Update from the Controller’s Office

New Radio Frequency Identification (RFID) tracking system implemented to manage the University’s Moveable Equipment Inventory (MEI)

During a recent All-Hands meeting, we spent time as a group reflecting on the work and successes Finance saw throughout FY22. Once such success was the implementation of the new Radio Frequency Identification (RFID) inventory tracking system. The RFID project was the direct result of a desire to uphold three main pillars:

1. Further safeguard University assets;
2. Streamline the biennial inventory process (a federal control requirement for the University to inventory and report on all federally funded assets owned by the University); and
3. Continue to adhere to A-81 Federal Uniform Guidance.

The RFID project, which kicked off in October 2021 and officially ended on September 22, 2022, was successful due to the hard work, collaboration, and dedication of the entire RFID project team, which included members from the Controller’s Office Business Assets team, Yale School of Medicine (YSM) Controller’s Office more broadly, Financial Systems & Solutions, and the Office of Change Management. Through their dedication and efforts, the team successfully: 

• RFID tagged, inventoried, or decommissioned over 13,000 moveable equipment assets;
• Provided consistent and clear communications to the community throughout the project;
• Collaborated with Cost Centers to identify and locate assets within their units to be retagged or decommissioned; and
• Implemented the new Radiant system and integrated it with Workday.

What was once a decentralized, manual process for tracking the University’s moveable equipment inventory will now be centrally managed and automated and ensure the University’s assets are accurately and efficiently tracked for years to come.  The success of this project is a terrific example of leveraging teamwork and collaboration to achieve Finance’s goals, including: 1) Providing high quality, reliable day-to-day services, information, and advice; and 2) Strengthening compliance and internal controls, and building effective, supportive, mutually reinforcing infrastructures for both training and compliance monitoring.