Division of Finance and Administration: September 2003

Division of Finance and
Administration
2003-2006 Strategic Plan
September 2003
TABLE OF CONTENTS
Page
Introduction..................................................................................................... 1
Methodology ................................................................................................... 2
Mission, Vision , Values................................................................................. 3
SWOT Analysis .............................................................................................. 4
Division Goals and Strategic Objectives ........................................................ 7
Action Plans .................................................................................................... 9
Conclusion .................................................................................................... 21
Acknowledgements....................................................................................... 22
Introduction
The Division of Finance and Administration provides essential administrative, auxiliary,

facilities and financial related services to the Medical University of South Carolina
community. The division, comprised of 650 dedicated, loyal and experienced employees
interacts daily with departments across the colleges, research areas and hospitals to
support an environment of learning, discovery, and clinical care.
The office of the Vice President for Finance and Administration is responsible for
providing management and leadership to the various units in the division as well as
providing support to the other key missions of MUSC. The Vice President reports to the
President of the University and is directly responsible for three main units: Engineering
and Facilities, Finance, and Operations.
Finance
The Chief Financial Officer provides leadership to the following functional activities in
the finance unit including accounting services, budgeting, cash management, financial
reporting, payroll services, property control, purchasing, regulatory compliance, revenue
collection and tax support. The Finance unit has the following five departments:
• Budget Office
• Financial Management and Reporting
• Grants and Contracts Accounting
• Purchasing and Accounts Payable
• Systems and Procedures
Engineering and Facilities

The Chief Facilities Officer provides leadership to the following functional activities
including contract management, facilities data management, facilities planning, help
desk, inspection and energy management, lease management, maintenance and repairs,
new construction, planned renewal, preventive maintenance, project management and
recycling. This unit is broken into the following departments:
• Business Management
• Contract Administration
• Design
• Facilities Operations
• Planning and Special Projects
• Recycling
Division of Finance & Administration
Strategic Plan Page 2
Operations
The Chief Operations Officer provides leadership to the following functional activities
including employee health and workers compensation, human resource management,
insurance programs, mail, occupational safety, parking, press, public safety and law
enforcement, radiation safety, transportation services and vending services. The
Operations unit has four departments:
• Business Services
• Human Resources
• Public Safety
• Risk Management
Methodology
The functional activities of the Division of Finance and Administration have existed
since the establishment of the University in 1824; the division had never before engaged
in a strategic planning process and never had a strategic plan. Beginning in the fall of
2002, the division participated in a comprehensive process to develop a strategic plan. Dr.
Sutusky and the Senior Leadership Team (SLT) hosted a series of workshops designed
around the Malcolm Baldrige criteria for excellence. Each department had representation
and involvement in the workshops. For some areas, this project was their first detailed
exposure to Baldrige. In February 2003, a roll-up workshop was held to begin
development of goals and strategies. In early May, Dr Sutusky appointed a task force of
six to facilitate completion of the plan. A target completion date was set and the team
began meeting and determining steps necessary to complete the plan.
The Strategic Planning Task Force (SPT) was comprised of one representative from each
Unit. Another individual was recruited to serve as a “sanity checker” and to help keep the
process on track. An external consultant, familiar with strategic planning, quality
initiatives, and the Baldrige criteria was engaged to offer objective support, advice, and
assistance. The task force coordinator was responsible for managing the project to
include: coordinating meetings, developing key milestones in the process,
communicating progress to SLT and their direct reports, and formulating the planning
document. An additional communication link was to the division’s Service Excellence
Team (SET), a managerial and supervisory group, which meets monthly for
communication of information relevant to the division.
The SPT agreed to meet weekly over the next fifteen weeks and work in an interactive
fashion reviewing the previous workshop documentation, validating and tweaking it with
responsible department heads, and bringing back revisions to the task force. Dr. Sutusky
and SLT provided the necessary guidance throughout the entire process.
Mission, Vision, and Values

