Office of Business and Finance - wmich.edu

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Strategic Action Plans

Summary

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S T R A T E G I C P E R F O R M A N C E C O N S U L T I N G

OFFICE OF BUSINESS AND FINANCE STRATEGIC ACTION PLANS 2009

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Table of Contents

Introduction ..............................................................................................................2

Project Overview........................................................................................................3

Departments as Performance Systems .......................................................................5

Participants ............................................................................................................6

Visions......................................................................................................................8

At a Glance: Visions – Missions - Goals ........................................................................9

Accounting Services...............................................................................................10

Auxiliary Enterprises ..............................................................................................11

Business Services ..................................................................................................12

Human Resources..................................................................................................13

Logistical Services .................................................................................................14

Public Safety.........................................................................................................15

Staff Labor Relations..............................................................................................16

WMU Bookstore.....................................................................................................17

Contact Information .................................................................................................18


INTRODUCTION

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Introduction

Dear Reader:

Over the last year, employees of the Office of Business and Finance embarked on creating

the division’s first Strategic Plan. Phase 1 of that process involved creating a Business and

Finance mission that aligned with and supported WMU’s overall mission. Phase 1 also

included determining key results expectations for each department, and strategies for

achieving those results. We also developed departmental missions that align with and support the Business and Finance mission.

This document summarizes the result of Phase 2 of the overall strategic planning process.

Departments utilized the strategies developed in Phase 1 to define their departmental

missions, identify gaps to success, and develop specific goals and action steps to close

those gaps. We will revisit this second phase on an annual basis to “sharpen the saw” so we keep our services customer-focused and of the highest quality.

We hope you find this text informative and helpful in understanding where the Business and

Finance division is heading as we strive to support the greater University mission.

Warmest regards,

Lowell P. Rinker

Vice President for Business and Finance & CFO

Treasurer for the Board of Trustees

The mission of the Office of Business and Finance is to provide leadership and

stewardship over WMU's fiscal, physical, and human capital so that all members of the

University community can accomplish their learning, teaching, research and public

service goals in safe, healthy, sustainable and attractive settings at reasonable costs.


PROJECT OVERVIEW

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Project Overview

The purpose of this project was to complete strategic planning process for the Office of

Business and Finance through September 2009. This report summarizes the results of the departmental planning (Phase 2).

WMU Mission and Goals

OBF Mission

Departmental Strategic Focus Areas

Strategies for Achieving

Key Result Areas

Department Mission

�

Develop Vision

�

Identify Gaps

�

Develop Goals to Close Gaps

�

Create Action Plan

Phase 1

aligns with and supports

support

align with and supports

determine

supports

Phase 2


PROJECT OVERVIEW

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Project Overview - continued

The next page highlights the visions for all eight organizations that completed these plans.

The section At a Glance: Visions – Missions – Goals provides an overview of each

department’s strategic framework and shows the logical alignment between mission, vision, and goals.

Common Themes summarize highlights a thread of issues that surfaced across departments

and units.

Recommendations are suggested next steps to support the long-term implementation of the

proposed goals in a way that emphasizes shared communication, shared visioning, and

shared celebration of success.

Finally, all Departmental Action Plans are reproduced in their entirety. Department also

received individual reports with their action plans and the results of the various planning exercises that led to the development of their strategies.


PROJECT OVERVIEW

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Departments as Performance Systems The underpinning of the strategic action planning methodology is the total performance

system model developed by Dr. Dale M. Brethower, professors emeritus of the WMU Department of Psychology.

By taking a systems view of their organizations, participants created holistic mission, vision,

and goals and created a conceptual framework for performance measurement.

(based on Brethower 1972, 1982, 1995)

1. Mission and Vision The major purpose - or the reason for the existence - of the system. The vision provides strategic direction.

2. Resources Information, technology, people, money, or material that is a resource for – or initiates –internal work processes.

3. Internal Processes Processes that use resources to generate outputs valued by customers and stakeholders.

4. Process Feedback Information about operational performance (efficiency and quality) of individuals, work groups, or processes.

