NEIU Finance & Administration Report 2021-2022

Office of Finance & Administration: Providing strategic direction and leadership in support of daily operations across the entire university.

Finance and Administration provides service to the campus community in all aspects of the university’s financial affairs, including financial planning, policy and analysis, financial records and reporting, budget development, cash management, risk management, management of the audit process, and the development and implementation of a comprehensive technology plan. Additionally, human resources, facilities management and university police fall under the Finance and Administration umbrella, providing services that are essential to the function of the university.

WELCOME

Despite the continuing challenges of the pandemic, declining enrollment, and employee turnover—the Division of Finance and Administration has accomplished a great deal. Across departments, we have been working together to build a stronger and more resilient process infrastructure that supports all faculty and staff and our shared mission of operational efficiency. On these next few pages, you will see just a glimpse of all of the hard work that has been happening interdepartmentally over the last year—some of which has come to fruition and some of which is still being built. We are making great strides here in the Office of Finance & Administration to modernize our department and solidify our processes so that we may be successful for years to come.

Manish Kumar VP Finance and Administration

University Technology Services

Over the last year, University Technology Services has worked diligently to upgrade NEIU’s technologies to the newest available platforms with upgraded hardware to continue our efforts of improving and securing our computing infrastructure, business continuity and virtual work environment.

University Technology Services (UTS) provides the technological baseline on which all other programs and operational areas of the university rely. NEIU recognized the urgency to significantly invest in systems, management tools and security measures to protect our intellectual property and personal data. These investments will enable students, faculty and staff to gain quick and secure access to the technologies needed for their success. With a new and secure infrastructure in place, UTS will be positioned to proactively implement new solutions that will automate operations and provide tools to promote student engagement.

Technology Enhancements

• Upgraded Cognos Analytics software and servers.

• Completed new CRM (Slate) Implementation.

• Implemented Ethos Integration and Identity platform to leverage Banner Certified integration with third-party applications.

• Integrated Multi-Factor Authentication (MFA) to increase security, especially with remote connections.

• Enhanced endpoint threat detection and response solution implementation (Checkpoint).

• Upgrade an aged physical VPN infrastructure supporting 20 users to a new VPN appliance on a virtual infrastructure supporting 250 users.

Students

• Student Computing Services Open Computing Labs and Technology Enhanced Classrooms have seen OS upgrades on the Mac and Windows side along with a move to Office 2019 Pro Plus.

• Academic applications have been upgraded to the latest versions.

• Open Computer Labs are open again for general student use.

Marsha Henfer, Interim CIO

Eliot Allan Rodriguez, Incoming CIO

Upgrade of aged physical VPN infrastructure increased ability to support over 250 users.

Looking Ahead

• Continue implementation of Workday.

• Continue implementation of ESM/Chrome River or E-Procurement.

• Degree Works

• Implementation of the new Luminus Student Portal.

• Enhance security for user account provisioning and de-provisioning.

• Implement the Payment Card Industry Data Security Standard (PCI DSS), to help us secure capture, process, transmit, or store credit or debit card information.

• Increased Wi-Fi availability throughout the main campus.

• Electronic file sharing software upgrade from Novell to Microsoft SharePoint.

• Continue upgrades to NEIU network security infrastructure to protect resources against new and evolving cybersecurity attacks.

• Next Generation threat prevention (NGTP): A Multilayer layer line of defense security solution that protects from emerging threats (Fall 2022).

• Firewall (WAF) between our web-based applications and the end-users (Fall 2022).

• Upgrades to improve Internet connection speeds.

• We anticipate a move to Mac OS Monterey and Windows 10 22H2 for the 2023 academic year.

University Police

University Police serve an essential role in assuring the safety of faculty, staff and students at NEIU. Over the past year, the department has taken a proactive role in officer training and increasing security across campus.

Cindy Guerra Interim Chief of Police

The University Police Department members work 24 hours a day, seven days a week, 365 days a year to provide a safe and secure environment for the NEIU community to allow students, faculty and staff to focus on educational goals. NEIUPD strives to adhere to the highest standards of service and is working on various safety initiatives and improvements to further our mission. Among these initiatives and programs are the university emergency notification system Campus Shield/N-Safe, crime and clery reports, safety escorts on campus, safety seminars on request, safety orientations for all new students and employees, and maintenance of our website neiu.edu/police that provides safety tips and other useful links to our community.

