Finance and Administration Division
Strategic Planning
Quadrant
Objective
Measure
C.1: Provide quality, responsive, Student customer satisfaction rating
and helpful service.
Customer Service
Employee customer satisfaction rating
C.2: Communicate quality, timely, Customer satisfaction rating
and accurate information to
customers.
C.3: Provide a safe campus.
Successful delivery of Capital Programs.
10/11
Results
10/11 Target
All services at 8 or
above
7.5 or % of improved
scores
All services at 8 or
above
7.5 or % of improved
scores
All services at 8 or
above
Committee established.
F.1:Provide effective stewardship Annual, actual financial operating results
of university resources.
for university compared to budgeted
operating result.
Stewardship of Resources
Long Term
Target
% delivered on
Time & on Budget
Accountability
7.5 or % of improved
scores
C.1.2 Service Excellence Standards are departmentalized, measurement of
success is identified and there is ongoing training and support.
7.5 or % of improved
scores
C.2.1 All departments will establish a quarterly review process to ensure their AVPs/Directors
websites are communicating current information.
Complete
Positive
Initiatives
C.1.1 Each major service within F&A obtain current information on the needs, AVPs/Directors
and services offered to their customers. This may be completed by
conducting focus groups or other information sources.
Positive
AVPs/Directors
C.3.1 Establish Community Advisory Committee.
Director University Safety
F.1.1 Continue to monitor financial results on a continuous basis for
university/division, and take appropriate action in order to meet the Board of
Governors directive on debt reduction.
VP (F&A)
90% delivered on Time & F.1.2 See attached list of Capital Programs (space reassignment, five year
on Budget
capital plan).
AVP (FMP)
Assign tasks and track accomplishments.
Complete
F.1.3 Initiate Sustainability Advisory Committee with assigned tasks.
VP (F&A)
Sustainability Initiative established.
Complete
F.1.4 All departments establish a sustainability initiative.
AVPs/Directors
Enrollment budget model refined.
Complete
F.1.5 Refine enrollment budget model.
VP (F&A)
5% reduction of base
funding/Opportunities for revenue
generation.
Employee satisfaction rating (I'm
encouraged to make suggestions)
TBD
Email for students outsourced.
Effective utilization of computers in labs.
2% Base/ Revenue
F.1.6 All departments to complete a budget review.
generation opportunities
identified
AVPs/Directors
Implement next steps F.1.7 Co-chair Task Force on Financial Resources.
outlined in preliminary
report 02/10
VP (F&A)
Complete
All labs reviewed
20 labs reviewed
F.1.8 Outsource email for students.
CIO
F.1.9 Assessing use of computers in labs.
CIO
Legend: = Completed, IP = In Progress and On Time, D = In Progress and Delayed, X = Not Completed, C = Cancelled
Status
Strategic Measures and Initiatives 2010-2011
Finance and Administration Division
Strategic Planning
Quadrant
Objective
Measure
F.2: Manage risks that affect the Successful completion of the University
university.
wide works assessment with results
reported to the Audit Committee.
Co-sourced Internal Audit Function is to
the satisfaction of the Board Audit and
Finance Committee.
Long Term
Target
The Way We Work
I.2: Utilize effective strategic
and operation planning.
I.3: Communicate quality,
timely, and accurate
information in division.
L.1: Ensure a positive work
environment.
# of projects completed
# of projects completed
% of approved operational initiatives
that are achieved.
All depts./units have utilized the
Strategic Planning Model.
Obtain Level One NQI Quality
Certification.
Overall rating on employees
responses to questions developed.
Average number of sick
hours/days/per year per eligible
employee (within Division).
10/11 Target
Initiatives
Accountability
Complete
Complete
F.2.1 Complete the University wide risk assessment, updating the process as AVP (Finance)
required.
Yes
Yes
F.2.2 Finance will co-ordinate the Internal Audit function by preparing the
AVP (Finance)
proposed audits for approval by the Board, preparing follow up reports for the
Board, and assisting our outsourced internal audit firm.
Emergency response strategy refined.
I.1 Continuously improve our # of Benchmarking
processes and services in an recommendations implemented.
efficient and effective manner.
10/11
Results
Complete
100%
Implementation
100%
F.2.3 Refine emergency response strategy.
Director University Safety
RMO - 90% complete I.1.1a) Benchmarking Projects to be completed: Residence
AVP's (FMP, U.S.),
ENS - 50% complete Maintenance and Operations and Email and Network Storage project. Director HCS, CIO
2
4
90%
I.1.1b) Conduct new benchmarking projects.
I.1.2 Complete Lean projects.
I.2.1 Monitor progress mid-year point.
AVP (IRP)
AVP (IRP)
AVPs/Directors
100%
I.2.2 Each depts./units to engage their employees in planning by
utilize the Strategic Planning Model.
I.2.3 Introduce NQI Quality Framework.
AVPs/Directors
I.2.4 Communicate how F&A initiatives have improved service (e.g.,
reporting of the plan on an annual basis to employees).
I.2.5 Determine appropriate question(s) to ask employees, in an
employee survey tool.
AVPs/Directors
L.1.1 Each Director to develop a plan to meet targets.
AVPs/Directors
Level 4
Certification
Level 1
Certification
Complete
2.5
2.8
6.6 days
7 to 8 days
Legend: = Completed, IP = In Progress and On Time, D = In Progress and Delayed, X = Not Completed, C = Cancelled
AVPs/Directors
AVPs/Directors
Status
Strategic Measures and Initiatives 2010-2011
Finance and Administration Division
Strategic Planning
Quadrant
Objective
Measure
Annual Leave carryover for full-time
continuous employees will have a
maximum carryover of 30 days.
Long Term
Target
30 days
Our Employees
Leadership Program developed.
360 feedback process reviewed.
Research completed with
recommendations to move forward.
# of forums/feedback results.
10/11
Results
10/11 Target
WSIB # of lost days
WSIB # of claims
Champion established in each
dept/unit.
Obtain Level 1 NQI Healthy
Workplace Certification.
Accountability
75%
L.1.2 Each Director to develop a plan to meet targets.
AVPs/Directors
Yes
Yes
L.1.3 Revamp LMDP.
L.1.4 Refine 360 feedback process.
VP (F&A)
VP (F&A)
Complete
L.1.5 Research feedback mechanisms for CUPE 2424 employees.
AVP (H.R.)
5/positive results
L.1.6 VP to host open discussion forum with F&A employees.
VP (F&A)
L.1.7 Determine appropriate employee survey tool
AVP's ( IRP, H.R., U.S.)
Survey tool identified.
L.2: Support a Healthy and
Safe Workplace.
Initiatives
TBD
5% reduction
100%
100%
Level 4
Certification
Level 1
Certification
L.2.1 Physical Plant to develop a plan to reduce # of claims and days AVP (FMP)
lost.
L.2.2 Build awareness of the Healthy Workplace initiative: Each
AVPs/Directors
leader take on the champion role and within each dept/unit establish
an employee HWP champion .
L.2.3 Evolve Healthy Workplace Initiative.
VP (F&A), AVP's
(H.R.,U.S.)
Legend: = Completed, IP = In Progress and On Time, D = In Progress and Delayed, X = Not Completed, C = Cancelled
Status
Strategic Measures and Initiatives 2010-2011