The SPT’s first objective was to work closely with the SLT in revisiting and revising the
divisional mission, vision, and values (MVV) statements. The existing MVVs were
developed five years ago under a previous vice president. Since the culture of the
division changed over time with new leadership, there was a need to critically evaluate
the mission, vision and values to determine if they were in alignment with the current
situation. Although the values identified in the roll-up workshop were acceptable, the
team agreed to expand them into more defining phrases and concepts. SLT and the SPT
collectively worked on creating, adopting, and rolling out the new vision and mission
statements.
The Division of Finance and Administration revised Vision, Mission, and Value
Statements are:
VISION STATEMENT
Promoting University excellence through superior services and solutions
MISSION STATEMENT
The Division of Finance and Administration is dedicated to providing outstanding service

in support of the missions of MUSC.
VALUE STATEMENTS
We Believe
• That people are the source of our success;
• That a stimulating and rewarding work environment is essential to thrive and
prosper;
• That teamwork, professionalism and expertise are essential keys in achieving our
mission;
• That our ethics and integrity will not be compromised;
• That as partners with the university community, we will constantly seek to exceed
our customer’s expectations;
• That as stewards of university resources, we must seek to continuously improve
our processes in order to enhance the quality of services we provide.
SWOT ANALYSIS
The departments in Finance and Administration worked collectively to complete an
analysis of the division’s strengths, weaknesses, opportunities and threats. The purpose of
this analysis was to direct the divisions’ strategic initiatives and goals in areas that build
on strengths, minimize weaknesses, seize opportunities and counteract threats.
Strengths
• Dedicated and Loyal Employees – Departments overwhelmingly recognized that
the dedication of their employees is a key strength for the division. Through good
and bad times, the employees remain loyal and dedicated to MUSC.
• Customer Focused Services – In the past several years, implementation of
continuous improvement initiatives have refocused business units on the
importance of quality customer service, soliciting feedback from customers, and
retooling processes with the customer in mind. While this hasn’t always been a
strength for the division, it is a concept that has taken hold and continues to
strengthen.
• Technology- Integrated Processes – Despite criticism of gaps in integration of
our technology support, departments feel that for the most part, our willingness to
use technology to support and improve our processes is a key divisional strength.
• Experienced Workforce – The division enjoys a broad mix of employees,
ranging from tenured employees having strong institutional knowledge of MUSC,
to those who have experienced a variety work environments bringing diversity
and a fresh perspective to the mix. Much of the workforce is affected by
professional licensure (such as CPA), accreditation agencies (such as ICLEA) and
regulatory agencies (such as OSHA and EPA).
• Reactive in Emergencies – A key strength of being a service division is that we
have an innate ability to respond quickly to various types of emergencies and get
them under control. By the very nature of some departmental missions (Facilities,
Public Safety, Risk Management), emergencies are normal occurrences. Another
key strength associated with emergencies is that opportunities for improvement
are assessed with each emergency, and corrections made for the next unexpected
event.
Weaknesses
• Lack of Funding – Many departments depend totally on state allocated funding.
These departments are most affected during budget cuts and declining revenue
streams for the state. Other service departments are also affected by declining
budgets across the university as everyone tries to reduce costs. Typically, service
and support areas do not receive the same kind of interest when funding decisions
are made, therefore funding and resource allocation methods may be inconsistent.
SWOT ANALYSIS (cont):
• Ineffective Communication – The size of the division and number of

departments, along with diversity of departmental missions, makes inter and intra
departmental communication extremely challenging. Because of varying
educational backgrounds and work experiences of the management team, methods
for disseminating information are not consistent through out the division. Some
departments are physically located in a number of places on campus, so horizontal
communication continues to be a challenge. Regardless of how many ways
communication is attempted, there are always some people who don’t get the
message.
• Slow Decision Making Process – The academic environment lends itself to one
of collaboration and collegiality; imposing a decision-making model that is slow,
arduous, and cumbersome to wade through. Frequently, by the time a decision is
made, it is no longer relevant, or the efficiencies that could have been gained by
acting early are compromised.
• Responsibility without Authority – Many department heads feel that they carry
the responsibility, but not the authority to make decisions that will stick. This is
attributed to the nature of an academic environment coupled with a culture that
has just begun to embrace the concept of employee empowerment.
• Crisis Management Mode – A complement to reacting well in emergencies is
the feeling that many departments and functions in the division are constantly in
crisis management mode or constantly putting out fires and correcting serious
problems and priorities. Lack of funding and strategic planning has contributed to
this mode, which is pervasive throughout the university, not just in Finance &
Administration.
Opportunities
• Business Process Reviews – New leadership in the division offers the impetus
and opportunity to evaluate existing business processes and implement
improvements wherever possible. Through evaluation of standard practices at
other institutions, peer reviews, and working closely with customers, a thorough
review and retooling of existing business processes will probably benefit the
organization the most.
• Training and Career Ladder Development – Due to budget constraints, the
division must seek cost effective training methods. Opportunities include using
internal experts for training, focusing on soft skills (communication, relationship
management, customer service), working with other departments to expand cross-
training and establishing career ladders to support employee development.
• On-line web based services – Information technology is the central thread vital
to improving all of the division’s processes. Emphasis must be placed on
providing timely and user-friendly web-based tools for end-users and customers
to get their jobs done more effectively.
SWOT ANALYSIS (cont):
• Benchmarking for Improvement – Performance of business process reviews

