Current & Past Initiatives
Re-examining Services & Benefits for University Community Members
Initiatives in this category tend to impact members of our community on a more personal level. As with efforts such as Controlling Health Care Costs, in which cost mitigation strategies are identified without increasing employee premiums or decreasing coverage, the University evaluates such initiatives very carefully before making changes to programs and services. This comprehensive review affords the University the opportunity to pursue initiatives which could yield savings without adversely impacting campus community members. Examples include:
- The University performed a comprehensive review of its home ownership programs to ensure that they met recruitment and retention objectives for faculty and key staff while supporting the University’s ongoing cost-savings goals. For example, changing the construction approach to the single-family home program will save the current capital plan at least $3 million. Additionally, proposed revisions to program eligibility for the standard mortgage and Tenancy-In-Common programs (with a current mortgage portfolio value of approximately $330 million) are projected to realize savings in excess of 10% over several decades. As described in a letter sent in early May 2012 to all currently eligible employees, programmatic changes took effect on July 1, 2012. This initiative was a FY12 Priority Initiative.
- Implemented a Centralized Accrued Leave Management (CALM) system to capture efficiencies by creating a simple, standardized process for tracking and calculating available time for vacation, sick and personal time. CALM will ensure the consistent application of absence policies and procedures, and will enhance the accuracy in assessing University liability for banked vacation days to be paid upon employee departure, which may result in savings from more accurate vacation payouts. The new system went live on July 2, 2012, with most departments adopting CALM throughout 2012. This initiative was a FY12 Priority Initiative.
- Human Resources instituted a requirement that University employees document the eligibility of any dependent enrolled in a University health care benefits plan. As a result, HR was able to remove more than 100 ineligible dependents from University health care plans.
- Since its launch in January 2009, TigerTransit has decreased its frequency during off-peak hours and reprioritized its levels of service to enhance its efficiency and continue to support the University's sustainability goals by deterring people from driving to, and parking on, the main campus.