5. Services or Products Outputs produced by the internal processes. Can be tangible products or intangible services.

6. Beneficiaries Anybody receiving or benefitting from a service or product - Customers, stakeholders, the community.

7. Outcome Feedback External information about service outcomes and quality from customers and other external sources.

Mission and

Vision

Internal

Processes

Resources

Process Feedback

Services &

Products

Outcome Feedback

Clients,

Customers,

Stakeholders


PROJECT OVERVIEW

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Participants

Accounting Services

Sheila Atherton, Assistant Director, Accounts Receivable

Julie Carroll, Tax Specialist

Dan Chapo, Manager, Payroll

Gail Kurtz, Investment Officer, Investments & Endowment Management

Betty McKain, Director of Grants and Contracts

Lori Prichard, Assistant Director, Accounting Services

Patti Van Walbeck, Director of Accounting Services

Auxiliary Enterprises

James Blankenship, Director, Application Development

Terence Hudson, Director, WMU Bookstore

Joel Kendrick, Director, Paper/Recycle/Coater Pilot Plants

Lisa Knutson, Director of AE Marketing and Creative Development

John Meyer, Director, Printing Pilot Plant

Rob Pennock, Associate Director, Miller Auditorium and the Fetzer Center

Paul Schneider, Manager, Lawson Ice Arena and Gable Natatorium

Betsy Sell, Assistant General Manager, West Hills Athletic Club

Baiba Stepe, Director, Auxiliary Enterprises

Elaine Williams, Director of Miller Auditorium and the Little Theater

Business Services

Tim Kellogg, Business Services Manager

Laura Vine, Risk Analyst

Human Resources

Felicia Crawford, Director

Robert Kakuk, Director


PROJECT OVERVIEW

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Participants – continued

Logistical Services

Vicki Cox, Manager of Maintenance Stores

Ron Grinage, Project Manager, Freight, Postal, Delivery

Michelle Hastings, Procurement Card Administrator

Ann McNees, Finance Assistant, Accounts Payable

Don Penskar, Director, Logistical Services

Tom Ramsdell, Purchasing Agent

Public Safety

Robert Brown, Director

Scott Coy, Lieutenant

Brian Crandall, Lieutenant

Carol Dedow, Captain of Parking Services

Blaine Kalafut, Deputy Chief

Pat Holton, Director, Environmental Safety & Emergency Management

Cam Vossen, Emergency Management Administrator

Staff Labor Relations

Umar Abdul-Mutakallim, Director

WMU Bookstore

Dennis Brooks, Accounting Manager

Jon Collier, Assistant Manager, TotalTECH

Marilyn Gillette, Assistant Director, Manager Books

Terence Hudson, Director

Michael Strong, Manager, TotalTECH


PROJECT OVERVIEW

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Visions

Accounting

Services

Our vision is to become the hub of resources and information specific to

the financial services of WMU by expanding online services, training,

and reporting capabilities to all members of the campus community.

Auxiliary

Enterprises

By continuously adapting within a changing environment, Auxiliary

Enterprises will remain the resource of choice linking Western Michigan

University, our community, and our global partners.

Business

Services

Support the University in all of its endeavors by expanding our services

beyond traditional risk management.

Human

Resources

Our customers will proactively engage Human Resources as a strategic

partner to ensure workable and equitable solutions for all members of

the University community.

Logistical

Services

To become a leader among colleges and universities in innovative and

effective logistics and customer service.

Public Safety Our vision is to achieve uncompromised personal safety on campus and

model environmental stewardship for the community through

innovation, technology, education, and visibility.

Staff Labor

Relations

As a mutually trusted resource, the Office of Staff Labor Relations will

enable and motivate University and union representatives through

proactive education and interest-based bargaining to solve labor

relations problems early in the process.

WMU Bookstore The WMU Bookstore will evolve into the college store of the future and

a leading destination site for the WMU community.


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At a Glance:

Visions – Missions -

Goals


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Accounting Services

Our vision is to become the hub of resources and information specific to the

financial services of WMU by expanding online services, training, and reporting capabilities to all members of the campus community.

� Our mission is to provide fiscal management and customer support so that all

members of the campus community can accomplish their goals while maintaining

compliance in an effective and cost-efficient manner.

