The following response regarding productivity improvements was provided by the California State University, Dominguez Hills.

An energy efficient lighting retrofit project was completed providing more energy efficient and better lighting in classrooms and study areas. The more efficient luminators and light sensors should provide an estimated annual electrical bill savings of $100,000. The retrofit project was made possible through funding received from an approximate $1.3 million energy savings bond. The annual savings will be reinvested to increase efficiency in other areas of the campus.

Secured a $100.000 Gift to upgrade a Student Computer Laboratory. The upgrade included 20 new computers and software which now permits increased student access to the Intemet and the World Wide Web. The upgraded software also provides student access to current technology in computer programs.

Savings in utility costs of approximately $70.000 annually will be provided by the newly completed Energy Management/Building Automation system. The savings will be obtained through the campus-wide control and optimization of heating and cooling systems. The new management operational control system was made possible through the acquisition of a $700,000 grant. Funds saved will be used to provide the much needed resources to assist in the maintenance of the physical facilities of the campus.

Streamlined campus procedures for an annual cost avoidance of approximately $10.000 in the processing of hourly staff employees' pay vouchers. The redesigning of how the State payroll forms are processed included eliminating multiple point of contact procedures and minimized the necessity for special handling. Payroll processing staff will redirect their time to other needed services.

Saving approximately $5.500 annually through a negotiated agreement with a mail/package courier service. The agreement provides for the pick- up of items at individual campus locations, thereby, eliminating the need for a single unit to manage the tracking/handling of special handling items being mailed. This decentralization will result in a management savings which will be redirected into the operational needs of the unit previously coordinating the service.

Increased Duality and computer connectivity was established through the installation of an upgraded PBX Phone system. Over 800 computer connections to provide for both on and off campus communication were installed. The connectivity allows for enhanced on- campus communication and Intemet/World Wide Web access. A part of the upgrade included no additional monthly charge for voice mail. This eliminated approximately $50,000 in potential voice mail related charges which are being redirected to help support the new system.

Saved $18.000 annually through the renegotiation of the campus copy center service and maintenance contract. Savings will be reinvested into the equipment and supplies of the center.

Reduced administrative costs in the university. Numerous academic and operational administrative offices eliminated positions in 1993- 94. The University continues to redirect approximately $600,000 annually to other programs and services.

Efficiency and enhancement of the campus information technology communications was provided by the installation and implementation of a campus- wide computer network system. The new system provides expanded computer access for campus communication and opens campus- wide access to the Intemet and World Wide Web. The efficiency enhancement also includes a 100 times faster response time for many users and has created the capability to link multiple computers to a single printer.

Improvement in the Risk Management system and overall dispatching of personnel has been brought about by the increased communication capability from the acquisition of hand held radios for key Physical Plant personnel. The communication between Public Safety, Environmental Health and Safety, and Physical Plant personnel affords a more timely and efficient response for emergencies and dispatching of personnel for needed projects.

Streamlined the staff recruitment process and enhanced advertising efforts. The overall recruitment processing time has been reduced; and the enhanced advertising efforts have resulted in fewer applicant inquiries. As a result of the streamlining, the Human Resources Management staff are able to be more responsive and effective in recruitment and advertising efforts.

Improved efficiency in tracking of applications for staff positions. Developed a computerized applicant tracking system which quickly identifies the status of applicants applying for positions. This improved information system affords better service to the hiring units and individuals applying for positions.

Enhanced communication for the campus community through the development of a clear and concise Staff Handbook. This has resulted in reducing inquiries of basic employment questions and provided employees with a document to reference.

Enhanced and expanded student computer usage capability through purchasing 24 computers and related software for a Student Computer Laboratory. The computer laboratory upgrade expands the educational information technology opportunities for students including access to the Intemet and World Wide Web.

Streamlined the purchasing process for ordering most office supplies.

After contract negotiations, a computer linkage was established with a local vendor to order supplies directly without going through a vendor purchasing agent. Additionally, delivery time is 48 hours or less. Items are received rapidly which provides better service to the campus community and there is less paperwork involved. The dollar savings are being resumed to the university units.

