Office of the Vice President for Business and Finance
Savannah State University
Self Study and Strategic Plan
Summary Worksheet 1: Basic Operations
Unit: Division of Business and Finance
Leader: Dawn M. Rhodes, Vice President
Mission Statement: Our mission is one of service and support. We seek to provide quality service in each of the individual departments that combine to make the division of Business and Finance. We strive to support the overall University mission of academic excellence with good stewardship of financial resources, practices that allow the campus community to conduct business in an effective manner and in a customer friendly environment, and within a safe and well-maintained campus.
Guiding Principles:
1. Customer Service: In addition to the responsibility of being good stewards of the University’s financial resources, Business and Finance is a service unit. It exists to smooth the path for others by providing quality customer service to students, faculty, and other staff members. Providing quality customer service on our part allows others to focus their energies on doing their jobs well. Our colleagues should find assistance, facilitation, and information sharing in Business and Finance.
2. Teamwork: Personnel in the Division of Business and Finance work as a team not only with each other but also with our other colleagues. Moving Savannah State University into the next millennium will only be accomplished through teamwork.
3. Professionalism: All activities must be conducted in a professional manner. We are all ambassadors of the institution and should conduct ourselves accordingly.
4. Ethics: All activities must be executed in an ethical manner. Our individual and collective integrity must be above reproach.
5. Continuous Learning: Whether in a formal or informal setting, each of us within Business and Finance is challenged to learn something from every experience and to apply that knowledge as we strive for improvement
Worksheet 1 (cont’d)
6. Continuous Improvement: Every individual within the division should constantly ask the question, how could I do my job better to be more effective or efficient and work toward that end.
Primary Clients:
1. Students
2. Faculty and Staff
Board of Regents
Cabinet
Community
Procedures Manual: When Available? September 1989 Update: FY 2001
Basic Performance Indicators:
1. (Cost Effectiveness) (Output/resource consumed). Where applicable establish a cost per unit performance indicator. See the individual departmental responses.
VP’s Office: Monitor cost of production for things such as the annual budget requests to the BOR. Determine the cost per book and strive each year to reduce the cost without compromising quality. Become more conscious of any waste in usage of supplies, duplicating and other operational needs.
2. (Time Efficiency) (Output/client) Where applicable establish a performance indicator that measures the average cycle time for a single transaction with a focus on time absorbed from students and/or faculty. See the individual departmental responses.
VP’s Office: (1) On average all student concerns must be addressed within 48 hours from the VP’s office even if just to acknowledge that it is being looked into. A log will be created to track this data; (2) On average all faculty/staff concerns must be addressed within 72 hours from the VP’s office even if just to acknowledge that it is being looked into. A log will be created to track this data; (3) Travel
Worksheet 1 (cont’d)
authorizations should be processed within 1 day; (4) All Board of Regents requests must be returned by the
deadline. (5) Deferments issued to students are processed on an average of 5 minutes per student. Standard forms will be prepared prior to registration to expedite the process
thereby allowing 3-5 students to be assisted within a 5-minute period. Efforts will be made to increase the number of students served in the given period without compromising individual assistance and customer service.
3. (Staff Productivity) (Output/staff time consumed) See the individual department performance indicators.
VP’s Office: Eliminate wasted time by developing a time schedule for performing certain duties such as processing mail and conducting follow-up on pending projects.
4. (Customer Satisfaction) What do your customers notice and say about the quality of your ongoing service and the way you deliver it? See performance indicators in the individual departments
VP’s Office: Devise a customer service satisfaction survey in report card format that covers all the areas within Business and Finance 2 times a year. Use this tool to identify areas of progress as well as those that will need continued work.
5. (Higher Ed Benchmark) Level of service shall match or exceed similar universities in Georgia. See the individual departments for selected benchmarks.
VP’s Office:
Mail received daily will be sorted, stamped and routed to the appropriate section by mid-day.
Telephone calls, incoming, will be answered on the second ring and staff answering the phone will display a warm and personable telephone voice. Staff will render assistance to caller with an open-ended approach, always keeping in mind that customer service is the primary focus of the operation.
