SACRAMENTO STATE
Administration & Business Affairs
REDEFINE THE POSSIBLE
2014/16 FAMILY GOALS
ADMINISTRATIVE OPERATIONS
ABA Goal
(Department goal will help advance this division goal) / Department Goal
(Desired result) / Targets
(Specific desired qualitative/
quantitative outcomes) / Action Plan
(Planned step-by-step approach) / Measures
(How you will gauge success) / Progress (quarterly)
Strengthen Customer Service / Improve publicizing information about AO functions, activities and processes via AO and Records Management websites / Update website information
On a regular basis e.g. sponsored functions / 1.  Meet w/AO staff
2.  Review AO & RM websites for content and analyze organization of information
3.  Enter updated information
4.  Maintain link integrity and information currency / Periodic Review
How many links corrected
How many new entries made / 5% - Have gathered photos of various events to post to AO website
Boost Process Efficiency / Improve communications for University Records Management for retention, storage and destruction/disposal of paper and electronic records / Complete department initiated Process Improvement Project / 1.  Review RM website for content and analyze organization of information
2.  Complete swim lane template for current process
3.  Establish process improvement committee / Number of calls and questions
Compliance with E.O. 1031
Periodic review of process / 5% - Met with College Resource Analyst to discuss process improvements, and website updates.
Boost Process Efficiency / Improve Committee Appointment Process / Complete department initiated Process Improvement Project / 1.  Meet with ASI Gov’t officials responsible for committee appts
2.  Speak with committee chairs
3.  Complete swim lane template of current process
Establish process improvement committee / Ease with which appointments are made
All parties are aware of the process
Number of calls and questions / 15% - Created and new committee appointment process, complete with process swim lane, and narrative.
AUDITING SERVICES
ABA Goal
(Department goal will help advance this division goal) / Department Goal
(Desired result) / Targets
(Specific desired qualitative/
quantitative outcomes) / Action Plan
(Planned step-by-step approach) / Measures
(How you will gauge success) / Progress (quarterly)
Sustain continuous high-performing operations / Develop a department audit manual / Electronic manual documenting the process and department operations / 1.  Develop an outline
2.  Begin working on sections
3.  Complete final wording
4.  Revise as necessary since these are live documents
5.  Provide examples and supporting documents / Completion of the action plan
Boost process efficiency / Evaluate and purchase audit software / Purchase and use of audit software / 1.  Obtain information from various vendors
2.  Sample the software
3.  Obtain feedback from other audit departments
4.  Purchase the software
5.  Utilize the software to improve efficiencies / Completion of the action plan
Strengthen customer service / Explore the use of the Chancellor’s Office Advisory Services to improve processes and assist the campus in projects / Meetings with OAAS and VPs on campus / 1.  Speak with various VPs/managers on campus
2.  Attend meetings with OAAS
3.  If advisory services are utilized, be involved as much as the audits / Completion of the action plan
Strengthen customer service / Develop a feedback survey for auditees to complete and to use for performance accountability / Online or hardcopy survey form for customers to complete on our performance / 1.  Decide on feedback questions
2.  Explore various online tools and how the results are provided
3.  Evaluate and decide on the best tool (online or hardcopy)
4.  Create the feedback medium
5.  Receive results
6.  Share results and use for performance accountability / ·  Completion of action plan
·  Improve results, if applicable
BUSINESS & ADMINISTRATIVE SERVICES
REPROGRAPHICS & MAIL
ABA Goal
(Department goal will help advance this division goal) / Department Goal
(Desired result) / Targets
(Specific desired qualitative/
quantitative outcomes) / Action Plan
(Planned step-by-step approach) / Measures
(How you will gauge success) / Progress (quarterly)
Boost process efficiency / Continue to explore new revenue streams and increase efficiencies / 1.  Increased revenues
2.  Shortened work processing times / 1.  Continue to market services to academic programs for student projects
2.  Explore options for student convenience (i.e., install credit card machine)
3.  Market capabilities of new equipment
4.  Host an open house and conduct outreach
5.  Replace obsolete equipment with more efficient technology and meets compliance requirements / ·  % revenue increase