Reduced needed storage space and Increased tracking capability of documents by "imaging" the documents onto computer discs. This process will provide better access to archived materials and eliminate the necessity for additional storage space.

Increase efficiency and customer service. Service was established through the introduction of a telephone access system (Touchtone Billing and Grading). Students can register for classes, access their account balances, and obtain information such as financial aid, admission status and billing information. Students will have the option, to obtain the information without coming to campus. The staff time savings has been redirected to other needed student services.

Enhancement of access to information was established through two TouchNet electronic kiosks. The kiosks are available on a 24 hour basis and provide on campus access to general campus information, admission, billing, account balances, and financial aid. Additionally, students may obtain a print- out of their class schedule and unofficial copy of grades and transcripts. This provides the students the option to access the information at anytime on campus. The staff time savings has been redirected to other needed student services.

Enhanced use of computer technology has positively impacted student services by increasing the number of admission applications through the development of an on-line program to better track inquires and conduct follow- up; enhancing the Education Opportunity Program's recruitment and retention efforts by having on- line Admissions, Financial Aid, and Records/Registration information immediately available to staff; expediting the admissions process; and shortening the not)notification time for awarding Financial Aid.

Eliminated nineteen low- enrolled programs, majors and options through a systematic review of selected programs which was initiated in 1993- 94 to determine their continuing viability. The cost savings of the continued phasing out of these programs has been redirected to other academic programs.

Expanded the distance education reprogram and its offerings to more effectively provide academic programs. CSUDH has continued its entrepreneurial leadership in using technology to improve and enhance academic productivity nationally and intentionally. The leading edge technology includes public television, cable television, satellite, video conferencing, and the Intemet. The use of expanded technology provides more options to students in their pursuit of an education. Additionally, it affords an opportunity for the university to reach off- campus students in a variety of programs.

Note: As a result of administrative consolidation, program discontinuation, increased use of information technology, and other productivity improvements, CSUDH has been able to maintain enrollment and grow throughout most of the past five years of budgetary reduction. In fact, from 1990- 95 CSUDH was able to achieve a net growth of almost twelve percent in enrollment during a time when CSU total enrollment declined by over nine percent (see attached charts).

The effect of our productivity increase efforts is dramatically illustrated by the following chart which compares the average cost per FTES at CSUDH to the overall system average. During this time Dominguez Hills dropped from a funding level per FTES which was above the system average (as is typical of the "smaller" campuses) to one which is less than the current system average.

OFFICE OF INSTITUTIONAL RESEARCH

California State University
Dominguez Hills

California State University
Dominguez Hills
Carson CA 90747

PRODUCTIVITY IMPROVEMENTS

Facing challenges and taking advantage of opportunities has made and continues to make California State University, Dominguez Hills a stronger and even better university. The challenges of restricted budgets and the opportunities of increased technology, a highly creative and motivated faculty and staff, and supportive student body, have brought about the initiation of a series of campus quality and productivity projects over the last few years.

The opportunity for quality and productivity improvements encompasses all aspects of university activities, including academic, administrative, and support service areas. Our improvement efforts have focused on:

Improving access to and quality of services;

Reducing operating costs while ensuring quality;

Reforming internal controls, processes, and procedures;

Enhancing telecommunications; and

Providing training and professional development opportunities to ensure and encourage quality and productivity improvements

California State University, Dominguez Hills has made great strides in improving the quality of our instructional program and quality service to our campus community, and has made a number of productivity improvements.

As a result of our quality and productivity improvements, Dominguez Hills has not only been able to maintain enrollment, but also to grow throughout most of the past five years of budgetary reduction. In fact, from 1990- 95 CSUDH was able to achieve a net growth of almost twelve percent in enrollment during a time when CSU total enrollment declined by over nine percent.

The effect of our productivity increase efforts is dramatically illustrated by a comparison of the average cost per FTES at CSUDH to the overall system average. Since 1990, Dominguez Hills has draped from a funding level per FTES which was above the system average (as is typical of the Smaller" campuses) to one which is less than the current system average. In 1989/90, Dominguez Hills' general fund allocation dollars per FTES was $6,355, as compared to the systemwide average of $5,793. However, in 1995/96, Dominguez Hills' general fund allocation dollars per FTES was $5,428, as compared to the systemwide average of $5,760.

