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1 Administration and Finance Divisional Initiatives - April 2019
ADMINISTRATION AND FINANCE DIVISION 2019/20 INITIATIVES
MARKETING, ANALYTICS, RECRUITMENT AND COMMUNICATIONS (MARCOMM)
SUPPORTING INITIATIVES Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
1. STUDENT LEARNING, ENGAGEMENT AND SUCCESS
Leverage MARCOMM’s planning work to influence needed infrastructure for students and Centreville ideology (i.e. through new student residences and services)
Student Learning, Engagement &
Success
Community Engagement
Jeannie Maltesen Ongoing IN PROGRESS - Working with Infrastructure & Ancillary Services, Student Affairs, and others
Create Institutional Level Enrolment Management Team for end-to-end enrolment maximization
Student Learning, Engagement &
Success
Institutional Effectiveness
Jeannie Maltesen Ongoing IN PROGRESS - OUPA, Registration and MARCOMM leaders meeting regularly
2. ACADEMIC COMMUNITY
No specific initiatives identified
3. INDIGENOUS COMMITMENT
No specific initiatives identified
4. PROGRAM QUALITY
Initiatives have been identified under Institutional Effectiveness, that will also contribute to Program Quality
5. COMMUNITY ENGAGEMENT
Use MARCOMM’s overarching plan to influence other areas’ plans for increasing capacity for student recruitment
Hiring two junior recruiters to engage high-school aged students
Community Engagement
Jeannie Maltesen Ongoing
Q2
Q2
IN PROGRESS
2 Administration and Finance Divisional Initiatives - April 2019
SUPPORTING INITIATIVES Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
Focus current Recruitment Officers on engaging mature learners in collaboration with Marketing and leveraging on-campus events
Establish call centre to support recruitment outreach and conversion of applicants in collaboration with Registration and Advancement
Hire a digital marketing specialist shared with IT (internally)
Q3
Q1
Use Unit 4, Meltwater, School Finder, Tableau and other software to generate date to inform/influence decision making
Community Engagement
Shari Bishop Bowes
Unit 4 and Meltwater not yet implemented for tracking student
Increase website search engine optimization (SEO) awareness across faculties through education and training
Community Engagement
Shari Bishop Bowes
Ongoing Start in Q2
Create strategies to maintain cohesive/unified MARCOMM team
Support People Plan
Work with Ancillary Services and HR on customer training for all employees
Explore common office space configuration
IT solutions for work collaboration (i.e. Office 365)
Community Engagement
Institutional Effectiveness
Jeannie Maltesen
Dan Hurley
Jeannie Maltesen
Ongoing
Q3
Q3
Monthly staff meetings, team-building activities Work with HR to launch in Q3 Work with HR to launch in Q3
Implement and communicate VIU Brand standards
Community Engagement
Institutional Effectiveness
Shari Bishop Bowes
Dan Hurley
Q2 First draft by March 31 2019 Rollout plan to communicate with campus community
Develop framework and guiding principles for use of social media (part of Brand policy)
Community Engagement
Shari Bishop Bowes
Dan Hurley
Q2 Started - to complete by end of Q4 Rollout plan to communicate with campus community
3 Administration and Finance Divisional Initiatives - April 2019
SUPPORTING INITIATIVES Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
Student Learning, Engagement &
Success
6. INSTITUTIONAL EFFECTIVENESS
Use MARCOMM’s overarching plan to build specific Strategic Plans for Recruitment, Marketing, and Communications & Public Engagement (does not include Enrolment Management)
Institutional Effectiveness
Dan Hurley Shari Bishop
Bowes
Ongoing
IN PROGRESS - one-year plans built, integrated plan built. Internal Plan – Aly Winks
Maximize Web for Student Recruitment & Website Enhancements by measuring and testing student engagement
Institutional Effectiveness
Student Success
Shari Bishop Bowes
Initial Design
Complete
IN PROGRESS - with IT Adding new student recruitment focused pages
Use Unit 4, Meltwater, School Finder, Tableau and other software to track student contact/applications/conversion at every point
Institutional Effectiveness/
Program Quality
Michelle Smits
Jeannie Maltesen
Complete Database built in collaboration with OUPA / ongoing updates Conversion belongs to Registration
Complete Search Engine Optimization (SEO) project addressing program content
Institutional Effectiveness
Shari Bishop Bowes
Ongoing 120 programs completed out of 152
4 Administration and Finance Divisional Initiatives - April 2019
FACILITIES AND ANCILLARY SERVICES
SUPPORTING INITIATIVES Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
1. STUDENT LEARNING, ENGAGEMENT AND SUCCESS
Health Science Centre (HSC) Phase I Student Learning,
Engagement and Success
Brett Gnenz Q3 Complete, occupied Sept 2018. Landscaping complete Jan 2019. Warranty work currently in progress. Completion of commissioning and closeout Sept 2019.