Training

• The University Police received the Lexipol Bronze Award for daily training. A new training database was created to better track employee development.

• A new tab was created for the University Police website that added several new safety training videos on AEDs, Haz-Mat, Fire Safety, and Bomb Treat procedures for our campus community.

Looking Ahead

• Finish installation of the security camera upgrades.

• Transition the parking enforcement duties to sworn police officers.

• Continue cross-campus collaboration to develop enhanced training, safety and security analysis, and plans for the university community.

Security Upgrades

• In collaboration with UTS the University Police oversaw the installation of a modern emergency message board system (Visiplex) that replaced the old system at all three campuses.

• A new full-time security guard was hired for the El Centro campus.

• Work has begun on the installation of new security cameras for increased campus safety.

Safety Planning

• Developed missing person policy.

• Developed workplace violence policy in collaboration with Human Resources.

• Installation of thumb-turn locks in classrooms.

• Enhanced Police and Campus Safety Training to include: Mental Health, De-escalation, Title IX, Cleary, and Emergency Response.

The University Police received the Lexipol Bronze Award for daily training.

University Budgets

The Budget Office worked diligently over the past year to establish short and long-term financial plans for NEIU—including a balanced budget for FY2023 with a $3 million overall expenditure reduction.

The Office of University Budgets is responsible for managing the allocation of over $150 million in resources to support our students, faculty and staff. We provide both financial controls and analytics support to safeguard the university’s funds and provide guidance to financial managers and decision-makers throughout the NEIU community. Last year created challenges for the budget office including declining enrollment and the COVID-19 pandemic, but we have still been able to produce a balanced budget and strengthen our finances. Our work is anchored in the principles of integrity, accountability, transparency and responsiveness.

Reporting

• Prepared Annual Resource Allocation and Management Program (RAMP) Report for IBHE, including historical, operating and capital request budget tables. This annual report compiles information units across the University, including Academic Affairs, Controller, Human Resources, University Technology Services, Facilities Management and Budgets.

• Prepared Illinois State Legislature Report and participated in hearings with the Illinois State House of Representatives and Illinois Senate. This 162-page document provides detailed explanations and data of university operations and performance throughout the University.

• Prepared and presented Board of Trustees Reports and action items related to Operating and Capital Budget for FY2022 and FY2023, including the Operating and Capital Request Budget, Preliminary Budget, Final Budget; Budget-to-Actual Reports (Quarterly); and Tuition and Fee Recommendations. Developed improved template for Budget-to-Actual reporting to provide efficient presentation of historical information for the Board for FY2021.

• Conducted Budget Town Hall presentations during FY2021 in conjunction with UPBC that reached hundreds of students, faculty and staff throughout the University community.

• Prepared the University Budget Book for FY2022 reflecting the university’s budget for the operating fund and auxiliary funds.

L-R: Maria O. Rodriguez, Xiaoyin Zhang, and Timothy P. Jones University Budgets

Justin Krieg Blue Rose Capital Advisors

Operations

• Created four-year forward looking budget template to strengthen long-term planning at the request of the Board of Trustees.

• Implemented Banner Faculty Load and Compensation (FLAC) module for adjunct faculty, summer contracts, overloads, and instructors. Joint process with Human Resources, Academic Affairs and the Project Management Office has saved hundreds of paper forms.

• Delivered balanced budget on time for FY2023 that reflects $3 million reduction in overall operating budget resulting from declining enrollments and expiring COVID-19 relief funding. Preserved instructional funding and supported reorganization of administrative departments.

• Developed and administered budgets for $41.9 million in federal and state COVID relief funds across five grants, including distribution of $15.9 million in direct aid to students.

• Provided early reporting of FY23 budget projections to key decision-makers including the Vice Presidents and academic deans to support planning. The budget office added a one-year-ahead budget status update to its working expense database and maintains and presents this information throughout the year.

• Incorporated budgeting procedures for SPDF and NEIU for YOU board-approved funding from reserve accounts.

Looking Ahead

• Develop real-time schedule-costing dashboards for Academic Affairs. This will allow improvements in budgetary integrity resulting from the elimination of scooping to be harnessed for better schedule planning, hiring and decision-making in the future.

• Onboard new staff and enhance training initiatives within the budget office and throughout the University.

• Improve sustainability planning and expand use of scenario-building tools to support decision-making throughout the University.