Worksheet 1 (cont’d)
Letters prepared for the VP will be typed, proofed, signed and mailed each day. Appearance must be representative of the Vice President, free from unsightly marks and errors.
University Initiative Responses:
(Strategic Plan Issues - 1997)
1. Integrate Planning and Budgeting into Management Processes: Business and Finance implemented a new tool during the FY 2000 budget development process that provided information in a clear and concise manner outlining the fiscal concerns and issue. Once the strategic planning process is complete the priorities of the institution can be married with the budget process continuing to use this tool to communicate effectively how the dollars are matched to the priorities.
2. Improve Physical Facilities: The MP2 system will be connected to the Web allowing for better communication about facilities’ work order requests. Additionally a more systematic approach will be taken within the context of financial constraints to improve preventative maintenance programs. Custodial services has already improved with the hiring of a highly qualified supervisor. The facilities master plan project had to be aborted and restarted. The VP identified the funding for the project and under the leadership of a new facilities planner and the director of physical plant the process should be completed in the first half of 2000.
3. Human Resources Development: the staff of the Human Resource department created a training academy. Training topics cover a broad spectrum. Sessions have been well attended and received. The Personnel audit should be revisited with a new focus on identifying funding for an outside independent firm to conduct a study of this magnitude.
4. Increase Non-State Support for the Institution and Its Needs: The Vice President of Business and Finance has sought to hold all vendors accountable for their products and services. She has additionally participated in discussions with corporate partners that has resulted in new scholarship dollars.
5. Improve the Institution’s Internal and External Image: Through meeting deadlines on a regular basis and producing quality work the University System of Georgia Board of Regents staff has developed a new appreciation for Savannah State University. The Vice President has been instrumental in identifying funding sources to help with external advertising and has been a real proponent of taking advertising and image shaping to a higher, more visible level.
(Presidential Vision Issues- 1998) - Items 2,,8,9,14, & 17- The division of business and finance will directly impact vision statements 2, 9, & 17 by improved customer service in student accounts, public safety and physical plant departments. Progress has been made in student accounts via service delivered at the windows. Statements are being sent out more regularly to keep students informed about account balances. The cleanliness of the residence halls has improved and within the limitations that are faced the overall appearance of campus has improved creating a physical environment that encourages one to want to be here. Public Safety
Worksheet 1 (cont’d)
is undergoing a leadership change that is anticipated to enhance the student perceptions concerning campus safety. Customer service delivered by the VP and VP office staff to those students that we come in direct contact with also furthers SSU toward achieving 2,9, & 17.
Vision statements 8 & 9 are supported by this division in the spearheading of the two student housing projects. All new construction and renovation is done with departmental input and with a goal of providing the cutting edge in technology as we support vision statement 5. Business and Finance works diligently with Athletics to ensure that it is moving toward its goal of being self supporting, vision statement 14.
Office of the Vice President for Business and Finance
Savannah State University
Self Study and Strategic Plan
Summary Worksheet 2: Unit Planning Objectives
Organizational Unit: Office of the Vice President for Business and Finance_ Goal # 1
Describe Goal: To finalize the Private/Public Housing Projects complete through the negotiations and final approval of the Ground Lease by the Board of Regents
Action Steps:
Conduct interviews on January 4, 2000 of the two remaining candidates for the project.
Secure approval from the Board of Regents on January 12, 2000 to proceed with negotiations
Participate in ground lease negotiations
Secure Board of Regents Approval of the negotiated ground lease at the March 2000 board meeting.
Continue to interact with the selected firm during the construction phase and ensuring that Student Affairs and managing company work together to address the student life issues.
Help organize the publicity surrounding the new housing project
Expected Outcome(s):
1. SSU will be able to provide housing that our students are deserving of and that is competitive with other campuses.
2. Enrollment will increase.
3. Retention will improve.Effectiveness Measurement Techniques:
1. Track enrollment trends and the impact the housing variable had on increased enrollment for both new recruits and retention.
