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In comparison to peers, the GA function is highly decentralized and the function does not leverage Shared Services concepts.
Deloitte · 2015 · benchmark_peers
In comparison to peers, the GA function is highly decentralized and the function does not leverage Shared Services concepts.
 GA is an area with considerable fragmentation and the potential for overlap and duplication of duties.
Deloitte · 2015 · key_takeaways
GA is an area with considerable fragmentation and the potential for overlap and duplication of duties.
$1M+ — Annual savings
 Where decentralized units perform work to support centralized Functional areas (HR, Fin), there is an opportunity to transition portions of this work into a shared services model
Deloitte · 2015 · diagnosis
Where decentralized units perform work to support centralized Functional areas (HR, Fin), there is an opportunity to transition portions of this work into a shared services model
190.49 — Full Time Equivalents
 The average coverage ratio of Admin Assistants to total Division staff is 11.33:1. 18 of 26 Divisions fall below that average.
Deloitte · 2015 · kpi_dashboard
The average coverage ratio of Admin Assistants to total Division staff is 11.33:1. 18 of 26 Divisions fall below that average.
11.33:1 — Coverage Ratio
 The Finance Division's level of centralization is comparable to peers, but it does not leverage Shared Services concepts and has low capability to support financial reporting, self service, and workflow.
Deloitte · 2015 · benchmark_peers
The Finance Division's level of centralization is comparable to peers, but it does not leverage Shared Services concepts and has low capability to support financial reporting, self service, and workflow.
67% — Capability level
 Within the Finance function, five processes are highly fragmented across the university.
Deloitte · 2015 · diagnosis
Within the Finance function, five processes are highly fragmented across the university.
27.12 — Full Time Equivalents
 In the areas of highest fragmentation, labor costs are higher for employees who perform the work outside of the Finance Division.
Deloitte · 2015 · diagnosis
In the areas of highest fragmentation, labor costs are higher for employees who perform the work outside of the Finance Division.
$1,437.3K — Labor Cost
 For processes with high fragmentation, the cost of service is often higher per FTE for employees working outside of the Finance Division.
Deloitte · 2015 · financial_analysis
For processes with high fragmentation, the cost of service is often higher per FTE for employees working outside of the Finance Division.
 NMSU's Finance function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by six levels of managers and staff to manager ratio of 3:1, which is below the standard range of 8:1 to 12:1.
Deloitte · 2015 · org_design
NMSU's Finance function has opportunities to improve Span of Control (SoC) and possibly reduce its number of managers as indicated by six levels of managers and staff to manager ratio of 3:1, which is below the standard range of 8:1 to 12:1.
3:1 — Span of Control
 Alternative operating models for the processes within the Finance function could promote consistency, enhance controls, and increase efficiency.
Deloitte · 2015 · process_diagram
Alternative operating models for the processes within the Finance function could promote consistency, enhance controls, and increase efficiency.
 The SAS Division's level of centralization is comparable to peers but it does not leverage Shared Services concepts and has limited capability to support self service and workflow.
Deloitte · 2015 · peer_benchmark
The SAS Division's level of centralization is comparable to peers but it does not leverage Shared Services concepts and has limited capability to support self service and workflow.
75% — Degree of Centralization
 The Student Administrative Services function is mostly centralized; however, changes to technology, processes, and the operating model provide opportunities for further consolidation and efficiency.
Deloitte · 2015 · key_messages
The Student Administrative Services function is mostly centralized; however, changes to technology, processes, and the operating model provide opportunities for further consolidation and efficiency.
$500K - $2.5M — potential annual savings
 While the Student Administrative Services function is largely centralized, seven processes are highly fragmented across the university.
Deloitte · 2015 · diagnosis
While the Student Administrative Services function is largely centralized, seven processes are highly fragmented across the university.
38.48 — Full Time Equivalents
 In the areas of highest fragmentation, labor costs are higher for employees who perform the work outside of the SAS organization
Deloitte · 2015 · cost_structure
In the areas of highest fragmentation, labor costs are higher for employees who perform the work outside of the SAS organization
$2,405.5K — Labor Cost
 For processes with high fragmentation, the cost of service is often higher per FTE for employees working outside of the SAS Division.
Deloitte · 2015 · data_table
For processes with high fragmentation, the cost of service is often higher per FTE for employees working outside of the SAS Division.
 NMSU’s Student Affairs and Enrollment Division has opportunities to improve SoC and possibly reduce its number of managers as indicated by an average staff to manager ratio of 4.1:1, which is below the range of the standard range of 8:1-12:1.