Automotive, Marine, and Trades Reconfiguration (AMTR) Student Learning,
Engagement and Success
Brett Gnenz Q3 Complete, occupied Sept 2018. Landscaping complete Jan 2019. Warranty work currently in progress. Completion of commissioning and closeout Sept 2019.
Student Housing Business Case Student Learning,
Engagement and Success
Brett Gnenz Q3 Demand Study and Business Case complete. Financing options being explored.
Emergency Centre and Physical Literacy Building (Gym) Business Case
Student Learning,
Engagement and Success
Brett Gnenz Q3
Health Sciences Centre Phase II Business Case Student Learning,
Engagement and Success
Brett Gnenz Q2
Phase 2 of the managed print project - Student print Student Learning,
Engagement and Success
Carol Desilets Melissa
Townsend
Q3
5 Administration and Finance Divisional Initiatives - April 2019
SUPPORTING INITIATIVES Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
Quality Improvement Program - Establish baseline KPIs for performance tracking
Student Learning,
Engagement and Success
Richard Lewis Carol Desilets
Ongoing
Federated ID Solution Student Learning,
Engagement and Success
Carol Desilets Melissa
Townsend
Q4 Collaborating with the library on Fed ID project which includes new student access cards, Federated ID solution, and student card process renewal followed by developing governance structure. Residents ID cards will be tested in June. Multi Year Project end TBA.
Develop business case for cafeteria renovation Student Learning,
Engagement and Success
Brett Gnenz Carol Desilets
Q4 Cafeteria improvements ongoing. Resource limitations.
Life Safety Technology Project in Student Housing Student Learning,
Engagement and Success
Carol Desilets Ian Johnsrude Drew Taylor
Q2 This project has been reorganized to maximize our resources. Equipment for all 7 remaining buildings will be purchased before March 31, 2019. Installation will take place next fiscal year – estimated completion May 2019. Drew Taylor is the PM for this project. Mass notification budget request for 20/21 to complete project.
Sustainability Program Student Learning,
Engagement & Success
Brett Gnenz Ongoing
2. ACADEMIC COMMUNITY
No specific initiatives identified
6 Administration and Finance Divisional Initiatives - April 2019
SUPPORTING INITIATIVES Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
3. INDIGENOUS COMMITMENT
No specific initiatives identified
4. PROGRAM QUALITY
Online catering o An ‘out of the box’ solution is sought for this outdated
system for internal and external customers
Program Quality Carol Desilets Marcus
Molfenter
Q2 IT has assigned PM. PO expected Feb 15th. IT to install before March 31. Soft launch July 2019; complete Aug 2019.
Managed print o Implementation is intended for Q3, though full
implementation will likely take a few years.
Program Quality Carol Desilets Melissa
Townsend
Q3 Consultations with departments are substantially complete, Mapping in progress and report submitted to Ricoh Jan 31, 2019, testing of Papercut software currently underway in IT, Ricoh training and review of software Jan 31. Install date TBD once mapping and training complete. Important consideration will be class schedules and key dates within the institution. End TBA.
Prepare for AURORA software transformation o Processes and document procedures in areas such as
Food Services, Student Housing, and the Campus Store that interact with SRS, and FRS—are being reviewed for continuity with new software.