and establishment of performance measurements provide opportunities for
external benchmarking. Professional associations and peer institutions provide
some basis for benchmarking and these can be taken advantage of relatively
inexpensively.
• Planned Renewal and refreshment – Some areas of the division are faced with
maintenance backlogs or inventories of old equipment that must be updated and
renewed on a continual basis. Establishment of a planned renewal program could
provide opportunities to minimize crisis management and reduce the backlog of
repairs and replacements.
Threats
• State Budget Cuts – The prospect of diminishing state funding over the next few
years poses a serious threat to the division. Staff reductions have already
occurred; employees are faced with increasing costs and no salary increases.
Priorities must be reevaluated and there must be greater accountability of funding.
Alternative funding sources need to be identified.
• Unfunded Mandates – The impact of terrorism in our society along with
regulatory guidelines such as HIPAA, has caused a significant increase in use of
resources however, there isn’t a funding mechanism to support it.
• Retaining Employees – Retention of employees may be affected by the grim
budgetary situation within the state.
• Politics and Bureaucracy – The politics of our state directly impact the politics
of our institution since it is state-assisted. We must be able to work effectively
within the political arena to effect and sustain positive changes for the division.
• Negative Attitudes and Resistance to change - New leadership in the division
creates an atmosphere ripe for change; however there are many who have become
comfortable with the current situation and is resistant to change. Some employees
also feel restricted by state procedures and guidelines; that they do not permit as
much creativity or responsiveness as some would like.
• Lack of University strategic plan – A revised strategic plan for the university
has been in development for some time. In the absence of a comprehensive
strategic plan for the university, the possibility exists that a plan for the division
may not be entirely aligned.
• Non-cohesive environment – The diversity of MUSC’s functional activities and
the business processes employed to accomplish them, provide particular support
challenges to employees in the division. The university often appears to be made
up of independent silos, operating under their own rules and regulations.
Goals and Strategic Objectives

After finalizing the Mission, Vision and Values and analyzing the SWOT, three-year
goals and strategic objectives were developed. The Division of Finance and
Administration has six (6) broad goals that provide a framework for the
responsibilities of the various units and departments. The following goals and
objectives guide divisional activities to fulfill the mission and achieve the vision.
Goal #1: Leadership

Provide and set clear directions, expectations, and priorities to support departments in
achieving the mission, vision, and values of the division.
Strategic Objectives:
1. Align department plans with the division strategic plan.
2. Assess, on an annual basis, progress against the divisional strategic plan.
3. Provide oversight and support in the implementation of action plans through
the allocation of resources.
Goal #2: Customer Service

Create and maintain a customer-focused culture by interacting with our customers
openly and constructively to ensure that services provided are of superior quality and
satisfy customer needs.
1. Develop a systematic process to involve customers in planning and problem
solving as well as gain customers’ confidence in services provided.
2. Provide customer service training for all appropriate employees.
Goal #3: Effective Communication

Enhance internal communication among senior management, units, and departments
by communicating clear directions and expectations.
1. Create a systematic method of communicating data, updated policies and
procedures, and process measures among staff.
2. Develop and implement consistent policies and procedures.
Goals and Strategic Objectives (cont):
Goal #4: Employee Satisfaction and Well-being

