{"id":2,"date":"2017-02-03T23:42:12","date_gmt":"2017-02-03T23:42:12","guid":{"rendered":"http:\/\/blogs.oregonstate.edu\/mu2018sifc\/?page_id=2"},"modified":"2017-02-04T00:29:07","modified_gmt":"2017-02-04T00:29:07","slug":"exhibit-f","status":"publish","type":"page","link":"https:\/\/dev.blogs.oregonstate.edu\/mu2018sifc\/exhibit-f\/","title":{"rendered":"Exhibit F"},"content":{"rendered":"

Exhibit F<\/strong><\/p>\n

Memorial Union\u00a0FY18<\/strong><\/p>\n

Prepared By: Deb Mott, Sid Cooper and Robyn Jones Co-Interim Directors<\/p>\n

    \n
  1. Budget Summary Narrative<\/strong><\/li>\n<\/ol>\n

    The Memorial Union (MU) Organization was re-structured following FY\u201917 budget process.\u00a0 The MU, Student Leadership & Involvement (SLI) and Orange Media Network (OMN) all became independent departments.\u00a0 The approved fee for FY \u201917 was $86.53 prior to the restructure.\u00a0 Post restructure, this fee was split with the MU portion being $50.96 for FY\u201917. The AABC research all revenue and expenses including salaries\/wages, OPE, program expenses and assessments.<\/p>\n

    A letter of intent to SIFC will describe a two-year plan for restructuring of the MU budget.\u00a0 Please see the attached letter of intent for detailed information.<\/p>\n

    In Section III. Overall Budget Matrix the fees with an asterisk are the fees approved before the department restructure.\u00a0 The actual fee is post department restructure.\u00a0 The AABC was tremendously helpful in researching all revenue and expenses to adjust fees proportionally between the three newly independent departments.<\/p>\n

    The Memorial Union\u2019s base budget reflects no increase in fees from FY \u201817.\u00a0 The Decision Package #1 MU\/SEC Reserve to 50% was lowered to $100,000 instead of $420,231 due the 5-year plan of $100,000 per year.\u00a0 The SEC is a new building and large funds will not be needed until the building begins to age hence the 5-year plan.<\/p>\n

    Due to the split of the MU, SLI and OMN units the MU use of indexes have changed significantly.\u00a0 Every index of the MU has been examined. All revenue has been aligned with the corresponding expenses for each index thereby allowing transparency.\u00a0 A map of index usage has been created and shared with all budget authorities.\u00a0 Please refer to the attached index map.<\/p>\n

    As part of the MU restructure the Marketing unit now reports through Student Affairs Marketing and the Craft Center reports through SLI.\u00a0 The MU will provide a letter of intent for a 2-year budget restructure to reflect services provided and services received to and from other departments.\u00a0 This restructure is an attempt to provide transparency for all department with shared efficiencies. A Memorandum of Understanding (MOU) will be created between all departments providing and\/or receiving services.\u00a0 The MOU is a tool for a formal relationship describing the services and expectations for each department.<\/p>\n

    Decision Package #3 is the request for a certified plumber.\u00a0 Attached is the position description.\u00a0 This request is due to the MU Building Services (MUBS) unit providing services to 17 areas\/buildings plus the MU.\u00a0 MUBS provide all maintenance and custodial to these areas and the need for a plumber is great.\u00a0 More will be covered in the presentation.\u00a0<\/strong><\/p>\n

    Variance Adjustments<\/strong>\u00a0<\/strong><\/p>\n

    Variance adjustments which have been compiled into the variance adjustments column in your budget template are to be described here.\u00a0 This is not for the purpose of justification but rather to ensure transparency regarding budget changes which do not increase the overall budget.<\/p>\n

    The attached document (FY18 Index Use) will reflect the work of aligning revenue with expenses per index.<\/p>\n

    (EXAMPLE)<\/strong><\/p>\n

    Variance Adjustment #1 (Column S in AABC Template)<\/p>\n

    \u00a0<\/strong>Overall Budget Change Matrix<\/strong><\/p>\n\n\n\n\n\n\n\n
    <\/td>\nFY16 (July 2015) Cost per student per term<\/em><\/td>\nFY17 (July 2016) Cost per student per term<\/em><\/td>\nFY18 (July 2017) Cost per student per term<\/em><\/td>\n% Increase from previous fiscal year<\/em><\/td>\n<\/tr>\n
    F\/W\/S<\/td>\n\u00a0*82.43<\/td>\n\u00a0Approved *86.53 Actual 50.96<\/td>\n\u00a050.96<\/td>\n\u00a00%<\/td>\n<\/tr>\n
    <\/td>\nFY17 (July 2016) Cost per student per term<\/em><\/td>\nFY18 (July 2017) Cost per student per term<\/em><\/td>\nFY19 (July 2018) Cost per student per term<\/em><\/td>\n% Increase from previous fiscal year<\/em><\/td>\n<\/tr>\n
    Summer<\/td>\nApproved *70<\/p>\n

