Vancouver Island University Vice-President Administration and Finance Division Plan Goals and Status as of September, 2013

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1 This is a living document for the Administration and Financial Services Division (AFSD) which identifies the AFSD s key initiatives that support VIU in achieving the vision expressed through the Academic Plan which forms the foundation for the University s comprehensive integrated planning framework. The AFSD includes: Office of Vice President Administration and Finance, Financial Services, Human Resources, Information Systems and Technology and Infrastructure (Facility) and Ancillary Services. Many initiatives and projects are consultative and undertaken in four phases; a) current state assessment (CSA) and/or needs assessment, b) plan development, c) implementation, and, d) operationalization (project close hand-off to functional area). STUDENT LEARNING AND SUCCESS 1 Enhance and Optimize the Student Experience (Ancillary Services) Manager Ancillary Operations and Capital Planning Divisional Lead (Advocacy): Vice President Administration and Finance (VPAF) a. Ongoing b. Ongoing c d. June 2014 e f a. Review Business operations (growth potential, financial viability, including pricing and service demand) b. Increase utilization of student housing within summer months c. CSA of supply chain activity within faculties (for student supplies) d. Enrolment Management Committee work expected to identify operational opportunities to be evaluated e. Create a shared Vision for Food Services: Balance between Culinary Program and Student/Community Food Service Explore potential for commercial venture(s) on University lands. f. Complete: (1) needs assessment for Student housing (2) Plan a. Ancillary operational reviews 75% complete b. Financial analyses of existing ancillary services have all been reviewed. Reviewed printing and duplication resulted in updating equipment and software, as well as, leveraging internal capacity by picking up contracts with partners such as the School District. c. Events Manager work has resulted in returning revenue level to prelabour action levels. Further opportunities are being explored. d. Science and Technology Faculty student supply chain activity used as pilot CSA. Pilot plan developed, implementation of pilot expected Sept e. Manager Ancillary Operations participates on Dir. Enrolment Management s committee for Services and Student Experience. f. Meeting planned with Dean of Trades to begin work to define the balance between delivery of the Culinary Program and delivery of campus food services i) Marketing sounding completed, however, the scope of the review was limited, further work required. ii) Student housing needs assessment is being initiated. Draft Scope of Work identified, which is ready for confirmation with stakeholder group. Page 1 of 10

2 2 Enhance and Optimize the Student Experience (Facilities) -- Executive Director Infrastructure and Ancillary Services 3 Secure Capital Funding VPAF; Executive Director Infrastructure and Ancillary Services and Director Information Technology and CTO Divisional Lead (Advocacy): VPAF a. Ongoing b. Ongoing c. Ongoing d. Ongoing a. March 2013 b. Ongoing c. Fall 2013 d. Spring 2014 a. Grounds b. Capital Projects c. Sustainability d. Safety a. Develop draft concept on top 3 b. Opportunity Assessment for IT c. Support / participate on Capital campaign d. Develop a committee consultation framework e. Master Plan review complete a. Grounds: New concrete pathways (Lot N): Nanaimo Campus upgraded landscaping and entrance signage; repainted parking lines and stair noses. b. Capital Projects: Replaced life safety alarm system (first step to integrate campus mass notification system); upgraded parking ticket dispensers and accessibility to dispensers; building 305 elevator upgrade; Code Blue assistance phone upgrade; Providence Farms project complete; Cowichan Trades project in progress; numerous internally funded renovation projects. c. Sustainability: Exterior lighting design and tender package out; completed plan for replacement of end of life building automation systems; added bike park to west Nanaimo campus and completed water station fill project. d. Safety: initiated 100 meter emergency evacuation protocols for buildings with high combustible gas (bldg. 130); bldg. 110 exhaust system with fall restraint upgraded; completed confined space audit and entry/rescue plan; Safety Committee completed safety manual. a. High level concept work complete on top three. b. Completed business case identifying a 4-yr capital investment of $23.7 million and an annual increase in operating of $4 million to undertake necessary upgrades and transformational initiatives to modernize VIU s technology. c. Considerable work done to align messages within all planning and reporting documents (5 year plan, accountability report, briefing notes, etc.) d. New processes identified for submission to the Ministry for Capital projects greater than and less than $250K. Executive Director IAS working on internal process, as well as, consultation processes. Page 2 of 10