Program Quality Carol Desilets Mike Thibodeau
Marcus Molfenter
Ian Johnsrude Melissa
Townsend
Q3 Worked through systems, identified manual processes, met with Finance for further review of current processes and to develop a plan to address. Requirements for Unit 4 are being determined. End TBA.
Plan for Facilities–owned IT infrastructure renewal Program Quality Richard Lewis Q2 Have engaged MNP consulting Jan 2019 jointly with IT to begin business case for AEST funding consideration.
Implement preventative maintenance system and process Program Quality Richard Lewis Q4 Training, structure, communications and
7 Administration and Finance Divisional Initiatives - April 2019
SUPPORTING INITIATIVES Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
implementation of Preventative Maintenance program.
Replace POS Terminals in Cafeterias (300 and 185) Program Quality Carol Desilets Q2
Rearrange Servery to better meet cafeteria customer demand in B300
Program Quality Carol Desilets Q2
Develop Facilities Services and Campus Development (FSCD) 5-year Labour Plan and Implement
Program Quality Richard Lewis Burke
Gulbranson Brandon
Dallamore
Q1
RFP/onboard new security service provider Program Quality Mark Egan Q1
Develop elevator capital maintenance plan Program Quality Brandon Dallamore
Q2
Project Management Software Tool sourced Program Quality Drew Taylor Q2
LED Exterior Lighting Project completion Program Quality Brandon Dallamore
Q1 Anticipated start April 2019/20.
Water Conservation Upgrades Program Quality Brandon Dallamore
Q2 Water cooled condensing fridge upgraded with air cooled system. 3 remaining to be converted 2019/20
5. COMMUNITY ENGAGEMENT
Develop Milner Gardens Capital Maintenance plan Community Engagement
Richard Lewis Q1
6. INSTITUTIONAL EFFECTIVENESS
Active employee engagement and cultural improvement Institutional Effectiveness
Richard Lewis Carol Desilets
Q4
Training opportunities to contribute to the development high performance teams
Institutional Effectiveness
Richard Lewis Carol Desilets
Q4 Ancillary Services has implemented a multi- year customer service training which concluded September 2018. Currently developing a staff survey to identify future training requirements.
8 Administration and Finance Divisional Initiatives - April 2019
SUPPORTING INITIATIVES Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
Survey expected to be completed by March 31, 2019.
Update Policy 44.06 and 44.06.001 Rental of University Facilities o This procedure may shift to an operating procedure
and clearly outline matters such as (but not limited to) how students/staff rent facilities, who has authority, and notice to impacted parties.
Institutional Effectiveness
Brett Gnenz Richard Lewis Carol Desilets
Q3
Update policy 51.01 Food Services Institutional Effectiveness
Brett Gnenz Q4
Update policy 44.17 Audio/Visual Security Institutional Effectiveness
Brett Gnenz Q4
Implement priority facilities upgrades per Universal Access Committee aligned priorities
Institutional Effectiveness
Richard Lewis Q4
9 Administration and Finance Divisional Initiatives - April 2019
IT INFRASTRUCTURE
SUPPORTING INITIATIVES (See Appendix A, page 16) Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
1. STUDENT LEARNING, ENGAGEMENT AND SUCCESS
No specific initiatives identified
2. ACADEMIC COMMUNITY
Support the development of the VIU People Plan Academic Community
Darren Eveleigh TBD
People and Team development to support digital transformation (funding dependent)
Academic Community, Institutional Effectiveness
Darren Eveleigh Q4
IT Values development (funding dependent) Academic Community, Institutional Effectiveness
Darren Eveleigh Q2
3. INDIGENOUS COMMITMENT
• No specific initiatives identified
4. PROGRAM QUALITY
• A Number of Initiatives Align with Program Quality and Institutional Effectiveness; they have been included under Institutional Effectiveness
5. COMMUNITY ENGAGEMENT
Search Engine Optimization (SEO) Project Phase 2: cross-institutional cooperation and collaboration
Web Services Integration
Community Engagement
Michael Carpenter Q4
6. INSTITUTIONAL EFFECTIVENESS
Review, refine and where needed create processes for external project requests with an IT component
Institutional Effectiveness,
Program Quality
Lyndon Allbury Q2
Identify and communicate to clients, resource limitations and other considerations in response to the overwhelming number of service requests
Institutional Effectiveness,
Program Quality
Lyndon Allbury Q4
10 Administration and Finance Divisional Initiatives - April 2019
SUPPORTING INITIATIVES (See Appendix A, page 16) Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
Retire old infrastructure and applications o Admin/Gov unit migrations to Drupal WCMS o End-of-life for Catering, Mariners, Job Request
System, Building Area Summary and Floor Plan Summary, Facilities PDF forms, etc.