Provide and maintain a diverse work environment conducive to the well-being and
growth of all employees allowing creativity, innovation and continual improvement.
1. Promote all dimensions of diversity by actively hiring and promoting
individuals more reflective of the demographic composition of the Charleston
community when possible.
2. Develop an innovative, effective, recognition and reward compensation
system.
3. Perform annual analyses to determine training needs and develop training
curricula for employee development.
4. Create and sustain a culture that values employees.
5. Ensure a safe, secure, and pleasing physical environment that promotes an
atmosphere conducive to customer and employee satisfaction.
6. Develop a standard employee feedback mechanism that provides anonymous
feedback to supervisors.
Goal #5: Effective Use of Resources

Promote good stewardship of resources through effective and efficient use of people,
systems, and funding.
1. Seek opportunities with MUSC entities, affiliates and departments as well as
other sister institutions and government agencies to eliminate duplication,
clarify roles, and consolidate functions in order to decrease costs and reduce
conflict.
Goal # 6: Process Improvement and Quality Initiatives

Promote excellence by implementing, enhancing, and streamlining processes for
responsiveness, efficiency, effectiveness and customer satisfaction.
1. Develop and implement a systematic process to measure effectiveness,
productivity, value and efficiency of current processes.
Action Plans
Upon approval and acceptance of the six division goals, SLT directed department heads
to align and submit action plans in support of the strategic objectives for each goal. To
eliminate redundancy, similar action plans have been condensed into one plan that will be
the framework for the entire division. These high-level action plans are in alignment
with the strategic goals and objectives and are focused on the division as a whole.
Specific action plans were developed in many departments and will be used as Units
began implementation.
Goal: Leadership
Strategic Objectives
1. Align department plans with the division strategic plan.
2. Assess, on an annual basis, progress against the divisional strategic plan.
3. Provide oversight and support in the implementation of action plans through the
allocation of resources.
Action Plans
1. Include specific action plans in each of the senior leader’s E.P.M.S. review.
2. Evaluate customer service survey results against action plans to determine success
in achieving goals. Use strategic plan and action plans in the budget approval
process and ensure budgets are aligned with strategic plan.
3. Revisit the strategic plan vision, mission, values and goals at least annually and
update and modify as needed.
4. Communicate changes to the division through newsletters, staff meetings, and other
appropriate methods.
Assessment Plan
Assess progress against the plan on a quarterly basis using a variety of means such as
customer service surveys, department visits by leadership and monitoring of complaints.
Measurement and Criterion
Customers know and understand our goals and objectives as evidenced by their feedback.
Employees understand and participate in the planning process. Employee suggestions
have been acknowledged and used when appropriate. When not used, acknowledgement
of submission is timely provided along with an explanation as to why suggestion was not
used.
Resource Requirement
None
Responsible Person or Unit:
SLT, SMT
Goal: Customer Service

1. Develop a systematic process to involve customers in planning and problem
solving as well as gain customer confidence in services provided.
2. Provide customer service training for all appropriate employees.
Action Plans
1. Develop a customer service surveying system(s) appropriate to the type of

customers served. For some units this will be on a transactional basis, for others it
may be a quarterly blanket survey. All surveys should at a minimum include
questions concerning:
• Courtesy of Staff
• Technical Knowledge of Staff
• Cost of Services
• Timeliness of Delivery
• Overall Quality
• Problem solving
• Demographic information and space for comments
Develop and provide a standardized customer service training for the division. At the unit
and department level, develop more specific customer service training programs based on
departmental needs and services. Establish focus and or advisory groups of customers to
provide input and feedback into unit and departmental processes.
Assessment Plan
Establish customer satisfaction baselines for the survey items listed above. Set goals for
improved customer satisfaction trends from the survey data. When trends are adverse use
customer service teams to address corrective action. Where applicable, monitor customer
activity volumes. Investigate activity volume correlation to customer satisfaction levels.
Relate these activities to the financial performance of the unit.
Measurement or Criterion
Customer satisfaction improves. Units establish goals appropriate to their current levels.
Customer activity increases. Customers actively participate in focus or advisory groups
providing positive feedback.
Cost associated with development of the surveying system and training of employees.
Responsible Person or Unit
SLT, SMT
Goal: Effective Communication