Our university is committed to continual enhancement of its quality efforts and productivity improvements. The following highlights major efforts that have been or are being implemented to meet- - or exceed- - our quality and productivity goals. Although they are sorted according to major goals, each one impacts upon and enhances the other goals.

Improving Access to and Quality of Service.

Distance Learning - The Dominguez Hills campus, as a leader in Distance Learning, has proven that it is able to use technology to improve academic productivity. It has expanded access throughout the state and beyond by using computer and video technology to expand the walls of the traditional classroom into workplaces, homes and partnering campuses.

Currently, the Distance Learning program employs a combination of UHF public television, ITFS, cable television, satellite, video- conferencing, and the Internet to deliver approximately 50 college courses, amounting to over 130 semester hours, to more than 3,000 students in Southern California and throughout the United States. The academic programs available through distance learning include a Master of Business Administration, a Master of Science in Quality Assurance, a Master of Science in Behavioral Science, a Master of Arts in Humanities, a Bachelor of Science in Nursing, a Bachelor of Arts in Liberal Arts, a Bachelor of Arts in Interdisciplinary Studies, a Certificate in Production and Inventory Control, and the four Teacher Education courses required for a California Professional Clear Credential. In addition, our statewide nursing program delivers instruction through an arrangement with a 24- hour cable TV education network in Colorado which serves a nation- wide audience. Many more programs are in the planning or production stages.

*The university is the home for and participates in a number of consortium programs which are advantaged by telecommunications. Dominguez Hills is the home campus for the Statewide Nursing Program which now has an international component. The program offers Bachelor of Science and Master of Science degrees in Nursing. Courses are divided into modules and the learning resources are available in CSU libraries and Division of Nursing (DON) Learning Resource Centers throughout California. Dominguez Hills is also a founding member of the South Bay Advanced Educational Technology Consortium which includes thirteen school districts, among them E1 Camino College, Cerritos College, Pepperdine University, and numerous business, industry, and governmental partners.

Telephone Registration- Dominguez Hills has implemented telephone registration, minimizing long lines, data entry, paper handling and overtime hours while providing improved data flow and integrity.

Information Kiosks - Information Kiosks are now available on the campus, enabling students, faculty and staff electronic access to campus information.

* Physical Plant Partnering Physical Plant is partnering with several agencies to provide for custodial and grounds maintenance at low cost in exchange for work experience opportunities for the agencies' youth and young adults.

* Procurement Authority Hills has benefited with other CSU's in expanded procurement authority granted by the State. This has resulted in our ability to consolidate multiple requisitions into single bids resulting in reduced unit pricing and administrative costs, the development of a CSU planned purchasing program to facilitate multi- campus contracts for procurement, direct savings in agency service charges, better vendor relations, increased discounts and the ability to take advantage of short windows of opportunity. The increased procurement flexibility has allowed for changes in procurement processes and efficiencies in materials management practices.

Reforming Dominguez Hills is participating in the CSU direct vendor payment program to increase productivity, cost avoidance and vendor satisfaction. It is also participating in a credit card program for procurement of low dollar items which will produce savings from the elimination of low value- added activities and paper reduction while preserving effective expenditure controls.

Reforming Internal, Processes andComputer services

Computer Services was instrumental in setting up, participating, and monitoring the progress of 31 Policy Analysis Teams which reviewed current functions within an area, streamlined processes to improve productivity, recommended improvements, and reported their findings. In addition to staff members from the functional area, representatives from faculty, dean's offices and other offices were represented on these committees. The 31 areas that were studied included: Admissions Application Processing, Admissions Evaluation Processing, Advising, Alumni/Development, Articulation/Transfer Issues, Athletics, Automated Transcripts, Budget/Financial Reporting, Cashiering/Accounts Receivable, Catalog, Chancellor's Office Reporting, Class Schedule, Degree Audit, Disabled Student Services, Employment Process, Educational Opportunity Program, Event Scheduling, Faculty Personnel, Financial Aid Application Processing, Financial Aid Disbursement, Health Center, Housing, International Students, Library, Personnel Records Management, Prospective Applicants, Records, Student Development, Testing, Touchtone Registration, and University Purchasing.