Institutional Effectiveness,
Program Quality
Michael Carpenter Q4
Web Forms – FIPPA compliance Institutional Effectiveness
Michael Carpenter Q4
Develop migration plan off hosted platform (Pantheon) Institutional Effectiveness
Michael Carpenter Q4
Backup solution for websites Institutional Effectiveness
Michael Carpenter Q4
Create an IT Technology Service Catalog Institutional Effectiveness,
Program Quality
Darren Eveleigh Q4
Remediate high risk and duplicate services and systems Institutional Effectiveness
Darren Eveleigh Q4
Upgrade student computers (Student Services Fee) within funding constraints
Institutional Effectiveness,
Program Quality
Arwen Schewe Q4
Upgrade employee computers Institutional Effectiveness,
Program Quality
Arwen Schewe Q4
Support Classrooms Technology Standards Pilot Institutional Effectiveness,
Program Quality, Academic
Community
Darren Eveleigh Q4
Support the implementation of the Managed Print solution including upgrade student printing
Institutional Effectiveness
Lyndon Allbury Q4
Project Borealis – Network Remediation Phase 2 Institutional Effectiveness
Karl Childress Q4
11 Administration and Finance Divisional Initiatives - April 2019
SUPPORTING INITIATIVES (See Appendix A, page 16) Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
o Project Borealis – End User Device Delivery Strategy Institutional Effectiveness
Karl Childress Q4
o Server Remediation and Sustainability Institutional Effectiveness
Karl Childress Q4
Support IT internal projects as required by each IT Team Institutional Effectiveness
Lyndon Allbury Q4
Refine Web Governance processes Institutional Effectiveness
Michael Carpenter Q4
Enhance site outcomes through a better user experience and Accessibility initiatives
Institutional Effectiveness
Michael Carpenter Q4
Improve/refine standards and best practices for web editors
Help Desk frontline support (training and knowledge transfer)
Institutional Effectiveness,
Academic Community
Michael Carpenter Q4
Build relationships with the VIU community as a foundation for the Change Management process
Institutional Effectiveness,
Program Quality, Academic
Community
Lyndon Allbury Q4
Staff Training: Cyber Security Training, Cloud (AWS Certification)
Institutional Effectiveness
Michael Carpenter Q2
Update IT Risk Assessment Institutional Effectiveness
Darren Eveleigh Q1
Develop and streamline team, departmental, and institutional processes
Institutional Effectiveness,
Program Quality
Darren Eveleigh Q4
Implement right sized VIU Disaster Recovery Plan Institutional Effectiveness
Darren Eveleigh Q2
Continue Cyber Awareness Training Roll Out Institutional Effectiveness
Darren Eveleigh Q2
Finalize IT Security Response Plan (Pending BCNet Shared Security Officer)
Institutional Effectiveness
Darren Eveleigh Q2
12 Administration and Finance Divisional Initiatives - April 2019
SUPPORTING INITIATIVES (See Appendix A, page 16) Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
Develop policy framework for IT Responsibly Use and Security policies (Pending BCNet Shared Security Officer)
Institutional Effectiveness
Darren Eveleigh, Andrew Speed
Q4
13 Administration and Finance Divisional Initiatives - April 2019
IT ENTERPRISE SYSTEMS
SUPPORTING INITIATIVES Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
1. STUDENT LEARNING, ENGAGEMENT AND SUCCESS
Support Federated Identity Management Student Learning, Engagement &
Success
Andrew Speed Darren Eveleigh
Q1-Q4 Single Sign on prototyped and working for UBW. In progress for
other systems (Recruit, U4SM)
2. ACADEMIC COMMUNITY
No specific initiatives identified
3. INDIGENOUS COMMITMENT
No specific initiatives identified
4. PROGRAM QUALITY
No specific initiatives identified
5. COMMUNITY ENGAGEMENT
No specific initiatives identified
6. INSTITUTIONAL EFFECTIVENESS
Assess and communicate Enterprise Systems capacity to deliver service
Institutional Effectiveness
Andrew Speed Dan Brydges
Q1-Q4 On-going
Prioritize project AURORA assignments according to project team directives from functional units.