Deloitte · 2015 · org_design
NMSU’s Student Affairs and Enrollment Division has opportunities to improve SoC and possibly reduce its number of managers as indicated by an average staff to manager ratio of 4.1:1, which is below the range of the standard range of 8:1-12:1.
4.1:1 — Span of Control
 NMSU should centralize the majority of its Student Administrative Services processes, which will improve efficiency and maximize the university’s resources.
Deloitte · 2015 · process_diagram
NMSU should centralize the majority of its Student Administrative Services processes, which will improve efficiency and maximize the university’s resources.
 The Facilities Services Division’s level of centralization is comparable to peers but it does not leverage shared services concepts and has limited capability to support self-service.
Deloitte · 2015 · benchmark_peers
The Facilities Services Division’s level of centralization is comparable to peers but it does not leverage shared services concepts and has limited capability to support self-service.
 The Facility Services function is largely centralized; however, opportunities still exist to further enhance efficiency and provide potential cost savings.
Deloitte · 2015 · key_takeaways
The Facility Services function is largely centralized; however, opportunities still exist to further enhance efficiency and provide potential cost savings.
$1.5M - $3M+ — Annual savings
 There are a total of 412 people, mainly centralized and minimally distributed across campus, who report performing Facility Services related activities.
Deloitte · 2015 · data_table
There are a total of 412 people, mainly centralized and minimally distributed across campus, who report performing Facility Services related activities.
327.95 — FTE count
 The Facility Services function is mostly centralized and there is little fragmentation across the university.
Deloitte · 2015 · diagnosis
The Facility Services function is mostly centralized and there is little fragmentation across the university.
263.13 — Full Time Equivalents (FTE)
 The one process that has the most significant FTE count outside the Facility Services Division, Perform Maintenance, is also the most costly.
Deloitte · 2015 · cost_structure
The one process that has the most significant FTE count outside the Facility Services Division, Perform Maintenance, is also the most costly.
$8,908.5K — Labor Cost
 FS – Divisional average labor cost per process
Deloitte · 2015 · cost_structure
FS – Divisional average labor cost per process
$198.4K — Average Salary Per FTE
 NMSU's Facility Service Division has opportunities to improve Span of Control (SoC) as indicated by it's top level of management having 10 direct reports.
Deloitte · 2015 · org_design
NMSU's Facility Service Division has opportunities to improve Span of Control (SoC) as indicated by it's top level of management having 10 direct reports.
7.8 — Span of Control
 Alternative operating models for the processes within the FS function could promote consistency and increase efficiency.
Deloitte · 2015 · process_diagram
Alternative operating models for the processes within the FS function could promote consistency and increase efficiency.
 The Advancement Division’s level of centralization is low compared to peers and it does not leverage Shared Services concepts. The function has Medium-to-High capabilities across Technology.
Deloitte · 2015 · benchmark_peers
The Advancement Division’s level of centralization is low compared to peers and it does not leverage Shared Services concepts. The function has Medium-to-High capabilities across Technology.
100% — Capability Level
 While the majority of Advancement work is centralized in the Advancement Division, improving the Span of Control within the division may help increase efficiency across the function.
Deloitte · 2015 · key_takeaways
While the majority of Advancement work is centralized in the Advancement Division, improving the Span of Control within the division may help increase efficiency across the function.
$1M - $1.5M — Annual savings
 Most Advancement processes are centralized in the Advancement division; however, there are processes that are highly fragmented across NMSU divisions.
Deloitte · 2015 · diagnosis
Most Advancement processes are centralized in the Advancement division; however, there are processes that are highly fragmented across NMSU divisions.
6.58 — Full Time Equivalents
 ADV – Fragmentation by Process (Labor Cost)
Deloitte · 2015 · data_table
ADV – Fragmentation by Process (Labor Cost)
$530.8K — Cost of Labor
 The cost of service in certain Advancement processes is higher outside of the Advancement Division.
Deloitte · 2015 · cost_structure
The cost of service in certain Advancement processes is higher outside of the Advancement Division.
 NMSU's Advancement Division has opportunities to improve SoC as indicated by an average staff to manager ratio of 3.2:1, which is below the leading class benchmark range of 8:1 to 12:1.
Deloitte · 2015 · benchmark_peers
NMSU's Advancement Division has opportunities to improve SoC as indicated by an average staff to manager ratio of 3.2:1, which is below the leading class benchmark range of 8:1 to 12:1.