2. Conduct focus group interview with those students who lived in the older facilities and who then have an opportunity to live in the new facilities. Document the findings
Responsible Party: Dawn M. Rhodes Office Phone: 351-3812
E-mail: Dawn.Rhodes@savstate.edu
Due Date (Expected Completion): August 2001
Unit Leader Commitment: ______________________________ (date) ________________
Supervisor Approval: __________________________________ (date) ________________
Vice President Approval: _______________________________ (date) ________________
Effectiveness Committee Review: ________________________ (date) ________________
Office of the Vice President for Business and Finance
Savannah State University
Self Study and Strategic Plan
Summary Worksheet 2: Unit Planning Objectives
Organizational Unit: Office of the Vice President for Business and Finance Goal # 2
Describe Goal: To oversee the completion of the design phase of the bond funded housing project and secure construction funding from the Board of Regents
Action Steps:
Continue working with the selected architectural firm to ensure that the project continues to move forward with the needs of the campus clearly addressed in the design of the facility.
Continue to accurately and in a timely manner update the financial and construction information required by the Board of Regents resulting in the construction funding in the FY 2001 budget.
Expected Outcome(s):
1. Funding in the FY 2001 budget cycle for construction.
2. A housing design that addresses the specific needs expected to be addressed by this project.Effectiveness Measurement Techniques:
1. Funding is provided in FY 2001
2. The design meets the needs of the students as defined by the students and administration
Responsible Party: Dawn M. Rhodes Office Phone: 351-3812
E-mail: Dawn.Rhodes@savstate.edu
Due Date (Expected Completion): July 2000
Unit Leader Commitment: ______________________________ (date) ________________
Supervisor Approval: __________________________________ (date) ________________
Vice President Approval: _______________________________ (date) ________________
Effectiveness Committee Review: ________________________ (date) ________________
Office of the Vice President for Business and Finance
Savannah State University
Self Study and Strategic Plan
Summary Worksheet 2: Unit Planning Objectives
Organizational Unit: Office of the Vice President for Business and Finance Goal # 3
Describe Goal: To discuss, document, and implement procedural changes to address every audit finding in the FY 1998 and FY 1999 audits.
Action Steps:
Provide every affected director and front line employee with a copy of the audit findings and discuss in detail the findings and impact of current procedures and operations. This should be done to ensure that everyone along the process understands the repercussions of current practices and sees the weaknesses that must be improved.
Split the areas into work groups each with a team leader to discuss realistic ways take corrective action. Set deadlines for the outcomes.
The team leaders will be responsible for documenting the outcomes and discussing the results with the other team leaders and the VP.
The whole group should be brought back together and go through each documented recommendation giving the entire group a chance to critique the recommendations. This is done to facilitate involvement, buy-in in the final outcome, and to identify weakness in the recommendations that the primary group working on the problem may not have seen.
Once a feasible recommendation is reached new policies and procedures should be documented for inclusion in the Business and Finance Procedural manual. (Note: All policy changes should be approved by cabinet.)
Recommendations should be implemented.
Team leaders should continue to meet on a monthly basis to hold each other accountable for full implementation and follow up. Results of the implementation should be documented and monitored. If it is determined that a recommendation is not as effective as initially intended then steps 2-6 should be repeated.
Expected Outcome(s):
1. Improved internal controls.
2. Improved utilization of financial resources
3. Better audits
4. Enhanced external image
Effectiveness Measurement Techniques:
Reduction in the amount of lapsed state funds
Reduction in the number of complaints from outside vendors
Reduction in the number of audit findings
Responsible Party: Dawn M. Rhodes Office Phone: 351-3812
E-mail: Dawn.Rhodes@savstate.edu
Due Date (Expected Completion): To see full impact July 2001
Unit Leader Commitment: ______________________________ (date) _______________
Supervisor Approval: __________________________________ (date) ________________
Vice President Approval: _______________________________ (date) ________________
Effectiveness Committee Review: ________________________ (date) ________________
Office of the Vice President for Business and Finance
Savannah State University
Self Study and Strategic Plan
Summary Worksheet 2: Unit Planning Objectives
Organizational Unit: Office of the Vice President for Business and Finance Goal # 4
Describe Goal: To finish addressing two Board of Regents mandates; issuing a banking RFP and updating the business and finance policy and procedure manuals. SSU is extremely tardy in completing these two requirements.
