Goals and Priorities
OUR DIVISION MISSION To be an essential university partner in
fulfilling UMKC's mission, vision, and goals by providing exemplary institutional
support services, systems, and infrastructure.
THE FINANCE DEPARTMENT MISSION To
be recognized leaders in the delivery of quality customer-driven fiscal
support services and business process, while providing a positive work
environment for our employees. Customer Service is our focus. Quality
results are our product.
We accomplish this through the innovative use of skills, knowledge, technology, a dynamic team approach and effective communication.
We strive to create a high quality work environment for our customers and employees built on the cornerstone of ethics, integrity, caring and respect.
THE VISION FOR OUR EMERGING FUTURE
Customer Service is our focus.
Quality results are our product.
We accomplish this through
the innovative use of skills, knowledge, technology, a dynamic team
approach and effective communication.
.
DELIVERING OUR VISION
As a Communicator:
Listening to our customers and partners to learn more
of their operational needs
Assessing and re-evaluating our performance based
on customer feedback
Learning/cross-training on internal functions
Providing information which empowers
our partners and customers
As a Resource Center:
Providing guidance and support rather than control
Empowering and maintaining a well-trained,
skilled workforce
Providing a challenging work environment
Providing information through the use of
technology and sound financial applications
As a Partner:
Marketing ourselves as an inclusive team player
Forming teams to solve problems across department lines
Setting the right example
Enhancing others self-worth
Empowering others through flexible application of financial operation
GUIDING PRINCIPLES
We live the UMKC and Division Values and are aligned with the following
guiding principles that lead us to achieve our mission and vision:
We focus on our customers.
We collaborate and work together to accomplish our goals.
We are a learning organization, continually improving UMKC and ourselves.
We are open and ethical.
The Finance Department 2006 Operational
Plan identifies five operational (action) goals that are aligned with
the Division of Administration and Finance and UMKC Strategic Goals.
(Each departmental goal has one or more best practice and strategic
action steps to accomplish our emerging future goals by 2006 with
measures of success). Our goals include:
Linkage of Finance Department
Goals to Division Operational Plan
Divisional Themes Finance
Department Goals Leadership in Action Develop Tomorrow's Leaders Today
Quality Customer Service Partner In Delivering A+ Services Supportive
Work Environment Field A Team Of Champions Process Effectiveness Optimize
Business Practices And Management Tools For Operational Efficiency
Responsible Resource Management Ensure Growth, Diversity And Flexibility
Of Our Resources Goal 1: Develop Tomorrow's Leaders Today
STRATEGIC OBJECTIVES:
Provide clear strong leadership to empower our employees to make a difference
Use training to change the culture and engage employees
Build a foundation of accountability
ACTION STEPS:
Be recognized as a source of expert knowledge that can be effectively applied to our broad base of customers
Enhance the awareness of internal controls and risk assessment reporting processes to ensure accountability
Monitor and ensure compliance with established policies, procedures and external reporting requirements
Encourage involvement in community support and volunteer activities
Provide for leadership and special team project opportunities for all employees
Develop management teams to review and monitor performance and internal audit reports and findings
PERFORMANCE MEASURES:
Shared mission, vision, values, and goals
Metric: Percentage of staff who understand our mission, vision, values, and goals and how their job contributes to UMKC's vision and goals.
Deployment of strategic teams
Metric: Collaborative strategic teams producing innovative solutions or breakthrough results
Leadership development
Metric: Hours of annual community involvement/volunteer activities
Goal 2: Deliver A+ Services To Our Customers
STRATEGIC OBJECTIVES:
Identify the Finance Department's current performance in meeting UMKC's customer expectations.
Maximize the efficiency of day-to-day operational activities.
Provide the highest quality of service to all internal and external customers.