Institutional Effectiveness
Dan Brydges Q1-Q4 On-going
Update and publish 3 year Enterprise Systems roadmap Institutional Effectiveness
Andrew Speed Darren Eveleigh
Q1 Not yet started
Migrate required functionality off of legacy system and onto new technology (Project AURORA will facilitate this)
Institutional Effectiveness
Dan Brydges Q4 Partially complete
Represent Enterprise Systems within context of project AURORA
Institutional Effectiveness
Andrew Speed Q1-Q4 On-going
Integrate required existing systems with new ERP (AURORA)
Institutional Effectiveness
Dan Brydges Q4 In progress
Support functional units in implementing AURORA components
Institutional Effectiveness
Andrew Speed
Q1-Q4 On-going
Take lead in workflow, reporting, and data migration; and train functional units as needed for AURORA
Institutional Effectiveness
Dan Brydges Q3 Data migration is substantially complete. Workflow and reporting
work in progress
14 Administration and Finance Divisional Initiatives - April 2019
SUPPORTING INITIATIVES Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
Create web server redundancy for Teaching Learning and Administrative Systems (TLAS)
Institutional Effectiveness
Dan Brydges Q3 Redundant web server is built, working on logistics prior to
implementation
Support the implementation of the Managed Print solution
Institutional Effectiveness
Dan Brydges Q4 In progress – IT supporting Ancillary led project
Create strategy to provide continued access to legacy data after go live of AURORA
Institutional Effectiveness
Dan Brydges Q4 Investigating strategies, in discussions with functional units
Assess cost-effective options for institutional data not stored in AURORA
Institutional Effectiveness
Andrew Speed Dan Brydges
Q4 Have a high level strategy, have not yet put together a detailed plan
Establish institutional data standards through the data standards working group.
Institutional Effectiveness
Andrew Speed Q1-Q4 On-going
Assess new technologies and scan environment for opportunities to keep abreast of technological change. I.e. Cloud integration platform
Institutional Effectiveness
Dan Brydges Andrew Speed
Q1-Q4 On-going
Make team building, internal communication, and transparency a priority
Institutional Effectiveness
Dan Brydges Q1-Q4 On Going
Develop coding guidelines to improve software maintainability
Institutional Effectiveness
Dan Brydges Q3 In progress
Develop policy framework for IT Responsible Use and Security policies
Institutional Effectiveness
Andrew Speed Dan Brydges
Darren Eveleigh
Q4 To Be Scheduled
Develop AURORA milestone upgrade process Institutional Effectiveness
Dan Brydges Andrew Speed
Q1-Q4 Will work with Project AURORA team and functional units to create
repeatable upgrade process
15 Administration and Finance Divisional Initiatives - April 2019
FINANCE
SUPPORTING INITIATIVES Academic Plan Objective
Accountable Lead
Completion Target
Quarter
Status
1. STUDENT LEARNING, ENGAGEMENT AND SUCCESS
Development and implementation of Finance portion of AURORA Student module.
Student Learning,
Engagement & Success
Stephen Clements
Q4 IN PROGRESS
2. ACADEMIC COMMUNITY
No specific initiatives identified
3. INDIGENOUS COMMITMENT
No specific initiatives identified
4. PROGRAM QUALITY
No specific initiatives identified
5. COMMUNITY ENGAGEMENT
No specific initiatives identified
6. INSTITUTIONAL EFFECTIVENESS
Implementation and refinement of AURORA Finance module.