Delivered balanced budget on time for FY2023 that reflects $3 million reduction in overall operating budget

Student Payment Services

The NEIU Student Payment Services Office provided exemplary service as stewards of the University’s financial resources and worked with departments to provide students the most rewarding experience possible. Student Payments guided students along the path of financial responsibility by providing them with the information necessary for financial success.

Ann Carter Director of Student Payment Services

The Student Payment Services department is made up of three groups: cashiers, accounts receivable representatives, and student loans representatives. The cashiers assist students with making payments for tuition and fees and other related services. They also assist university employees and faculty who wish to make deposits into university accounts for such things as departmental events. Accounts receivable representatives answer students’ questions about tuition and fees charged to their accounts and assist them with establishing a payment plan for their account balances. If necessary, accounts receivable representatives also review holds that have been placed on a students’ record due to an outstanding account balance in which case, a payment plan may be arranged to continue enrollment. Student loan representatives process refunds for students each semester and can answer questions related to student refund amounts and timing. They also assist students with Federal Perkins Loan repayment questions as well as with Emergency Loan requests. Parking is now under the umbrella or Student Payment Services as a part of the University-wide effort to increase efficiencies.

Operations

• Restructured reporting protocols as a result of the Enrollment Services audit.

• Implemented Flywire for streamlined international tuition payments.

• Distributed over $9.8million in multiple rounds of CARES and HEERF funding to students.

• Posted approximately $101,702 of debt forgiveness funding to encourage students to return and complete their degrees

Looking Ahead

• Explore and update the process for reviewing exception requests to allow registration and the release of transcripts for students with unpaid account balances to be in compliance with the new State of Illinois mandate.

• Establish automatic procedure for cashiers to enter miscellaneous receipt information when processing departmental deposit transactions to reduce manual work.

• Integrate Parking office into department to create efficiencies.

• Collaborate with other departments to implement a digital solution for account collections in order to better assist students with unpaid account balances and make internal processes more efficient.

Distributed over $7.6 million in multiple rounds of CARES and HEERF funding to students.

Purchasing

Purchasing worked across departments to procure vendors for essential updates to infrastructure, technology and NEIU facilities.

The Purchasing Office is exclusively responsible for ensuring that goods and services are purchased in the most cost-effective manner on behalf of all NEIU departments and offices. We oversee the competitive bidding process in accordance with the Illinois Procurement Code and NEIU Board of Trustee Regulations and encourage use of minority, women, and persons with disabilities owned businesses through the Business Enterprise Program (BEP) and Small Business Set Aside Program (SBSA). We are committed to sound procurement ethics and demonstrate responsible environmental stewardship of resources.

Operations

• Took the lead to get quote from IPHEC Vendor for the purchase and installation of the El Centro Sign.

• Took the lead to obtain quote and work with IPHEC vendor to update four Main Campus signs.

• Worked with e-procurement vendor and UTS for the implementation of the e-procurement system.

• Trained new employees in purchasing processes and p-card.

• Worked with IPHEC to procure the Workday platform from Precision Task Group (PTG), an authorized IPHEC and BEP vendor.

Victoria Santiago, CPPO, CPPB Director of Procurement Services

In FY22, the University was required to meet a 20% Business Enterprise Program (BEP) goal. Our actual expenditures with BEP vendors were $3,124,362.54 which is 15.92% over our estimated goal of $1,739,640.00.

Looking Ahead

• Complete and implement e-procurement system.

• Train university community on the e-procurement system.

• Continue to train university community on purchasing processes.

• Work with vendor on P-Card training platform-video.

• Hire Associate Director of Purchasing.

• Update purchasing policies and procedures.

Internal Audit

Internal Audit plays a proactive advisory role to ensure NEIU meets or exceeds best practices across departments and in compliance with state and federal regulations. The ongoing work of this department is a reflection of the University’s commitment to continuous improvement and dedication to increasing efficiencies and workflows in every capacity.

Rita Moore Director of Internal Audit

The Internal Audit Department assists management and departments in meeting their goals and objectives by providing independent, objective assurance and consulting services that evaluate the effectiveness and efficiency of risk management, internal controls and governance processes. Through a disciplined approach, the Internal Audit Department identifies potential barriers, weaknesses or issues that may prevent the university from meeting its strategic objectives. This occurs by conducting assurance audits and providing independent guidance to management on the effectiveness and efficiency of operations, the adequacy of internal controls, the reliability of financial reporting and compliance with state and federal statutory requirements for all areas of the university.