ACTION STEPS:
Develop a forum for campus fiscal operational issues, reporting and training needs
Provide opportunities for a learning environment (both traditional and non-traditional) to ensure our customers have the knowledge, skills, and abilities needed to achieve responsible resource management
Deliver accurate, timely and consistent information by providing our customers with intuitive and flexible tools that are user-friendly
Develop internal and departmental cross training to increase coordination, teamwork and work performance
Implement a customer service certification program for all Finance Department employees
Implement the Budgeting for Excellence recommendations that address best practices in financial management, integrity and openness
PERFORMANCE MEASURES:
Overall customer satisfaction
Metric: Percentage of customers who are extremely satisfied with overall service provided
Service functionality
Metric: Percentage of customers who are extremely satisfied with the quality and functionality (i.e., accuracy, timeliness, consistency, dependability, accessibility, convenience) of service provided
Customer relations
Metric: Percentage of customers who are extremely satisfied with the quality and character of our staffs' interaction with them as individuals (i.e., responsive, courteous, professional, and competent
Goal 3: Field A Team Of Champions
STRATEGIC OBJECTIVES:
Build a Finance Department that attracts and retains talent.
Develop a Finance team with the right mix of skills and talents.
Enhance the expertise and professionalism of the Finance staff and provide recognition for their achievement.
Create a work environment that promotes employee motivation, initiative, and productivity and aligns individual and organizational goals.
ACTION STEPS:
Apply flexible working schedules and job-sharing opportunities for non-traditional working needs
Initiate self-directed work teams to identify and initiate process improvements
Sponsor diversity in the workplace training and leadership opportunities
Develop an Employee Recognition or Award Program (a.k.a. "The Wheaties Award") to acknowledge employee efforts and achievements
Utilize employee development to promote inclusiveness, collaboration and job security
Sponsor open communication among the department employees
PERFORMANCE MEASURES:
Employee satisfaction
Metric: Percentage of employees who are extremely satisfied with UMKC as a place to work
Metric: Percentage of staff who believe diversity in the workplace is actively supported
Employee performance/productivity
Metric: Unit specific productivity metric (process improvement)
Metric: Percentage of employees whose overall performance evaluations exceed expectations (i.e., above standards of satisfactory performance)
Goal 4: Optimize Our Business Practices and Management Tools
To Deliver Efficient Services
STRATEGIC OBJECTIVES:
Reengineer core business processes and management reporting to provide decision makers with relevant, forward-looking information.
Translate financial data into meaningful information.
Implement cost effective, value added business processes.
Assess and respond to the changing needs of our customers by creating and enhancing processes.
Assess and explore available technology to improve business processes.
ACTION STEPS:
Review critical business functions to promote streamlined processing, simplistic procedures and reduced workload, while ensuring accountability. Major focuses will include:
One-stop Customer Service Center for fee payment processing (collaboration with Parking, Housing, Bookstore, Telecommunications, etc.)
Accounts payable processing
Accounts receivable processing
Student loan processing and collections
Continuing education processing and collections
Cash collections
Develop means to understand customer needs in an effort to enhance relationships
PERFORMANCE MEASURES:
Process efficiency
Metric: Reduced cost
Metric: Reduced cycle time
Process effectiveness
Metric: Reduced process variability
Metric: Accuracy/error rates
Process impact (customer satisfaction/value-added)
Metric: Percentage of customers who overall are extremely satisfied with
our services
Comparative financials
Metric: Department's revenue and expenditures as compared to national standards or benchmarks
Goal 5: Ensure, Growth, Diversity and Flexibility Of Our Resources
STRATEGIC OBJECTIVES:
Manage resources to improve efficiency and promote growth.
Ensure the effective use of financial resources to support the institution's mission.
Contain cost and improve productivity.
ACTION STEPS:
Identify and develop new and enhanced revenue streams for the department and the entire campus. Major focus will include:
Develop a new cost recovery model for campus auxiliary and enterprise-like funds
Identify new and enhance existing revenue opportunities for finance and other campus departments
Monitor and enhance revenue and expense forecasting
Develop a framework for the implementation of a multi-year Campus Capital Improvements Program for improved long range planning (collaboration with Campus Facilities and Information Services)
Implement Save Money and Resources Today (SMART) Teams to review existing practices to promote organizational efficiencies, potential cost savings and enhanced revenue opportunities. Major focuses will include:
Reduce business process costs through e-commerce
Eliminate unnecessary duplication of administrative costs
Examine outsourcing opportunities
PERFORMANCE MEASURES
Revenue growth and diversification
Metric: Increase (Decrease) and diversity of department and campus revenues
Allocation ratio
Metric: Department expenditures as a percentage of total division expenditures
Comparative financials
Metric: Department's revenue and expenditures as compared to national standards or benchmarks
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