Institutional Effectiveness
Joanne Brocklebank
Q4 IN PROGRESS
Implementation and refinement of AURORA Payroll module.
Institutional Effectiveness
Tracy Zandee Q4 IN PROGRESS
Implementation of Contract Management program Institutional Effectiveness
Kathleen Hayden Q4 IN PROGRESS
Lead Vendor Management Training session to inform best practices around efficiently managing relationships with vendors and delivery of services
Institutional Effectiveness
Kathleen Hayden Q4 Material drafted, roll out on hold pending implementation of contract management program
Continue development of Enterprise Risk Management function/program
Institutional Effectiveness
Director of ERM Development will be a multi-year initiative likely spanning at least 5 years.
16 Administration and Finance Divisional Initiatives - April 2019
APPENDIX A
17 Administration and Finance Divisional Initiatives - April 2019
Appendix B
Divisional SWOT Analysis - 2019/2020
Strengths (Internal)
Weaknesses (Internal)
Positive culture
Strong, committed, capable team
Limited hierarchy – accessible Senior Management Group and supportive Senior Management Group
Management in division supports “right sizing” positions; this also provides opportunity for staff growth
Internal communications capacity has been added
Provide open access to education and provide education that is of a high caliber
Support for professional development and skilling up
Embrace value-based approach to decision making Focus on student success
Increased strategic alignment across divisions
Risk Management capacity has been hired to build competency
Demonstrated customer service orientation
Mindful leadership team
Hands on team to getting things done
Investing in collaborations with other areas of the university
Leverage web as a recruitment tool
At a Tipping Point o Staff fatigue o Vulnerable o Compensation being used to assess value (some
progress has been made here)
Succession planning and orientation for new staff is inconsistent and insufficient
Workload is not sustainable
“Enterprization” in progress but not done – standards, processes, policies
Meeting / communication ineffectiveness
Capacity planning
Priorities are not always clear (at a higher level); more opportunities than resources to deliver
Lack of governance around IT and Facilities resources and demand
Lack of resources to “do everything” – funding, buildings, people, systems
Initiatives that cause risk for VIU being undertaken - both “under the radar” and “in plain sight”; some of these are being undertaken in isolation
Maintenance deficit impacts student experience
Lack of evaluation of initiatives, once complete
Culture of complacency in promoting VIU programs triggered by how we have always done things - could be addressed by leadership competency
Lack of commitment to brand standards
APPENDIX B
18 Administration and Finance Divisional Initiatives - April 2019
Opportunities (External)
Threats (External)
Digital Transformation – Cloud solutions, Intranet, Internet, Marketing Technologies
Leadership capacity and managerial competency – supported by policy and hiring practices
Leverage capital projects
VIU Initiatives Trust
Renovate cafeteria
Create Mariners’ Grill
Become a University Town
Ministry awareness and priority for IT remediation and for security
Leverage partnerships and philanthropic collaboration
Increased Campus life
Design and Implement Service Excellence Awards
Universal Access Committee external funding sources
Continue dialogue with Academy for flipped classroom, and blended and on-line course delivery
Continue dialogue with Academy for Third Semester
Investigate opportunities to partner for delivery of programs
External competition – staffing, facilities, services
Below market compensation
Government funding stagnation and unpredictability
Competition for students
Stagnant domestic enrolment
Changing student needs and expectations (for example, student residence, technology); inability to keep up
Reputational breach
Deferred maintenance backlog on physical infrastructure ($100M)
Currency and relevancy of programs
Lack of strategic enrolment management
Impact of geo-political directions on international enrolment
APPENDIX B
19 Administration and Finance Divisional Initiatives - April 2019
Appendix C
Divisional Principles - 2019/2020
Rigor of Realism (Live within our means)
Collaboration and consultation
Strategic prioritization to build capacity and long term sustainability (ROI)
Reflect total cost of ownership in estimates (needs to be a way of thinking)
Develop and enable behaviors of high performance teams
Create time and space to think and to innovate
Engage in trade-off conversations
Clarity of requirements Safety to challenge the boss
APPENDIX C