3 4 Institutional and Operations Alignment for IT System Transformation Director Information Technology and CTO 5 IT System Transformation Director Information Technology and CTO Divisional Lead (Advocacy): VPAF a to 2015 b. TBD c. March 2014 d e. TBD a b. TBD c d. December 2013 e a. IT governance structure b. Proceed to detailed current state and needs assessment for Network Infrastructure, IS, Classroom Technology, Emergency Notification System and Support c. Information Technology Services structural review d. Project Management Structure e. Prioritized Roadmap a. Network redesign to meet capacity, resilience and security needs b. Telephony TBD c. Wireless: high capacity/highly available ubiquitous coverage (2-year project) d. Operational high speed network connection to the BC Research and Innovation Network. e. Enhance and optimize the entire student experience f. Current State Assessment (CSA) and development of end-state vision g. Develop a plan for both CIEL and IT to align priorities and resourcing h. Implementation of elements in priority order (reliant on funding) i. Operationalization a. The foundational IT governance model and terms of reference have been developed and endorsed; it includes the establishment of Information Technology Stewardship Council (ITSC). Currently in the process of initializing ITSC and development of supporting elements. Expect ITSC to be fully functioning March b. High level work completed to support capital funding campaign. CSA work planned for early c. Initialization of the review process will begin fall d. Secured.5 FTE Project Management Office resources in 2013/14 budge additional resources requested carried forwarded into IT departmental review scope of work underdevelopment, expect review results within 2013/14 fiscal year to guide establishment of PM structure/office. e. Standard roadmap template under development. a. Network architecture redesign plan completed. Initial steps of implementation in progress (4 year implementation plan.) b. Telephony project in initial phase: obsolesce issues are being managed as they occur while the CSA is being completed. c. Wireless: Current coverage in internal spaces: Parksville 20% ; Powell River Campus 37%: Nanaimo Campus 38%; Deep Bay 50% and Cowichan Campus 53%. CSA completed and RFP under development for services/technology suppliers. d. Funding has been identified and planning work with BCNet, the operator of BC s Research and Innovation Network, has been underway for some time. Installation of the link is expected to be completed in late fall, e. i) A precursor to the CSA and end state vision was the development of the foundational IT governance model endorsed in Sept that established the IT Stewardship Council (ITSC.) ii) A supporting prioritization framework will be developed Fall iii) IT and CIEL are currently building the CSA and end state vision work plan. Complete gap analysis. Page 3 of 10

4 ENHANCING COMMUNITY 6 Attracting and Retaining High Quality Personnel Executive Director Human Resources 7 Develop a Sustainable System of Employee Recognition and Evaluation Executive Director Human Resources (HR) 8 Transparency of Financial Information a b. Ongoing c. Ongoing Ongoing a. Leadership Development b. Management Skill Development c. Employee Development Evaluative process based on faculty work has started by defining faculty work as per Academic Plan Action #12. Ongoing a. Accrual accounting in budgets and actual All fund financial reporting Showing gross rather than net Budget, quarterly and year-end information in same format Included Department by department results b. Realign budget process timing to support reporting requirements c. Broader access a. Committee established from Presidents Council, to work with Exec. Dir. HR on leadership competencies. b. Budget and financial acumen training initiated by Financial Services in decanal areas; ongoing access provided as required. c. Professional development and career growth opportunities supported consistent with VIU core values articulated in the Academic Plan. Exec. Director HR is regular attendee at Provost Council and has successfully integrated into the working committees related to this work. Exec. Dir. HR is providing advice to the Senate Working committee. Complete: with ongoing support for sustainment. a. Faculty /Department Quarterly reporting. Quarterly reports with inclusion of symbols to denote status (watch or OK) and overall financial dashboard. Budget memo back to budget holders (closing the loop). Budget at a glance to communication. Three year financial analysis for budget holder in July for fall planning. Completion of transition to PSAB complete with transitional Page 4 of 10

5 9 Foster an Environment of Positive Employee Relations : Strengthening Employee Relationships and Engagement -- Executive Director Human Resources Ongoing a. Improve relationships with all employee groups b. Transparent, timely and thoughtful issue resolution c. Supporting strong human resource practices information to support understanding. b. Budget approval aligned to March from June. c. Web available or broad distribution as appropriate. a. Concluded collective agreements. b. High functioning labour management committees; reduced grievances and arbitrations. c. Supporting strong leadership with change management, organizational design and timely issue resolution. INSTITUTIONAL QUALITY 10 Improve Information Available to Support Planning and Decision Making Ongoing a. Support information needs of Summative Assessment process and create new reports where gaps exist Completed the following: Budget Office worked with University Planning and Analysis to support information for Summative review completed in Budget includes financial with comparatives for each budget accountability Quarterly reporting fully implemented and follow up analysis, dashboard added to quarterly financial reporting. Budget Office provided three year analysis with budget working papers and reports were released to budget holders in July for the planning cycle. OVPFA, Financial Services and Human Resources worked with Page 5 of 10