Workers' Compensation and Risk Pool Dominguez Hills, along with other CSU campuses, participated in the recent decentralization of the costs and administration of workers' compensation to the campuses and the creation of a Risk Pool, placing new accountability for cost control at the campus level.

CSU passport Program In 1994/95, Dominguez Hills became one of six campuses in the Los Angeles Basin, the others being Long Beach, Los Angeles, Pomona, Northridge, and Fullerton, participating in the CSU Passport Program which allows students enrolled at one CSU campus to take a class at another using a new student identification card, thus avoiding the time consuming and costly process of re- application. The total savings for the six campuses during that first year was estimated at $250,000.

College View From a pilot program started in 1994, Dominguez Hills and the other CSU campuses now are using College View, a national application and college search network that provides a campus- generated electronic multimedia presentation for prospective students. As part of its implementation, hardware and software was made available to 500 California high schools. Many campuses, including Dominguez Hills, are using World Wide Web individual Come pages" to provide campus specific information. In addition, funds are earmarked to make CSU's admission application available electronically in multiple formats while the CSU works with other segments of higher education in California to develop an intersegmental electronic application process. As a result, the CSU's educational equity outreach and recruitment efforts will be enhanced through the utilization of this new technology.

Acing Operating While Ensuring Quality

School Consolidation - In 1993/94, the university reduced its administrative overhead in its instructional units by reducing the number of schools. Six schools were consolidated into four administrative units. The reduction in dean, associate dean, and support staff positions resulted in an estimated reduction in administrative overhead of $400,000 annually.

* Program Discontinuation A systematic review of selected programs was initiated in 1993/94 to determine their continuing viability. This resulted in the elimination of nineteen low- enrolled programs, majors and options.

(central Plant Upgrade Project Proposition 203 will provide CSUDH in 1996/97 with over $7 million in State Capital Outlay funds to upgrade our Central Plant which provides heating, ventilation, and air conditioning to our major campus buildings. This upgrade will result in an estimated annual savings in utility costs of $60,000, while providing improved heating, ventilation, and air conditioning to campus building.

Energy Management System With a $800,000 energy grant, the installation of a campuswide energy management system (EMS) was completed in 1995, and is anticipated to save the campus $70,000 annually in its gas and electricity bills.

T lighting Systems The recent installation of new interior and exterior lighting systems and light sensors improved campus facilities, enhanced the learning and teaching environment, and reduced carbon levels and operating costs beyond what was available through the old technology.

Enhancing Telecommunications

Telecommunications The Telecommunications Advisory Committee, LAN Task Force, Technology Initiative Committee, Natural Sciences and Mathematics Network Planning Committee, Small College Building 10, 11, and 12 Remodel Planning Committee and various PBX Implementation Planning Teams have worked synergistically and independently to play and orchestrate a wide variety of telecommunications improvements for the campus. Much of the time the committees were functioning simultaneously with members serving on multiple committees. The results were a notable number of significant productivity improvements over a short period of time.

The vast majority of faculty and staff offices are connected to the campus mainframes, local area networks (LAN's) at data rates up to 10 Mbps. The campus network infrastruction provides all users access to the Internet and other wide area network locations. An aging MICOM data switch is being replaced this summer. Former MICOM subscribers will increase their data transfer rates from 9.2 kbps to 100 Mbps. Remote dial- up is also available for users to access campus computing resources as well as the wide area network, e.g., Internet, from home or other remote locations. The number of remote access ports has grown since 1994/95 from 10 to 64.

