development
Finance and Resource Management
Campus Enterprises
Human Resources
Treasurers Office
Student Orgns Fee Supported
Notes
No FTEs, but active projects
FTEs, but no active projects
No FTEs, but active projects
No FTEs, but active projects
FTEs, but no active projects
C&G – Comparison of Top and Bottom Quartiles (Cont’d)
Quartile Description
 Top quartile is 25% of OUCs with highest number of active projects per C&G FTE
 Bottom quartile is 25% of OUCs with lowest number of active projects per C&G FTE
Observations
 Bottom quartile OUCs have more relative level of effort on Proposal Preparation & Entry and Project Management &
Administrative Tasks than top quartile OUCs; top quartile OUCs have more relative level of effort on e-PAR requests
100%
11%
90%
8%
11%
Enter/Approve C&G Access Requests
Project Close-out
70%
9%
6%
0%
3%
60%
24%
21%
4%
1%
3%
2%
7%
3%
6%
TEARS
13%
e-PAR Requests
3%
0%
9%
1%
Project Set-up
80%
50%
40%
30%
20%
10%
4%
3%
3%
Financial Reporting
Compliance
Sponsor Billing/Invoicing
Project Management & Administrative Tasks
27%
18%
Award Negotiation
Proposal Review & Submission
Compliance
0%
Bottom Quartile
Top Quartile
Excluded OUCs with 0 HR FTE: Student Organizations and Finance & Business
Copyright © 2011 by ScottMadden. All rights reserved.
40
Proposal Preparation & Entry
C&G Pre-Award Activity Detail
Observations
 C&G Pre-Award FTE Total: 25.2 FTE; C&G Pre-Award Labor Cost Total: $1,346,000
 Nearly 60% of the pre-award FTEs are spent on proposal preparation and entry
 Less than 2 FTEs support compliance and the award negotiation process
Pre-Award FTE and Labor Cost
1.2 FTE 0.5 FTE
2%
5%
$34,000
$67,000
Proposal Preparation and Entry
8.7 FTE
34%
$469,000
Proposal Review and Submission
Compliance
14.8 FTE
59%
$775,000
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
41
Award Negotiation
C&G Post-Award Activity Detail
Observations
 C&G Post-Award FTE Total: 46.7 FTE; C&G Post-Award Labor Cost Total: $2,297,000
 Over half of the post-award FTEs are focused on ‘Project Management and Administrative Tasks’ and e-PAR Requests
 The project close-out process is the third largest activity representing 15% of the post-award FTEs
Post-Award FTE and Labor Cost
1.9 FTE
4%
$94,000
1.8 FTE
4%
76,000
1.1 FTE
2%
$52,000
2.7 FTE
6%
$150,000
Project Management and Administrative Tasks
16.5 FTE
35%
$833,000
3.2 FTE
7%
$157,000
e-PAR Requests
Project Close-out
TEARS
Financial Reporting
Project Set-up
4.3 FTE
9%
$218,000
Compliance
Sponsor Billing/Invoicing
Post-Award Unspecified
7.0 FTE
15%
$328,000
8.2 FTE
18%
$389,000
Percentages are associated with FTE Allocation Totals
Copyright © 2011 by ScottMadden. All rights reserved.
42
Summary Observations
Summary Observations
N.C. State University’s decentralized units expend
approximately 774 FTE of effort representing $37 million
to perform transactional and administrative functions as
depicted in chart below
79.1 FTE
10%
$4,023,000
 Standardizing policies and processes across units
 Consolidating transactional and administrative activities
into shared service centers (business operations centers,
in this case)
General Management &
Administra ve
283.7 FTE
37%
$13,556,000
142.7 FTE
18%
$6,975,000
Like similar institutions, N.C. State can reduce work and
reallocate financial resources by
Financial & Budge ng
 Pooling financial resources to further automate newly
standardized processes across the campus
Human Resources
 Cross training employees with narrower portfolios of
responsibilities to provide services across multiple
organizations
Contracts & Grants
267.9 FTE
35%
$12,680,000
 Automating service management and knowledge
management to better enable service providers and
reduce risks of employee turnover
These activities are frequently performed by employees in
the units who have diverse responsibilities leading to
 Policies and processes that are not standard or applied in
a standard manner
 Employees having knowledge of many functions, but less
depth in some
 Excessive workloads resulting from tasks that are
sporadic or cyclical in nature
 Delays in accomplishing some services during periods of
high workload
 Institutional knowledge being closely held by individuals
instead of generally available to the workforce
Copyright © 2011 by ScottMadden. All rights reserved.
44
Appendix