·  % decreased man-hours
·  Compliance with U.S.P.S. / 90%
Strengthen customer service / Fully implement Storefront capabilities / 1.  Campus users submit work orders online
2.  Orders integrated with business system
3.  Automated typesetting in place / 1.  Work with vendor and IRT to resolve security issues
2.  Develop process for online submissions
3.  Communicate new process and benefits
4.  Launch campus storefront / Online Storefront submission process implemented for use by campus / 950%
SPQI
ABA Goal
(Department goal will help advance this division goal) / Department Goal
(Desired result) / Targets
(Specific desired qualitative/
quantitative outcomes) / Action Plan
(Planned step-by-step approach) / Measures
(How you will gauge success) / Progress (quarterly)
Strengthen customer service / Improve integrity of ABA-managed websites / Web searches produce accurate, current results, with no broken links or obsolete content / 1.  Continue to support removal of obsolete Policy Manual documents from the active website
2.  Create a schedule and process for reviewing and scrubbing websites routinely
3.  Communicate process to ABA web editors
4.  Follow-up with web editors to ensure compliance / 1.Initial project clean-up complete
2.Schedule and process developed and shared with ABA web editors
3.Demonstrated attention to routine clean-up / 80%
Promote teamwork and pride in ABA / Complete process for introducing new employees to ABA culture and organization / 1.  Orientation packet approved and ready for distribution
2.  Parallel website developed / 1.  Complete design, determine contents and recommend process for delivery
2.  Complete Orientation website / ·  Follow-up survey with new employees who have received Orientation materials
·  Management perspectives on success of new process / 100%
RESOURCE MANAGEMENT
ABA Goal
(Department goal will help advance this division goal) / Department Goal
(Desired result) / Targets
(Specific desired qualitative/
quantitative outcomes) / Action Plan
(Planned step-by-step approach) / Measures
(How you will gauge success) / Progress (quarterly)
Boost process efficiency / Develop an automated process for periodic review of division operating fund expenditures / Reduced year-end transaction adjustments due to errors and anomalies / 1.  Outline an optimum schedule for review
2.  Develop a process for extracting data from data warehouse to analyze accounts for errors, anomalies, or other issues with potential for over expenditure
3.  Resolve errors, anomalies, other, according to schedule to avoid year-end adjustments that could carry over to subsequent FYs / Year-end expenditures balance to budget / 30% - Finance Data Warehouse delayed to spring 2016.
BUDGET PLANNING & ADMINISTRATION
ABA Goal
(Department goal will help advance this division goal) / Department Goal
(Desired result) / Targets
(Specific desired qualitative/ quantitative outcomes) / Action Plan
(Planned step-by-step approach) / Measures
(How you will gauge success) / Progress (quarterly)
Strengthening Customer Service / Continuous improvement of the Budget Office website / Two year phased in process
Year 1: Investigate how to create “how to” web videos on budget related processes. Determine appropriate software and resource needs.
Year 2: Review appropriate or essential processes to highlight, create how to videos and post on our website. / 1.  Meet with IRT folks and determine the appropriate tools needed
2.  Provide training (if needed) to ABA’s Business Analyst
3.  Review and identify a process that will provide value and education to campus constituents
4.  Lay out the plans for implementation
5.  Create a proto-type and test by internal and external users (make modifications as needed)
6.  Add completed video onto web
Announce at BPRT / Track progress for each step in action plan
Provide a web comment section for feedback or input on videos or for new video requests
Use tracking statistics to determine the number of hits on the videos
Year 1: Investigate how to create “how to” web videos on budget related processes. Determine appropriate software and resource needs.
Year 2: Review appropriate or essential processes to highlight, create how to videos and post on our website. / 50% - Created a test video on preparing budget transfers. Will be re-recorded based on feedback. Planning on recording another video for the SACHR25 Position Management Report
Sustain continuous high-performing operations / Converting SacVault Business Processes and users to CFS Data Warehouse / Two year phased in process
Year 1: Identify SacVault processes to be converted. Determine changes and implement to make conversion work. Create training documents and use pilot group for testing.