* PRX Project In July, 1996, the campus transitioned from PacBell provided telephone service to its own PBX system. The contract with Intecom Inc. implemented a digital telephone switch and voice mail system and extended the data network. The installation of the new data and telephone system brings a multi- featured telephone and local area network connection to each desk. An integrated voice mail system provides faculty and staff with the same functionality and ease of an e- mail system. Voice messages can be

appended, forwarded, etc. throughout the campus to enhance office productivity. The LAN system provides data connectivity to every desk top and supports backbone data transfers of up to 100 Mbps. The advantages over the former system include: improved voice and data service, elimination of shared telephone numbers, individual mailboxes, built- in growth, and local area network connectivity. The cost of the new system is not significantly different from the cost of the former system, but it does significantly enlarge communication features and improve the speed and access of communications.

Fiber (Optic Backbone and T LAN's Several years ago the campus installed a fiber optic backbone. Over the past couple of years, the campus has installed several local area networks (LAN's) linking faculty and administrative offices in various buildings and providing the occupants access to the network main distribution frame and campus mainframe computers in Computer Services.

Property Bar Ending The Property Department has bar- coded the campus inventory to facilitate inventory and decrease input errors.

Computer Service Workshops Recognizing that data technology must be combined with instruction on its use to make it truly available, the Computer Services Department has expanded its training workshops. During the 1995/96 academic year, Computer Services conducted 165 workshops for faculty, staff and students on topics ranging from word processing spreadsheet, Windows and Mac- based operating systems, database, e- mail, Internet, World Wide Web, and Banner. The department also coordinated workshops for other areas such as Library and Financial Management (for FRS).

Providing Training and professional Development Opportunities to Ensure and Encourage Quality and Productivity Improvements

* Human Resource To ensure and encourage quality and productivity improvements, the university's Human Resources Department provides the following management development workshops: Violence in the Workplace, Progressive Discipline, Performance Appraisals, Workers' Compensation, Ergonomics, Sexual Harassment, and Culture Competence.

STAR. The Student Affairs Division's Staff Training and Renewal program (STAR) is a prime example of training and professional development programs provided by campus divisions. This program is designed to provide professional development opportunities for all staff, supervisors, and managers.

It is a multi- faceted program which utilizes a variety of resources such as independent training consultants, university personnel services, Student Affairs managers and external agencies.

There is a comprehensive offering of training and development activities including:

A retreat for managers for information sharing, planning and strategizing to meet articulated goals;

Speakers/consultants who can assist with issues such as staff motivation and morale- building, coping with stress, dealing with difficult people, legal issues in higher education, and conflict resolution;

Workshops and seminars for staff and managers related to interpersonal communication, grant writing, customer service, time management, new technologies including the internet, assertion training, marketing skills, work delegation and management/supervisory skills;

Social initiatives to promote team building, information sharing and camaraderie such as semi- annual social functions, office open houses, interoffice staff exchange for cross training, fitness in the workplace programs, and Student Affairs picture directory with unit hobbies, nicknames, etc.;

Staff presentation and awards for staff who achieve above and beyond in areas such as office innovations, incorporating new technology, outstanding customer service, campus contributions or perfect attendance.

Quality Service The Dominguez Hills campus is now in its fourth year of applying Quality Service techniques and perspectives to increases of productivity. Over the years the program has increased in sophistication. We began with projects that used TQM (Total Quality Management) methods but were not part of our Quality Service process. During this period we worked with the construction of the college union and student housing; we developed a plan for telecommunications development that has culminated in installation of a fiber- optic network and a new telephone system including a new switch. We installed a Banner data base computing system and we are in the process of bringing it up in all of the traditional administration functions.

Under the aegis of Quality Service we have developed a new fund raising system that provides for this function from initial contact with a donor to deposit in an appropriate account and disbursement as directed in agreements with the donor. Based on the work of a Quality Service team the campus has also reorganized food service including cancellation of contracts and management of the program by the campus. We recently completed a major upgrade of our procurement operation with improved service, faster turn- around and more satisfied customers. In addition, considerable work by a team has been devoted to documentation and shying of the recruitment, selection, appointment process in Human Resources. Currently, we have a QS team working on improvements to the charge- back system and the "clean and green" program in physical plant. We continue to coach our managers on the latest thinking in organization and management.

Finally, Dominguez Hills received a CSU grant to provide a workshop on Quality Service for more than 60 participants from 15 CSU institutions. The workshop was recently conducted and follow- up materials are being prepared.