� 1. Our customers complete their financial work more efficiently and effectively

� 2. Free up University resources by reducing costs and improving efficiencies

�

3. Our resources support superior customer service and efficient operations


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Auxiliary Enterprises

By continuously adapting within a changing environment, Auxiliary Enterprises

will remain the resource of choice linking Western Michigan University, our community, and our global partners.

� As WMU's self-supporting business units, Auxiliary Enterprises enriches the

professional and personal lives of our university, local, and global communities by

providing cost-effective, innovative, creative services and venues which enhance learning, health, recreation, and sustainability.

� 1. Western Michigan University leverages Auxiliary Enterprises to accomplish its

mission and goals

� 2. Shared communication and decision-making is based on our mission

� 3. Manage resources as effectively as possible across departments


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Business Services

Support the University in all of its endeavors by expanding our services beyond

traditional risk management.

� The mission of Business Services is to care for the University through effective

risk and contract management.

� 1. All staff, faculty, and students actively practice risk management and loss

avoidance

� 2. Identify and mitigate emerging risks

� 3. Ensure business continuity through proactive staff and revenue stream

development


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Human Resources

Our customers will proactively engage Human Resources as a strategic partner to

ensure workable and equitable solutions for all members of the University community.

� Our mission is to ensure WMU remains an employer of choice through our

leadership in hiring, compensation, benefits, recognition, training, and employee

relations. We provide accurate information for strategic decision-making; enhance the safety of campus; and contribute to the vibrancy of the University

community by fostering diversity and inclusion.

� 1. Current and potential employees continue to view WMU as their employer of

choice

� 2. Improve integration of human resources functions in key University initiatives

and decisions

�

3. Move from transactional to strategic work


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Logistical Services

To become a leader among colleges and universities in innovative and effective

logistics and customer service.

� Procure and provide supply chain management resources and services in an

efficient and effective manner for the University community.

� 1. Continually enhance customer service

� 2. Enable staff to become more knowledgeable and proficient

� 3. Obtain resources to support optimal operational effectiveness


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Public Safety

Our vision is to achieve uncompromised personal safety on campus and model

environmental stewardship for the community through innovation, technology, education, and visibility.

� Provide a safe, secure, healthy, and sustainable environment through prevention, enforcement, and education so that all members of the University community can

accomplish their learning, teaching, research, and public service goals.

� 1. Increase real and perceived safety

� 2. Optimize officer and staff potential

�

3. Resources support efficient and effective operations

�

4. WMU leadership supports safety initiatives and policies


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Staff Labor Relations

As a mutually trusted resource, the Office of Staff Labor Relations will enable and

motivate University and union representatives through proactive education and interest-based bargaining to solve labor relations problems early in the process.

� The mission of Staff Labor Relations is to facilitate mutually advantageous

agreements between labor and management so that Western Michigan University

remains an excellent place to work, teach, and learn.

� 1. Supervisors and managers reduce grievances and work stoppages and maintain benefits by solving labor relations problems early in the process

� 2. In recognizing the value of their symbiotic relationship, administration and

union accept that improving labor relations is advantageous from their own

perspective

� 3. Offer labor relations education to university and union representatives

� 4. Internal resources support educational, relationship-building, and negotiation

processes


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WMU Bookstore

The WMU Bookstore will evolve into the college store of the future and a leading

destination site for the WMU community.

� Our mission is to enrich the collegiate experience and promote the image of the

University by providing goods, services, and technology to students and other members of the WMU community while operating as a self-sustaining entity.

� 1. Enhance customer experience beyond traditional bookstore products and

services

� 2. Optimize our location by increasing access and visibility

� 3. Optimize resources


CONTACT INFORMATION

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Contact Information

Lowell P. Rinker

Vice President for Business and Finance & CFO; Treasurer for the Board of Trustees

[email protected]

(269) 387-2365

www.obf.wmich.edu

Western Michigan University

3080 Seibert Administration Building Kalamazoo, Michigan 49008-5203

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S T R A T E G I C

P E R F O R M A N C E C O N S U L T I N G

Peter Dams, Ph.D.

President

[email protected]

(269) 501-3000

www.damsandassociates.com

8449 35th Street South

Scotts, Michigan 49088

Documents

Office of Business and Finance - wmich.edu