Implement continuous improvement within the Finance and Operations division.
Objective
Culture Of Continuous Improvement
Require Directors/AVP's to integrate a culture of continuous improvement within their departments.
KPI
Identify Responsible Staff Within Each Department
Directors/AVP's report process improvements during one-on-one meetings held bi-weekly. Including time and/or savings associated with each improvement.
Result
Identify Responsible Staff
By requiring the process improvement reports, the VPFO was able to stay well-informed of enhancements made within each department. This also allowed for VPFO input on additional time and money saving initiatives.
Action
Benefits Of Identification Of Responsible Staff
Responsible staff reported process improvements to the VPFO allowing VPFO to assess activities and provide input as to how to further improve procedures, processes or policies. Due to the success of this KPI, the VPFO will continue use of the process improvement reporting. A consultant in process improvement was brought to meet with key staff to assist in campus process improvement endeavors.
Objective
Reward Process
Develop a reward process for recognizing continuous improvement.
KPI
Recognize/Reward
Recognize departments that showed greatest improvement at quarterly Director's meetings.
Result
Recognize/Reward
Recognition of accomplishments has inspired each department to continue to pursue ways to make improvements within their organizations.
Action
Recognize/Reward
Multiple departments have implemented new processes and/or procedures which have resulted in time or monetary savings to the University and its staff. The recognition of these accomplishments have promoted a desire to continually seek ways in which to make respective organizations run efficiently. The VPFO will continue to recognize and reward organizations as well as develop additional opportunities to recognize accomplishments.
Goal
Provide For Continued Improvement In Campus Facilities And Grounds
Provide for continued Improvement in Campus Facilities and Grounds.
Objective
Implement Elements Of Updated Campus Master Plan
Implement elements of updated Master Plan.
KPI
Implementation Of Master Plan
Begin implementation of Phase I of the Master Plan Update.
Result
Implementation Of Master Plan
Phase I of implementation has begun. Programming for a new residence hall and food servie facility is underway. Construction of the Student Health and Counseling cetner is being planned. Other elements of phase I such as HVAC improvements are being studied.
Action
Implementation Of Master Plan
Programming for new Housing and Food Service are underway. Design of new Health and Counseling Center is being finalized with construction to begin in October, 2013. Funding for new Nursing building was not approved during the last legislative session, therefore postponing this project.
Objective
Prioritize Projects And Funding
Prioritize Projects and Funding.
KPI
Identifiy Projects
Projects identified in Phase I of Master Plan Update
Result
Identify Projects
Funding for Phase I projects, Health and Counseling Center has been identified and the project is Proceeding. Preliminary funding scenarios for the Housing project have been developed. Efforts are underway to solidify cost estimates and funding sources for other Phase I projects.
Action
Identify Projects
Funding for new Housing has been planned. Funding for new Food Service is still being considered. Funding for the new Student Health and Counseling Center has been identified. Funding for new Nursing building was not approved by legislation.
Goal
Minimize Risk To Employees And Facilities
Minimize Risk to Employees and Facilities.
Objective
Implement Kuali Business Continuity Plan
Implement Kuali Business Continuity Plan
KPI
Implementation Of Plan
Start implementation in Financial Services department and expand to other intities when possible.
Result
Implementation Of Plan
The Financial Services department has completed the implementation in the areas of financial reporting, general accounting and bursar. Disbursements, Travel Services and Payroll will complete implementation in November of 2013.
Action
Implementation Of Plan
Continue to implement Kuali Business Continuity Planning throughout the University.
Goal
Develop A Strong Employee Development Process
Develop a strong Employee Development Process.
Objective
Review Employee Training Programs For Improvement
Review employee training programs for improvement.
KPI
Employee Training Opportunities
Have Human Resources to expand opportunities for employee training including online opportunities.
Result
Employee Training Opportunities
The HR Department has launched a new learning Management System which allows employees to search, request and track training opportunities. A focus group survey was completed and 80% of the respondents indicated the system met or exceeded expectations. A gap analysis of training needs has also been conducted which will assist in identifying and prioritizing training.
Action
Employee Training Initiatives
The HR department has implemented Talent Management, a learning management system, which provides staff memeber the ability to chart paths for career growth as established by department leadership. Additionally, the Professional Development initiative is well underway with the eLearning library available for staff use beginning September 2013 and the Core Management Training Series is scheduled to begin October 2013. The HR Department has also successfully implemented a new online evaluation process.
Objective
Review And Implement Employee Succession Identification And Training
Review and Implement employee succession identification and training
KPI
Identify Leadership Capabilities
Identify those with leadership capabilities and provide training to enable further growth opportunities of each individual.
Result
Identify Leadership Capabilities
The SHSU Leadership Academy has also been established to identify, select and develop high performing employees at SHSU, TDCJ and HMH.
Action
Identify Leadership Capabilities
The initial session was held on August 8, 2013 and is a 9-month program. An employee of Finance and Operations has been identified as a participant and the VPFO will serve as mentor.