3.2:1 — Span of Control
 NMSU should centralize many of its Advancement processes to improve efficiency.
Deloitte · 2015 · process_diagram
NMSU should centralize many of its Advancement processes to improve efficiency.
 CUR’s level of centralization is comparable to peers, but it does not leverage Shared Services concepts.
Deloitte · 2015 · benchmark_peers
CUR’s level of centralization is comparable to peers, but it does not leverage Shared Services concepts.
 The CUR function is largely centralized, but opportunities exist to further centralize its processes to improve efficiency.
Deloitte · 2015 · key_takeaways
The CUR function is largely centralized, but opportunities exist to further centralize its processes to improve efficiency.
$1M — annual savings
 While the majority of CUR processes are mainly conducted centrally, one process is highly fragmented across the university.
Deloitte · 2015 · diagnosis
While the majority of CUR processes are mainly conducted centrally, one process is highly fragmented across the university.
142 — Full Time Equivalents
 The most fragmented Communications process, Plan and Execute Communications, is the most costly for NMSU.
Deloitte · 2015 · diagnosis
The most fragmented Communications process, Plan and Execute Communications, is the most costly for NMSU.
$755.9K — Labor Cost
 NMSU’s Communications Division has opportunities to improve Span of Control (SoC) as indicated by a low average staff to manager ratio of 3.7:1, compared to leading class SoC of 8:1 to 12:1.
Deloitte · 2015 · diagnosis
NMSU’s Communications Division has opportunities to improve Span of Control (SoC) as indicated by a low average staff to manager ratio of 3.7:1, compared to leading class SoC of 8:1 to 12:1.
3.7:1 — Span of Control
 NMSU should centralize all of its Communication processes, which will improve efficiency and consistency and maximize the university’s resources.
Deloitte · 2015 · process_diagram
NMSU should centralize all of its Communication processes, which will improve efficiency and consistency and maximize the university’s resources.
 Changes to the University’s operating model may provide opportunities to reduce the number of management layers.
Deloitte · 2015 · key_takeaways
Changes to the University’s operating model may provide opportunities to reduce the number of management layers.
$1.5 – $2M+ — annual savings
 Excluding Oversee Government Relations and Oversee Legal Operations, which are primarily completed by the President’s Office, all of OM processes are highly fragmented.
Deloitte · 2015 · diagnosis
Excluding Oversee Government Relations and Oversee Legal Operations, which are primarily completed by the President’s Office, all of OM processes are highly fragmented.
353 — Full Time Equivalents
 OM – Fragmentation by Process (Labor Cost)
Deloitte · 2015 · cost_structure
OM – Fragmentation by Process (Labor Cost)
$21M — Labor Cost
 There is a wide range of average labor cost by Division per FTE for the processes with the highest fragmentation.
Deloitte · 2015 · cost_structure
There is a wide range of average labor cost by Division per FTE for the processes with the highest fragmentation.
$395.7K — Average labor cost per FTE
 NMSU should improve it’s SoC from the institutional average of 5.47:1 to a leading class range of 8:1 to 12:1. Additionally, the University should strive to reach a maximum of 4 layers for each unit.
Deloitte · 2015 · benchmark_peers
NMSU should improve it’s SoC from the institutional average of 5.47:1 to a leading class range of 8:1 to 12:1. Additionally, the University should strive to reach a maximum of 4 layers for each unit.
5.47:1 — Span of Control
 RCA’s level of centralization is comparable to peers, but it does not apply leading principles of Shared Services. RCA’s level of Technology support is on the High end of the range across capabilities.
Deloitte · 2015 · benchmark_peers
RCA’s level of centralization is comparable to peers, but it does not apply leading principles of Shared Services. RCA’s level of Technology support is on the High end of the range across capabilities.
 The two processes with the most FTEs are also the most costly for NMSU.
Deloitte · 2015 · financial_analysis
The two processes with the most FTEs are also the most costly for NMSU.
$690.0K — Labor Cost
 RCA – Fragmentation by Process (Labor Cost for the Colleges)
Deloitte · 2015 · cost_structure
RCA – Fragmentation by Process (Labor Cost for the Colleges)
$1.4M — Labor Cost
 The two processes with the highest average labor cost per FTE also account for the two smallest FTE totals.
Deloitte · 2015 · financial_analysis
The two processes with the highest average labor cost per FTE also account for the two smallest FTE totals.
 The Business College, generally, spends more average on average labor cost per FTE.
Deloitte · 2015 · cost_structure
The Business College, generally, spends more average on average labor cost per FTE.
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