Action Steps:
Clearly define the banking services that provide SSU with the optimal banking experience, inclusive of helping improve efficiencies in the day to day operations.
Complete the RFP for determined banking services and incorporate the recently implemented BOR procedure for banking services. (Speak with BOR staff for full explanation of the new procedure.)
It has been determined that current staff does not have the time to provide a quality, thoroughly done new procedure manual in a timely manner while maintaining day to day responsibilities. Therefore, a quote was being sought from a technical writer to interview employees and prepare the update. The final product would be a manual of policies with the related procedures following. Templates would be left for SSU personnel to use as new policies and or procedures are developed. (The quote has not been received yet.)
If it is determined that the quote is reasonable funding should then be secured through lapsed salaries or year-end funds to contract for this service.
A consulting agreement should be executed with a clearly articulated timeline.
Expected Outcome(s):
1. A banking choice is made based on the results of the RFP
2. An update of the Business and Finance Policy and Procedural manual is completed providing the written documentation for all to use as reference material.
3. SSU is in compliance with two more BOR mandates.
Effectiveness Measurement Techniques:
A banking choice is made based on the results of the RFP
2. An update of the Business and Finance Policy and Procedural manual is completed
3. SSU is in compliance with two more BOR mandates.
Responsible Party Dawn M. Rhodes Office Phone: 351-3812
E-mail: Dawn.Rhodes@savstate.edu
Due Date (Expected Completion): September 2000
Unit Leader Commitment: ______________________________ (date) ________________
Supervisor Approval: __________________________________ (date) ________________
Vice President Approval: _______________________________ (date) ________________
Effectiveness Committee Review: ________________________ (date) ________________
Office of the Vice President for Business and Finance
Savannah State University
Self Study and Strategic Plan
Summary Worksheet 2: Unit Planning Objectives
Organizational Unit: Office of the Vice President of Business and Finance Goal # 5
Describe Goal: Analyze the cost per student data that the Board of Regents collects an annual basis to determine which areas are the greatest contributors to SSU being out of sync with the norm and why; implement corrective action.
Action Steps:
1. Collect the reports from the last 5 years in electronic form from the BOR
Determine all categories where SSU is greater than the average, then identify the top five to begin in depth analysis.
Work with the campus community to identify the cost drivers in the identified areas.
Once the cost drivers have been identified determine if costs can be reduced or eliminated without impacting quality. Are there non-value-added activities that can be eliminated to reduce costs? If cost can only be reduced at the sacrifice of quality then that must be documented and included in the decision making process.
Recommendations for process or behavior changes should be an outcome of step 4.
Once recommendations are adapted implementation should begin. If a recommendation of no change is adapted in certain areas then the rational for the decision should be documented also.
Once the top five area have been address repeat steps 3-6 for the next five highest areas continuing until all areas deemed significant have been addressed.
Expected Outcome(s):
1. Cost reductions
2. Documentation to support discussions with the BOR staff
3. Better utilization of financial resources
Effectiveness Measurement Techniques:
1. Monitor to determine if implemented strategies did generate a cost reduction.
2. Existence of documented, organized, thoroughly analyzed information that can presented in discussions with BOR staff
Responsible Party: Dawn M. Rhodes Office Phone: 351-3812
E-mail: Dawn.Rhodes@savstate.edu
Due Date (Expected Completion): December 2000 in time for BOR Budget Hearing for FY 2002
Unit Leader Commitment: ______________________________ (date) _______________
Supervisor Approval: __________________________________ (date) ________________
Vice President Approval: _______________________________ (date) ________________
Effectiveness Committee Review: ________________________ (date) ________________