Strategic Objectives
1. Create a systematic method of communicating data, updated policies and
procedures, and process measures among personnel.
2. Develop and implement consistent policies and procedures
Action Plans
1. Establish a schedule to attend intra-unit and or department meetings to share

information, answer questions, or provide follow-up to outstanding questions.
2. Establish mechanisms to obtain better and timelier information from customer
groups regarding their future planning requirements.
3. Establish a process or alert mechanism for communicating time sensitive
information, new policies and procedures and process measurements to
designated representatives in each unit. Representatives will then distribute
information further to all departments.
4. Determine the need for a communications coordinator for the division and or
establish a communications task force that is charged to improve consistency and
quality of communication, including the review of division and unit policies and
procedures. Where policies do not exist, charge units with establishing them as
needed.
5. Establish a standard web based format for polices and procedures across the
units of the division. Once policies and procedures are developed, revised, and
formatted, conduct an annual review and update as necessary.
6. Establish routine department and unit level communications through staff
meetings, e-mail updates, on-line newsletters and other forms of web-based
communications.
Assessment Plan
Employee surveys reflect satisfaction with timely receipt of important information. An

annual review of policies and procedures is conducted with updates completed as
necessary.
Information is obtained through participation and attendance in customer meetings that

facilitates planning and service delivery.
Policies and procedures are consistent and easily accessible by employees and
administrators.
Success rate of actual meetings attended to those scheduled.
Employees rate communication methods as effective; important information is

disseminated timely.
Effective Communication (cont)
Resources needed for the proposed communications coordinator and support for web
design of templates and communication alert. Identification of key communication
resources within each unit, department.
Responsible Person and Unit: VP, SLT, SMT

Goal: Employee Satisfaction and Well-Being

Strategic Objective
Promote all dimensions of diversity by actively hiring and promoting individuals
more reflective of the demographic composition of the Charleston community
when possible.
Action Plans
1. Distribute the University recruitment and placement goals to departments.

2. Provide upward mobility opportunities through career development and training.
3. Participate in local and state recruiting efforts.
4. Ensure advertisements for positions are posted in the local community newspapers.
Assessment Plan
Conduct an annual review of the demographic composition of the division. Goals will
be discussed and evaluated during hiring managers E.P.M.S.
Annual review of actual hires compared to placement goals.
Measurement or Criterion:
Comparison of annual demographic composition with benchmark data.

New hires and promotions are reflective of placement goals.
None
Responsible Person or Unit: SMT, SLT

Goal: Employee Satisfaction and Well-Being

Strategic Objective
Develop an innovative, effective, recognition and reward and compensation system
Action Plans
1. Develop a plan for oversight of the program to insure that all awards are issued in a
timely manner.
2. Recognize employees that receive awards by utilizing the Catalyst, division web
site, and the Finance & Administration Quarterly newsletter.
3. Task Awards Committee with evaluating the current awards to enhance current
programs such that rewards serve to motivate employees to continue outstanding
performance.
4. Establish a career ladder for departments with the assistance of Human Resources.
Develop ways to identify funds for compensation adjustments through managing
vacancy rates and new hire savings.
5. Publish quarterly articles on the importance of employee satisfaction for morale
and productivity.
Assessment Plan
Quarterly reports will be submitted to each unit chief outlining awards that were given
and articles that were submitted.
Assess retention and turnover statistics.
Measurement and Criterion
Quarterly reports will be used to measure the timeliness of awards given.
An annual report will provide the statistical data to evaluate the effectiveness of the
overall Awards Program.
Improvement in retention rate.
Increase in Employee Satisfaction.

None
Responsible Person and Unit
SMT, SLT
Goal: Employee satisfaction and well-being

Strategic Objective
Perform annual analyses to determine training needs and develop training curricula
for employee development.
Action Plans
1. Human Resources Management will develop and maintain a skills enhancement

matrix for each occupational group to assist mangers in developing training plans
for each employee.
2. Survey employees of the division to ascertain training needs and interests.
3. Develop and implement a management-training program.
Assessment Plan
Review the matrix with the employee during his or her E.P.M.S.
Track and monitor attendance of employees for all training sessions.
Evaluate the results of training survey to develop programs of need and interest.
Collect feedback from training participants at different intervals to assess the benefits
of training as related to job performance.
Improvement in Job Performance.
Improvement in Retention.
Increase in training budget.
HRM, SLT, SMT