Year 2: Finalize training documents and plans then train customers. Convert users to CFS Data Warehouse. / 1.  Review current processes and identify necessary changes required
2.  If required, modify business process to fit capabilities of alternative data warehouse
3.  Implement changes and apply in production, test and validate data
4.  Create training documents and work with pilot group to sort out issues and details
5.  Finalize conversion plan
6.  Communicate and train campus constituents
7.  Implement conversion in CFS data warehouse / Track progress for each step in action plan
Survey campus constituents to determine if conversion was successful
Year 1: Identify SacVault processes to be converted. Determine changes and implement to make conversion work. Create training documents and use pilot group for testing.
Year 2: Finalize training documents and plans then train customers. Convert users to CFS Data Warehouse. / 60%
·  CFS DW Phase II is in production. Final evaluation of capabilities is completed. Certain functional user business processes cannot be replicated in CFS DW (e.g. pulling budget journal source, which is indexed by campus division). For now, work with IRT to ensure Cognos query studio licenses are maintained
·  Task Force formed (Norman, Charlie, Stephen and Hai) to rollout CFS DW to campus end users. At the initial meeting, discussed requirements to rollout in Spring 2016
·  Training guides and accompanying videos completed, showing how to recreate Sac Vault reports in the CSU Finance Data Warehouse (FDW). Training website was created to house these items. Links to be publicized to end users in February.
Promote teamwork and pride in ABA / Gaining approval for the New Parking Structure and Building Financial Plan / Work with Facilities Services to obtain pertinent information
Develop a long term financial plan to support a new student housing building
Gain Board of Trustees (BOT) approval on the financial plan and obtain financing for the project / 1.  Collaborate with Facilities to obtain necessary information for financial plan
2.  Develop the long range financial plan and submit to Finance & Treasury for review and comments
3.  Implement any changes and resubmit to CO for BOT approval / Track progress for each step in action plan
If approved, the campus will be notified and will receiving project funding / 70%
·  Developed a viable preliminary financial pro forma for a new structure. Awaiting further details for the structure and the approximate size of the accompanying building.
·  Waiting for president to determine whether to proceed
·  Draft financial plans submitted to the Chancellor’s Office Finance and Treasury unit. The plans must be finalized in November since we are hoping to obtain Board of Trustees approval at the January 2016 meeting for Non-State Amend.
·  Chancellor’s Office Finance and Treasury (F&T) provided financial plan feedback and final changes were implemented. F&T were supportive of documents and will be part of the January Board of Trustees presentation (Amend Non-state).
New Goal
Boost process efficiency / Add Fund and Class to the “Short and Long Descriptions” of the CMS HR Pool ID fields / When HR Pool IDs are combined with a Department code they create a unique identifier. By renaming the Pool ID descriptions for each Department with the Fund and Class (if applicable) it will:
1.  Make it easy to identify the correct Pool ID when setting up a position
2.  Allow analyst to quickly verify the correct position on a Personnel Transaction Form (PTF) / 3.  Generate a list of Departments with Pool IDs to rename
4.  Manually change the long and short descriptions of each unique identifier (Dept with Pool ID)
5.  Maintain this process when setting up new Pool IDs going forward / Once the list to rename is generated, the budget staff will take on sections of the list to make the changes
Track progress on renaming quarterly until all is complete
Junior analyst will verify positions in HR system by timing and documenting process for both before renaming and after renaming to determine time savings / 60% - Generated a list of departments with Pool IDs to rename – 100% complete
New Goal
Strengthen customer service / Convert “multiple-positions” employees into one split position / Convert existing multi-position employees into one split funded position so that:
1.  Employees will receive one paycheck instead of multiple separate ones
2.  Benefit costs will be equally split among the funding sources instead of one fund incurring the bulk of expenses / 1.  Run HR query to determine employees with multiple positions
2.  Communicate with affected department(s) to identify the position number(s) to use for split funding
3.  Merge two positions into one by splitting the funding percentage appropriately
4.  Use this methodology on new split positions going forward / Once the list is identified, the analysts will proceed with the conversions
Track progress on the conversions until complete
Follow up in the Labor Cost Distribution process to ensure only one check is being produced and has split the funding appropriately / 100%
FACILITIES MANAGEMENT
ABA Goal
(Department goal will help advance this division goal) / Department Goal
(Desired result) / Targets
(Specific desired qualitative/ quantitative outcomes) / Action Plan
(Planned step-by-step approach) / Measures