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Division of Finance and Administration. Town Hall Meeting October 13, 2009. Finance & Administration Mission and Vision. Mission Our mission is to support the academic mission of UNT through careful stewardship of financial resources. Vision

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    1. Division of Finance and Administration Town Hall Meeting October 13, 2009

    2. Finance & AdministrationMission and Vision • Mission Our mission is to support the academic mission of UNT through careful stewardship of financial resources. • Vision F&A should ensure management has financial flexibility, that we expand available resources, that we have improved credit ratings, and that we provide excellent customer service through component departments in order to enable teaching, research, and service at a high growth student centered public university.

    3. Finance and Administration Reorganization

    4. Financial Update

    5. UNT’s Financial PictureSteady Climb • January 2008 increase in credit rating for the 1st time in 14 years • February 15, 2009 • Moody’s: Aa3 Stable • Fitch: AA- Stable • Increased reserves over time to $50 million at 8/31/08 • Expanded available resources • Consistent annual growth in Net Assets on AFR • Healthy auxiliary operations • Reserved tuition-setting practices • Enrollment growth has resulted in increased formula appropriations, tuition and fees available to meet our strategic goals

    6. Tuition and Mandatory FeesUndergrad Student @ 15 SCHFall 2005 – Fall 2009

    7. Tuition & Mandatory FeesUndergrad Student @ 15 SCHCompared to In-State Peer GroupFall 2009

    8. UNT Tuition & Mandatory FeesUndergrad Student @ 15 SCH Compared to Out-of-State Peer GroupFall 2009

    9. 5 Year Growth in Budget

    10. Summary Statistics for Outstanding Debt @ 8-31-09 Total Outstanding Principle $282,320,000(1) Total Fixed Rate $282,320,000 Total Interest Payments $148,350,720 Callable Principle 75.292% Percent of Principal Retired Within 5 years 23.628% 10 years 50.956% 15 years 74.889% 20 years 88.079% 25 years 95.931% 30 years 100.00% Final Maturity April 15, 2036 Average Life: 10.37 years (1) Excludes $100,000,000 Commercial Paper Program

    11. Hertz Connect

    12. New Hertz Connect Program Connect by Hertz • Car sharing program • Partnership between UNT Transportation Services and Hertz • Newest alternative transportation option • Launched August 25, 2009 • First Texas university to implement

    13. New Hertz Connect Program How it works • Participants become members with credit card and drivers license • Members provided proximity cards to access vehicles • Members reserve cars on line • Cars are picked up and returned to designated parking on Maple Street

    14. New Hertz Connect Program Applications and Advantages • Minimum age of 18 • Fuel, insurance, included for as low as $8 per hour • Cars equipped with GPS, I pod compatible and direct contact ability • Minimum rental of 1 hour • Not intended for business purposes

    15. New Hertz Connect Program Shared Responsibilities • Hertz provides cars and online support • UNT provides parking, inspection and cleaning of cars • Shared marketing and promotion • Print, oral presentations, special events and electronic notifications

    16. Human Resources Update

    17. Mediation Program

    18. Mediation Program • Provides mediation services to UNT community • Settle disputes informally • Unbiased mediator to facilitate discussion/resolution • Can be requested by anyone; both must agree to participate

    19. Mediation Program • Selection Process • Questionnaire from employee and supervisor feedback • Twenty participants selected with several alternates • Training Sessions- Oct. 14- Nov. 11 • Provides trained mediators for UNT’s Mediation Program

    20. Recognition Program Changes

    21. New Service Recognition Program You spoke, we heard you ~ HR Partners with UNT Bookstore! • Employees select merchandise most meaningful to them from quality items at Bookstore • Depending on years of service employee’s buying power and Bookstore discounts increase • HR Consulting teams partner with departments campus-wide creating culture of recognition on local level • Additional recognition resources • Recognition toolkit on HR website

    22. Star Performer Award Changes Criteria Changes – making it easier to give Star Performer award! • Performance achievements link to University’s strategic goals and core values • Lowering of performance evaluation criteria from “3.5 score” to rating of ‘satisfactory’ • Limitation of receiving prior Star Performer award from 24 months to receiving an award in past fiscal year

    23. University of North Texas System 403(b) Program

    24. 403(b) Program 403(b) Providers • Fidelity Investments • ING • TIAA-CREF • VALIC

    25. 403(b) Program Benefits of New Program • Employer leverage to lower fees • Decrease administrative burden • Ensure compliance • Centralize recordkeeping • Improve participation level • Promote long-term vision (retirement readiness) through ongoing educational sessions • Investment Provider accountability • UNT System Retirement Program website

    26. Staff Classification and Compensation Program

    27. Compensation Program UNT is ‘leading the pack’ A competency-based model provides the foundation to improve the talent in the organization by selecting, training, performance managing, and retaining superior performers. UNT is growing, making headlines, and having impact – this includes our HR best practices. Expert rankings in U.S. News & World Report put UNT among the top national universities that are “leading the pack” in innovative changes in academics, faculty, students, campus life, diversity and facilities.

    28. Compensation Program Our philosophy has shifted from just compensation planning to talent management. The new program focuses not only on defining the tasks of a position, but on the potential of employees. This requires a renewal in how we think about career progression and professional growth.

    29. Compensation Program Enrichment – employees can expand their job, refine their expertise and find depth in areas they enjoy through such avenues as job sharing, job rotation, working on project teams, cross-departmental exposure and committee work, or stretch assignments. Lateral Movement – employees can apply what they know to a new job with different duties and challenges. This improves their current skill set by offering more breadth and may open up more long term career opportunities.

    30. Compensation Program Human Resource’s Role To assist and guide the organization in its talent management efforts by: • Recommending policies and procedures around workforce planning and development that reflect best practice. • Allocating pay/classification based on required work. • Advocating for all employees to ensure positions with similar job responsibilities are classified accordingly. • Providing coaching, guidance, and training and development opportunities to enhance skills to improve transferability to other roles.

    31. Compensation Program • Began first phase of implementation 9/1/09 with transition to new pay plan • Have initiated a final review process with the leadership team of position placement • Working with leadership team on re-setting timeline to ensure optimal outcome

    32. Compensation Program • Utilizing feedback from summer educational sessions to determine best approach for educating staff on the new program as we continue implementation • Due to shift in timeline, will continue to use current performance evaluation tool for the next annual review process

    33. Compensation Program • Continue to work with leadership team on new salary administration policy and procedures • Competency development to begin following the final review process • Initiating a process within the next month to gather information regarding working titles that will be uploaded into EIS

    34. On behalf of the entire Finance & Administration Division – We appreciate your interest and attendance