Disinvestment Opportunity
|
Weighted Score*
|
Annualized Savings**
|
VCH FTE impacted
|
---|
1
|
0.44
|
$291,450
|
0.00
|
2
|
0.00
|
$76,690
|
-0.80
|
3
|
0.00
|
$42,686
|
-1.00
|
4
|
0.00
|
$182,439
|
0.00
|
5
|
0.00
|
$21,588
|
-0.50
|
6
|
0.00
|
$15,494
|
-0.40
|
7
|
0.00
|
$40,000
|
-0.60
|
8
|
0.00
|
$112,395
|
0.00
|
9
|
0.00
|
$17,741
|
-0.44
|
10
|
0.00
|
$48,400
|
-0.50
|
11
|
0.00
|
$50,700
|
-1.00
|
12
|
0.00
|
$57,886
|
-1.00
|
13
|
0.00
|
$77,000
|
-1.00
|
14
|
-0.25
|
$119,224
|
-1.00
|
15
|
-0.31
|
$48,215
|
-1.00
|
16
|
-0.31
|
$53,956
|
-0.70
|
17
|
-0.36
|
$120,000
|
-1.00
|
18
|
-0.50
|
$53,723
|
-0.60
|
19
|
-0.51
|
$42,000
|
-0.50
|
20
|
-0.53
|
$28,523
|
-0.16
|
21
|
-0.54
|
$100,906
|
-0.90
|
22
|
-0.56
|
$50,729
|
-0.10
|
23
|
-0.58
|
$96,498
|
-1.30
|
24
|
-0.58
|
$240,630
|
-2.80
|
25
|
-0.62
|
$762,715
|
-15.80
|
26
|
-0.65
|
$87,635
|
-1.00
|
27
|
-0.72
|
$64,340
|
-0.80
|
28
|
-0.73
|
$41,461
|
-0.50
|
29
|
-0.74
|
$41,897
|
-0.09
|
30
|
-0.76
|
$295,679
|
0.00
|
31
|
-0.83
|
$26,574
|
-0.30
|
32
|
-0.86
|
$60,000
|
0.00
|
33
|
-0.87
|
$88,776
|
0.00
|
34
|
-0.92
|
$21,000
|
0.00
|
35
|
-0.92
|
$70,605
|
-2.00
|
36
|
-0.96
|
$23,094
|
0.00
|
37
|
-1.00
|
$58,882
|
0.00
|
38
|
-1.04
|
$397,352
|
0.00
|
39
|
-1.04
|
$278,784
|
-4.00
|
40
|
-1.14
|
$120,000
|
0.00
|
41
|
-1.16
|
$68,000
|
0.00
|
42
|
-1.41
|
$134,500
|
-2.80
|
43
|
-1.45
|
$200,000
|
0.00
|
44
|
-1.64
|
$82,000
|
0.00
|
TOTAL
| |
$4,912,167
|
-44.59
|
- *A positive weighted score indicates that acting on the disinvestment would result in the organization moving closer to its objectives; zero weighted score indicates no impact on organizational objectives; a negative weighted score indicates that implementation would move the organization away from its objectives. **If all savings were realized as indicated, the deficit would be met by opportunity #42, leaving two proposals and approximately $282,000 for consideration against the investment opportunities.