Strategic Objective
Create and sustain a culture that values employees.
Action Plans
1. Survey employees annually to gain clear understanding and of issues of most

concern.
2. Establish suggestion boxes within the division.
3. Members of the management team will increase availability and accessibility to
employees through attendance at meetings, walk-throughs, and open-door policies.
4. Continue and enhance social functions where needed on a department, unit, and
division-wide basis.
Assessment Plan
Review exit survey results to assess reasons for turnover in the division.
Management set directions for units and departments based on feedback from the
employee survey.
Improvement in employee satisfaction ratings.
Retention improvement.
Continued sponsorship of social functions such as holiday gatherings.
Cost associated with distribution and analysis of employee feedback survey.
SLT, SMT

Strategic Objective
Ensure a safe, secure, and pleasing physical environment that promotes an
atmosphere conducive to customer and employee satisfaction.
Action Plans:
1. Identify and report unsafe conditions to the appropriate department for corrective
action(s).
2. Develop the planned renewal inventory and begin to manage it.
3. Continue to protect and improve preventive maintenance programs in an effort to
maintain equipment and systems reliability, efficiency, and extend useful life.
4. Ensure that all new construction and modernization incorporates the latest security
measures available.
5. Increase the use of state of the art technology to ensure a safe and secure
environment.
Assessment Plan
Management will review the status of corrective action documentation from the
responsible departments.
Investigators will monitor daily incident reports, conduct surveys, and make
recommendations for increased security.
Monitor injury rates, analyze and segment results by location.
Reduced injury rates and safety incidents on campus.
None
Responsible Person or Unit
SMT, SLT

Strategic Objective
Develop a standard employee feedback mechanism that provides anonymous
feedback to supervisors.
Action Plans
1. Implement an evaluation process for the division designed to provide meaningful

but anonymous feedback to supervisors for continuous improvement.
Assessment Plan
Evaluations are shared with immediate supervisor and next level up.
Improvement in employee moral and retention rate.
Fewer complaints to Human Resources or senior management about immediate

supervisors.
Supervisors become aware of issues that hinder employee productivity.

Resource Requirement:
Cost associated with implementation, possible software.

Human Resources, SMT, SLT
Goal: Effective Use of Resources

Seek opportunities with MUSC entities, affiliates and departments as well as other
sister institutions and government agencies to eliminate duplication, clarify roles,
and consolidate functions in order to decrease costs and reduce conflict.
Action Plans
1. Invite peer reviews as appropriate to evaluate unit staffing, organization, practices

and resource allocation and make recommendations for further improvement.
2. Continue to work towards clear role definition between the Authority and the
University.
3. Investigate opportunities and determine feasibility for individual departments to
implement or share joint functions with other departments or entities on campus.
Assessment Plan
Recommendations from peer review are evaluated and implemented.
Joint opportunities are identified and implemented.
Reduction in costs and duplication of effort.
Varies for departments.

SMT, SLT
Goal: Process Improvement and Quality Initiatives

Strategic Objective:
Develop and implement a systematic process to measure effectiveness,
productivity, value and efficiency of current processes.
Action Plan
1. Ensure that all departmental processes are efficient and meet customer needs.
Assessment Plan
Process improvement initiatives are developed and implemented in each department.
Customer feedback and surveys are used to make improvements and increase customer
satisfaction.
Employee feedback and surveys are used to streamline and improve processes.
Improvement in customer satisfaction.
Improvement in employee satisfaction and morale.
Reduction in costs and duplication of effort.
Resource Requirement:
Varies for departments.

Responsible Person and Unit:
SMT, SLT
Conclusion
Recognizing the need for continuous improvement, these strategic goals point the
division in new directions while fulfilling the mission and vision of Finance and
Administration.
The Senior Leaders, Department Heads and Mangers of the Division of Finance and
Administration will formally review the strategic plan on an annual basis. Each Unit will
prioritize action items and begin implementation in the current fiscal year. SLT will
assess progress on a quarterly basis to ensure that action plans are moving the division in
the targeted direction.
Acknowledgements
Strategic Planning Steering Committee

John Sutusky Stewart Mixon
John Malmrose Patrick Wamsley
Working Groups
Engineering & Facilities Finance Operations
Jeff Bonk Barbara Ball Melinda Anderson