Process Improvements

• Implemented Internal Auditing Automated Workpaper Management Tool - Audit Board.

• The majority of the year was spent in the Advisory Project Manager role of Property Control Implementation of RFID Technology and new RfTRack software implementation.

• Started preliminary work for the Advisory Project Manager for ESM Purchasing Project.

Advisory Role

• Assisted in advisory role for the University Security Committee, and Policy Committee’s.

• Participated in interviews for key positions across the University and Finance and Administration department. This included providing orientation sessions for key employees including the CIO and VP Enrollment, and several Directors.

Reporting + Compliance

• Assisted President and Executive Management in the preparation of the Legislative Audit Commission Report and hearing preparation.

• Prepared and completed items identified on the Annual Audit Plan.

• Prepared the prior fiscal year Internal Audit Annual Report.

• Participated and prepared documentation as necessary for Board of Trustee and Audit Committee meetings.

• Continued to be the University liaison for the State University Auditors Group, SIAAB, Association of College and University Auditors and the Institute of Internal Auditors.

• Continued to maintain compliance with State of Illinois and ISACA CISA certification continuing education requirements. This includes maintaining 80 hours over 2 - year rolling cycle for the State with a minimum of 20 in any year and 120 hours over 3 years for ISACA

Looking Ahead

• Meet all FCIAA compliance requirements to include:

• Development of Annual Report by September 30.

• Complete the Coordination of Certification of Internal Controls for Submission by May 1.

• Complete the Development of the 2-year Risk Based Internal Audit Plan by June 30.

• Maintain compliance with IIA Standards and Continuing Education Requirements.

• Complete and/or modify the annual Audit Plan to reflect activities of the department based upon business priorities.

• Primary Advisor for major implementations for ESM-Purchasing Project, and additional Invoicing and Expense Modules along with the HR Workday implementation.

• Continue to be the liaison or assist the Finance and Administration Department and University as the BOT- Audit Committee and all Audit related organizations (SIAAB, University Auditors, External Audit coordination, Office of the Auditor General, Legislative Audit Commission).

Ensured the timely completion and coordination of the Annual Certification of Internal Controls on behalf of the University.

Human Resources

Human Resources has been working toward a set of ambitious goals to transform the department and better meet the needs of the community, improve processes across the board and expand the HR services portfolio.

Abby Murray Director of Human Resources

Human Resources is excited about the journey we are embarking on in pursuit of improved customer service for our university community. NEIU worked with external auditors to conduct a comprehensive assessment of Human Resources. We solicited feedback from a diverse group of stakeholders to help us identify areas that could be improved to meet the current and future needs of our university. We are committed to advancing the university’s mission and strategic priorities by implementing innovative solutions that foster a culture of productivity, engagement and inclusion to attract and retain a diverse and talented workforce.

Process Improvements

• Streamlined all employees to a universal payroll schedule.

• Created and successfully delivered an interim Remote Work Policy to attract and retain talent in an increasingly competitive market.

• Completed reorganization of the Human Resources team by creating functional areas for departments that allows for growth and development as well as cross training in our most critical areas.

• Implemented and delivered model to provide a better employment experience for faculty and staff.

• Integrated employee data across platforms to synchronize functions.

Technology Upgrades

• Started implementation of Workday to modernize payroll and talent processes with a cloud-based program. The aggressive implementation plan has a tentative “go-live” date scheduled in Spring 2023.

• Outsourced employee verifications to i2verify to automate the processing of wage and employment verification requests. By implementing this solution, we have reduced the administrative burden on the HR team resulting in an approximate savings of $30,000 per year.

i2verify reduced administrative burden and saved $30,000 per year.

Looking Ahead

• Train users on how to use the Workday system and how to perform their roles and responsibilities within the Workday platform.

• Ensure regular communication and readily accessible information regarding Workday training and updates through a new and custom-built website for our end users.

• Measure our successes by analyzing, monitoring and evaluating the effectiveness of HR services and programs through HR metrics and workforce analytics.

Facilities Management

“We honor John’s 27 years of service to the University. His presence will always be felt on our campus.”

Facilities Management plays a critical role in the success of faculty, staff and students at NEIU. The department has taken on a number of health and safety initiatives over the last few years and continues to make improvements throughout campus to improve sanitation and ventilation. Facilities Management has also rolled out the Campus Beautification Project and will continue to modernize buildings and infrastructure into the new year.