6 11 Develop Structure and Support for Entrepreneurial Activity Divisional Leads: Director Financial Services, Mgr. Business Opportunity and Mgr. Purchasing 12 Build a Risk Management Culture a b Approval by Sept 2012 Presented May 2013 a. Incorporate framework into existing polices and identify policy gaps b. Establish Entrepreneurial Opportunity Planning office c. Implementation of structures and policies a. Institutional Risk Management Policy & Framework b. Institutional Risk reporting c. IT Risk Monitoring & Mitigation d. Financial Risk Monitoring and Mitigation e. Facilities Risk Monitoring and Mitigation f. Ancillary Risk Monitoring and Mitigation University Planning and Analysis to provide a work in progress institutional dashboard supporting the Academic Plan. OVPFA, Financial Services and Human Resources worked with Executive Director University Relations in the completion and publication of the first VIU Economic Impact study. Consolidation of the Statement of Financial Information (previously known as the Public Bodies Report) into one disclosure- posted online. Human Resources reworking of executive salary disclosure report. a. Completed. b. Entrepreneurial Opportunity Planning office established as an outcome of the CCS restructure. Two member staff complement in place and office website information completed. c. Mandate and support framework and tools reviewed and presented to several internal committees and functional areas. Pilot work moving to review for evaluation. a. Policy approved by June,2013 Presentation of risk management framework throughout the University community and Risk Management page now on Website; which links policy, framework tools and various other elements together. b. Institutional risks identified through consultation; Institutional Risk report presented to the Board, May Semi-annual update planned. c. IT: Annual IT Security Audit: mitigation actions included in IT operational plans and reports. Participated in auditor General s IT internal control review and based on results have prepared plan to respond areas of improvement, Page 6 of 10

7 13 Redefine the Learning Environment Director Information Technology and CTO 14 Build Regional Connectivity Director Information Technology and CTO a. Balance of 2013 to March 2014 b. April 2014 kick-off c d. Post 2016 a b. TBD a. Inventory current physical & digital learning spaces b. Develop an upgrading and maintenance plan based on identified priorities c. Implementation of plan d. Ongoing operationalization a. Develop and implementation of a Web Service Plan: CSA and Needs Assessment to inform development of the plan (Complete) Web Services Strategic Plan and architecture definition (complete) Phased implementation plan (underway) Operationalize in phases b. Inventory digital and physical connections and spaces with regional communities & educational partners and collaborate on standards IT Disaster Recovery Plan: Four year implantation strategy completed (specific tactics identified within IT operational plan). d. Finance: Risk framework included within Financial Planning and reporting. Compliance certification reporting implemented within Financial Services. e. Facilities: Risk framework incorporated within all major capital planning and monitoring. f. Ancillary: Risk management framework incorporated within operational reviews. a. Assigned accountability of CIEL will require IT support and resources. Completion of high-level work plan underway to document the comprehensive inventory of physical and digital learning spaces. Inventory to commence October 2013 with completion anticipated early spring. a. The CSA and needs assessment were undertaken by a 24 person committee to provide input that informed development of the Plan. The comprehensive Web Services Strategic Plan was completed and posted to the Integrated Planning site in May Phased implementation plan under development with early phase priorities actively being implemented (simultaneous); transition to new architecture in progress with completion expected spring b. Added from IT Plan: Limited activity to date - activities on this item to be looked at in The Web project and high speed connectivity will support this initiative. Page 7 of 10