    Actual 44.54<\/td>\n

    		 <\/p>\n

    Approved 46.59<\/td>\n

    		\u00a046.59<\/td>\n\u00a00%<\/td>\n<\/tr>\n
    <\/td>\n<\/td>\n<\/td>\n<\/td>\nQuestions from SIFC<\/strong>\u00a0<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
      \n
    1. How do you plan to increase efficiency by sharing resources between yourself and other units? In what other ways is your unit making efforts to collaborate with other student-fee based organizations?<\/strong><\/li>\n<\/ol>\n

      The restructuring of the MU provided an opportunity for designing shared efficiencies with other OSU departments.\u00a0 MU Building Services provides maintenance to 17 facilities and custodial services to 11 facilities. The MU Marketing department now reports to Student Affairs Marketing. The MU (Phase 2, refer to letter of intent) will be paying a portion for Marketing instead of having a full department.\u00a0 The IT Services is provided from University Housing and Dining where the MU pays for a .3 FTE IT staff person.\u00a0 The MU Gallery and art collection will be overseen by the Craft Center Manager with the MU paying for 15% pf the Craft Centers salary.\\<\/p>\n

      How are you ensuring that diverse groups are aware of your service, comfortable with getting involved? What efforts have you made to make your service accessible for all students?<\/strong><\/p>\n

      The MU is currently in the process of developing strategic marketing plan and branding effort.\u00a0 The intent of this effort is to inform the OSU community of the MU\u2019s services and mission of being a center for community life through cultural, social and educational events and programs.<\/p>\n

      What efforts are you making with regards to student development? What skills can be gained by users of your service and by your student employees?<\/strong><\/p>\n

      We have instituted a new employee\u2019s handbook and orientation programs for all student employees.\u00a0 The results for this first year have been seen in student employees showing more confidence in their understanding of the MU\u2019s values and mission.\u00a0<\/strong><\/p>\n

      How do you plan to analyze and prioritize services and programs to become more efficient considering the current budget climate?<\/strong><\/p>\n

      The MU\u2019s two-year plan following the restructure of our department has provided a platform for analyzing our services and budget on a regular basis.\u00a0 Our budget authorities now have monthly review and necessary changes are made as needed to stay on track with both our budget and services we provide.<\/p>\n

      How have you adapted your program to meet the mission of the strategic plan of your program and Oregon State University?<\/strong><\/p>\n

      The Student Affairs strategic plan has five goals that we utilize for planning and analyzing our budget and programs.\u00a0 Term reports have been created instead of annual reports. This pattern of reflection and planning allows our units to be more fluid in responding to need adjustments in a timely manner.<\/p>\n

      What aspects of your program have you or will you discontinue or change to better align with Oregon State\u2019s and your own divisions strategic plans? How will these changes impact your reprioritization of your allocated budget?<\/strong><\/p>\n

      The answer to this question has been described through this exhibit.<\/p>\n

      Please describe any past or present substantive changes in your approved FY17 budget specifically: FTE created from non-FTE funds, incremental off-cycle increases in salary over 10%.<\/strong><\/p>\n

      MU Guest Services created an Events Operation Coordinator position that is funded by an increase revenue from events. The vents revenue has increased post construction. This position has zero impact on student fees.<\/p>\n

      Annual Report Submission<\/strong><\/p>\n

      Please attach your annual report document from academic year 2015-2016 as a PDF in your electronic submission and submit along with your hard copy.<\/p>\n

      Incidental Fees<\/strong><\/p>\n

      Total FY17 Incidental Fees \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 $3,808920.00<\/p>\n

      Total FY18 Incidental Fees\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 $3,812,377.25<\/p>\n

      Total FY18 Dollars to Allocate\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 $3457.25<\/p>\n

      Non-Mandatory Costs<\/strong><\/p>\n

      Total Non-Mandatory Costs<\/u>\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 $XXXXXXX<\/u><\/p>\n

      Total Mandatory and Non-Mandatory Costs<\/u>\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 $XXXXXXX<\/u><\/p>\n

       <\/p>\n","protected":false},"excerpt":{"rendered":"

      Exhibit F Memorial Union\u00a0FY18 Prepared By: Deb Mott, Sid Cooper and Robyn Jones Co-Interim Directors Budget Summary Narrative The Memorial Union (MU) Organization was re-structured following FY\u201917 budget process.\u00a0 The MU, Student Leadership & Involvement (SLI) and Orange Media Network (OMN) all became independent departments.\u00a0 The approved fee for FY \u201917 was $86.53 prior to … <\/p>\n

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