Facilities Management is responsible for maintaining university facilities and grounds in a safe, functional, attractive and cost-effective manner. Day-to-day operations, as well as long term planning for all university locations are handled through this department. In addition, all aspects of the heating plant and construction are also managed by Facilities Management.

Health & Safety

• NEIU has met or exceeded all industry standards for infectious aerosols set by ASHRAE as recommended by the CDC.

• Facilities Management continues to use MERV-13 air filters and 100% outside air as recommended by ASHRAE.

• Our Facilities Team remains committed to increased cleaning and disinfecting.

• BSWs will continue to provide enhanced cleaning in high-traffic areas, restrooms, classrooms, and labs.

• BSWs have increased the cleaning of offices to twice a week.

• BSW has purchased State of the Art automated and cleaning equipment to increase efficiencies.

• Facilities Management continues to provide PPE (facemasks, hand sanitizing stations, and desinfecting wipes in all university locations.

• Facilities Management has increased BSWs staff to insure a clean and safe environment.

Richard Pauner Interim Executive Director of Facilities Management

John Murray Late Executive Director of Facilities Management October 5, 1960 - December 29, 2022

Facility Upgrades

• Installation of touchless faucets in BBH, LWH, Library, Fine Arts, and CCICS.

• Engineering Team implemented a new building automated system to provide better monitoring in control of HAVC systems and reduce energy costs in all locations.

• Performed preventive maintenance rebuild of A/C chiller to ensure proper cooling on campus for the future.

• Property Control conducted a complete inventory audit of all university departments in all locations. This process ensured that the implementation of the new Property Control inventory software captured all university assets.

• Facilities Management Team has rolled out the Campus Beautification Project.

Looking Ahead

• The Facilities Management Team will continue to improve operational efficiencies.

• Implementation of a new Service Request Management System in cooperation with UTS. This will increase efficiency in response to service requests.

• Implement the use of R25 for event scheduling and improved coordination between Facilities Management and the University community.

• Improved Planning and Construction project management.

• Facilities will be working with the Purchasing department to ensure the purchase of furniture and equipment meets University established standards.

• Exterior beautification project will continue.

Mailroom continues to provide essential delivery services to the university community.

Jannica Rae Quintana Director

Under new leadership, various measures were implemented to improve efficiencies across the board. The Controller collaborated with other departments to ensure an easy transition to automated and digital processes.

Northeastern Illinois University’s Controller’s Office serves as a central hub interfacing with both internal and external customers. Our customer base ranges from students, faculty and staff to external auditors, government agencies, and various vendors just to name a few. Although our teams work independently to cover their main focus areas, we’ve learned to work more cohesively and collaboratively within our department and organization-wide. The Controller’s Office has kept up with financial, compliance, and tax reporting to meet the needs of the university, our governing bodies and agencies.

Operations

• Collaborated with UTS to automate payroll reports for ease of retrieval.

• Collaborated with the library to set up the ability to accept credit card payments for fines.

• Digitized forms including signatory cards and travel documents.

Implemented Flywire software to support receiving international payments from our intensive English program (SAELL) students resulting in increased self-supporting revenue streams.

Looking Ahead

Department Contacts

Controller Facilities Management

Jannica Rae Quintana Director controller-office@neiu.edu

773.442.5143

Finance & Administration

Manish Kumar VP Finance and Administration VPFinance-Admin@neiu.edu

773-442-5100

Beni Ortiz Executive Director of Finance & Administration b-ortiz7@neiu.edu

773.442.5135

Diana Valdez Associate Director of Business Services

dpmanzan@neiu.edu

773.442.5102

Johana Loeza Business Administrative Associate j-medina1@neiu.edu

773.442.5106

John Murray Executive Director of Facilities Management facility@neiu.edu

773.442.5240

Human Resources

Abby Murray Director of Human Resources human-resources@neiu.edu

773.442.5200

Internal Audit

Rita Moore Director of Internal Audit

Vicky Santiago Director of Procurement Services purchasing@neiu.edu

773.442.5300

Purchasing Student Payment Services

Ann Carter Director of Student Payment Services studentpaymentservices@neiu.edu

773.442.5165

University

ubudget@neiu.edu

773.442.5110

University Police

police@neiu.edu

773.442.4100

Interim CIO

Incoming CIO

helpdesk@neiu.edu

773.442.4357

Cindy Guerra

Interim Chief of Police

Eliot Allan Rodriguez

Marsha Henfer

University Technology Services

Budgets