Arthur Brown Belinda Brown Joe Avant
David Callahan Tina Chapman Oneida Banks
David Dement Gary Cooper Wayne Brannan
Charles Hester James Delamar Tom Brown
Jerry Huhn Susie Edwards Carl Brown
Paul Hunt Mitzi Fetner Tara Campbell
Steve Kincaid Gwen Green Christine Carpenter-
Charles King Susan Haskill Stewart
John Malmrose Jennifer Hutson Tiffany Chellis
Tanis Manseau Rikki Jenkins Pat Clute
Bruce Mills Wendy Littlejohn Yohna Chambers-Cone
Jennifer Monahan Shell Martin Donna Cool
Sim Parrish Jody O’Donnell Roy Dingle
Michael Schultz Derek Sanford Melissa Forinash
Charles Shawver Christine Smalls Glenn Goudy
Richard Terhune Velma Stamp John Imholz
Tom Thurman Jennifer Taylor Jacquelyn Jones
Joe Washington Randy Trussell John Lancaster
Tim Whitney Patrick Wamsley Melissa Mills
Boyd Wood David Weatherby Stewart Mixon
Deborah Zerba David Welch Rhonda Richardson
Pam Wilkinson John Runyon
Bill Rust
Jim Rutan
Nancy Sifford
Ron Underwood
Debbie Wagenbrenner
Bob Waite
Christine Williamson
Toni Windham
Special acknowledgement to Melissa Forinash for her exemplary leadership and to

Bridget Dewees for her assistance in finalizing the Strategic Plan for the Division of
Finance and Administration.

Division of Finance and Administration: September 2003

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Division of Finance and

2003-2006 Strategic Plan

Mission, Vision , Values................................................................................. 3

SWOT Analysis .............................................................................................. 4

Division Goals and Strategic Objectives ........................................................ 7

Action Plans .................................................................................................... 9

The Division of Finance and Administration provides essential administrative, auxiliary,

Engineering and Facilities

Mission, Vision, and Values

Promoting University excellence through superior services and solutions

The Division of Finance and Administration is dedicated to providing outstanding service

SWOT ANALYSIS (cont):

• Ineffective Communication – The size of the division and number of

SWOT ANALYSIS (cont):

• Benchmarking for Improvement – Performance of business process reviews

Goals and Strategic Objectives

Goal #1: Leadership

Goal #2: Customer Service

Goal #3: Effective Communication

Goals and Strategic Objectives (cont):

Goal #4: Employee Satisfaction and Well-being

Goal #5: Effective Use of Resources

Goal # 6: Process Improvement and Quality Initiatives

Measurement and Criterion

Goal: Customer Service

1. Develop a customer service surveying system(s) appropriate to the type of

Goal: Effective Communication

1. Establish a schedule to attend intra-unit and or department meetings to share

Employee surveys reflect satisfaction with timely receipt of important information. An

Information is obtained through participation and attendance in customer meetings that

Success rate of actual meetings attended to those scheduled.

Employees rate communication methods as effective; important information is

Effective Communication (cont)

Responsible Person and Unit: VP, SLT, SMT

Goal: Employee Satisfaction and Well-Being

1. Distribute the University recruitment and placement goals to departments.

Annual review of actual hires compared to placement goals.

Comparison of annual demographic composition with benchmark data.

Responsible Person or Unit: SMT, SLT

Goal: Employee Satisfaction and Well-Being

Assess retention and turnover statistics.

Measurement and Criterion

Quarterly reports will be used to measure the timeliness of awards given.

Improvement in retention rate.

Increase in Employee Satisfaction.

Responsible Person and Unit

Goal: Employee satisfaction and well-being

1. Human Resources Management will develop and maintain a skills enhancement

Track and monitor attendance of employees for all training sessions.

Improvement in Job Performance.

Increase in training budget.

Responsible Person or Unit:

HRM, SLT, SMT

Goal: Employee satisfaction and well-being

1. Survey employees annually to gain clear understanding and of issues of most

Improvement in employee satisfaction ratings.

Continued sponsorship of social functions such as holiday gatherings.

Cost associated with distribution and analysis of employee feedback survey.

Responsible Person or Unit:

Goal: Employee satisfaction and well-being

Monitor injury rates, analyze and segment results by location.

Reduced injury rates and safety incidents on campus.