8 15 Foster Sound Governance and Financial Management VPAF 16 Build Recognition of Institutional Quality 17 Implementation of Academic Plan and other Integrated Plan Deliverables. Ongoing Ongoing Ongoing Provide leadership as CFO for sound governance and financial management through active communication, transparency and accountability. Actively engage In leadership in post-secondary sector activities, initiatives within our communities, provincially and nationally. Active engagement within areas of responsibility on intuitional issues to ensure active communication, transparency and accountability while supporting the implementation of various parts of the Integrated Planning Framework, in particular, the Academic Plan and the Strategic Resource Plan (Budget). Significant number of activities over the past year including changes to reports, oversight over materials going forward, follow-up on issues as required. Support to Board of Governors and Board Committees. Support Senate and Senate Committees Financial orientation sessions for Board members also added Feb Participation and/ or leadership in many areas including but not limited to: Council of Western Financial Logistical Operational Personnel; British Columbia Association of Institutes and Universities; Canadian Association of University Business Officers; Provincial Administration Service Transformation Project;Canadian Payroll Association; Supply Chain Management Association; National Institute of Government Procurement; Pacific Rim University Finance Officers; Western Finance University Officers; Campus Stores Canada; Canadian Campus Universities Food Services Association; College and University Print Management Association of Canada; National Association of Campus Auxiliary; Services; and Association of Campus Housing Officers International. Divisional Plan complete and currently operational as a living document. Administration and Finance Council members provide updates on Progress to plan annually. Director /Manager Meetings focus on progress on objectives, or realignment of objectives, in addition to operational issues. Support the Provost and others such as the Dir. Enrollment Planning (Enrolment Management Plan) by aligning divisional goals to support implementation of the Academic Plan and other Integrated Plan deliverables. Page 8 of 10

9 INSTITUTIONAL EFFECTIVENESS 18 Aligning Administrative Services for Effectiveness (support achieving institutional objectives) and Efficiency (optimizing the investment made by the institution) by Improving Communication among units, enhancing collaboration and implementing transformative ideas. Ongoing a. Policies: Sustainable Policy renewal b. Post-Secondary Sector and the Ministry (AVED) joint Administration Service Delivery Transformation (ASDT) project to achieve efficiencies by leveraging Sector c. Succession and leadership capacity d. Payroll (Implementation phase): automation of accrual accounting for all banks (Vacation, over time, overload etc.); leave management; integrate sick leave system with leave management system; and process review regarding appointments. e. Actively manage benefit administration to support early intervention, return to work and mental health initiatives. f. Others Administrative effectiveness or efficiencies (identified within area operational plans). a. Policy Plan: concluded CSA with division (identified what was working & areas for improvement); prepared a framework for policy development; received support of Secretariat to implement policy framework as pilot for Administration Division. b. ASDT: Deloitte report Tier 1 &2 projects have been put into nine project groupings, two of the nine groupings have sub project teams identified as well. Project sponsors have been chosen, project teams assembled and project proposals are under development. The new ASDT Collaboration Office facilitates and supports sector-wide collaboration including tracking progress and reporting out on the status of ASDT projects. For more information please visit: e.htm c. Succession and Leadership capacity: High level divisional review in progress and operational optimization reviews in IT and Infrastructure and Ancillary Services with anticipated completion by fiscal year end (March 2014). d. Payroll Project: Documentation has been created for all key processes. Separation of Benefit on-boarding and moved from Payroll function to HR final stage of aligning resources will occur in e. Phase II of implementation scheduled to begin late 2013 for automated leave systems and accrual accounting for vacation, etc. Benefits management at the CSA stage. f. Others: Western Student Housing implemented StarRez software which has streamlined services to WSH. WSH Financial Operations review and implementation of changes complete April WSH financial operations (excluding summer hotel revenue) moved to VIU financial systems. Security, Parking and First Aid service review complete, process of onboarding new service provider in progress. Page 9 of 10

10 Review of beverage and vender service complete and conversion with new provider in progress. Result includes new funding for scholarships and gym/athletic program equipment. Registered both the international and domestic high school as charitable organizations Completed process review and improvements for tracking government funding within disability services. Streamlined travel expenditure processing discontinued use of personal credit cards when a Purchasing card is available Cashiering internal Controls review complete and implementation of enhancement to internal controls as recommended has been substantially complete. Contract Framework Process and tools and policies posted online, presentation have been made to Provost and Administration & Finance Councils. Develop faculty PD banking process completed March Effective April 1/2012 tracked as individual banks through payroll. OH&S roles and responsibilities review underway. Security roles and responsibilities review to follow in concert with OH&S review. HR restructuring, alignment of roles to support areas. HR has implemented changes to Admin job evaluation process. This aligns with work in areas where we are seeking to define roles, responsibilities and accountabilities more clearly. IT implemented staff development and learning plan process. Objective is to align staff development to equip staff to support IT transformation. Page 10 of 10