Past Administration and Finance Strategic Plans

Since Fall 2017, the Division of Administration and Finance has created and published strategic plans. Highlights of our past strategic plans are detailed below.

Past Plan Summaries

2022 Strategic Plan

Read the 2022 Strategic Plan

Read the 2022 Strategic Plan Update and Closeout

2019-2022 Strategic Plan

In Winter 2019, our division met to develop our 2019-2022 Strategic Plan. The majority of the plan's goals were met by September 2021.

Read the Fall 2021 Strategic Plan Update and Closeout

Strategic Directions

Morale & Teambuilding

Summary

The employees within the Administration and Finance Division are our greatest resource and improving morale and team building remains a critical focus area of our strategic plan. The goals and action steps outlined below support this direction by recognizing exemplary employees, fostering effective teamwork, and implementing an ongoing survey of employee engagement to measure our success.

2019–2022 Goals
Goal Description	Target Date
Finish Implementation of the First Year of the Service Award Program	Sept. 2019
Promote Training to Supervisors on Promoting Effective Teamwork and Bolstering Morale within Departments (with Staff Development and Retention)	Sept. 2022
Implement Second Year of the Service Award Program	Sept. 2022
Evaluate and Propose a “Cardinal Friday” Program to Foster Greater Morale and Team Spirit	March 2022
Research and Develop Recommendations for Recognizing Employees with Longstanding Service to the College	Oct. 2021
Develop and Implement an Administration and Finance Employee Engagement Survey	March 2022

2019–2022 Updates
Milestone	Date
The First Year Service Award was presented to three recipients at the Summer Picnic. The plaque is pending installation on the 9th Floor of Kehoe.	June 2019
Facilitators from Morale and Teambuilding and Retention and Staff Development met to determine specific areas where current employees can gain experience on particular topics (Conflict Resolution, Diversity/Empathy, etc.). A certificate program was discussed allowing supervisors to earn badges after the completion of courses.	Oct. 2019
Research for the “Cardinal Friday” initiative is moving forward earlier then expected due to recent funding becoming available.	Oct. 2019

Retention & Staff Development

Summary

Capitalizing upon our staff is not just a matter of fostering morale and teamwork; it also requires effective staff development and retention efforts. The goals and action steps outlined below support this direction by creating departmental employee retention plans, supporting employee mentoring, and implementing an ongoing customer service and supervisory training programs.

2019–2022 Goals
Goal Description	Target Date
Each Department will create a plan to retain and develop current employee talent and ensure business continuity	July 2021
The Retention & Development team will develop a Mentorship Program in collaboration with the Morale and Teambuilding team to provide support for new professional employees	July 2020
Promote training for customer service skills such as Conflict Resolution, Communication, and Diversity/Empathy	Sept. 2022
Promote training for supervisory skills (such as Conflict Resolution, Communication, Diversity/Empathy, Effective Leadership, and Supervisor Essentials) in collaboration with the Morale and Teambuilding team	Sept. 2022

2019–2022 Updates
Milestone	Date
Reminders to all A&F Department Heads were sent out reiterating the September 1st deadline for their summary on how to retain and develop employee talent and business continuity within their department.	July 2019
Different models from multiple agencies were analyzed with preference leaning towards the SUNY RF Model. A sub-committee is being formed for this initiative to continue to move forward with the implementation of the Mentorship Program.	Oct. 2019
Training options for Customer Service Skills training are being explored mainly through the State Learning Management System (SLMS) and the unions.	Oct. 2019
Facilitators from Morale and Teambuilding and Retention and Staff Development met to determine specific areas where current employees can gain experience on particular topics (Conflict Resolution, Diversity/Empathy, etc.). A certificate program was discussed allowing supervisors to earn badges after the completion of courses.	Oct. 2019

Communication Team

Summary

Building on the successful adoption of the name Administration and Finance, spreading the value of “SERVICE” through improved web content and other methods for sharing important division information, the Communication Team will be focusing on improving how we share information not only across the division but amongst each other, as well.

2019–2022 Goals
Goal Description	Target Date
Improve Administration & Finance Website to Serve as the Official Repository of Division Wide Messaging	March 2020
Improve Our Division’s Interpersonal Communication	April 2020
Decrease Information Overload and Clutter in Intradivisional Communication	March 2020

2019–2022 Updates
Milestone	Date
The Redesigned A&F Web Pages successfully launched with little to no negative impact on operations. Learn More About This Project	July 2019
To support our efforts towards decreasing information overload and clutter in intra-divisional communication, a Communication Guide was drafted and shared with Leadership. Read the Communication Guide Today	Oct. 2019

Efficiencies: Facilities Projects

Summary

As our campus faces new challenges and opportunities, effective facilities project management will allow us to ensure successful results. The team will analyze the current process prior to developing and executing an improved system that includes automation of tasks and transparency of progress.

2019–2022 Goals

Goal Description Target Date

Develop a method to submit project requests Jan. 2020

Communicate new process March 2020

2019–2022 Updates

Milestone Date

Projects are proceeding and are on track to meet future goals. Oct. 2019

2019–2022 Goals
Goal Description	Target Date
Develop a method to submit project requests	Jan. 2020
Communicate new process	March 2020

Efficiencies: Forms

Summary

With over 150 Administration and Finance forms, finding ways to optimize data entry and data validation has the opportunity to stream line campus processes, increase transparency and implement efficiencies. The team will develop standard templates, evaluate all departmental forms, and explore strategies for further optimization.

2019–2022 Goals
Goal Description	Target Date
Review 100% of Administration and Finance Forms to ensure alignment with institutional branding and to optimize forms for user use	Jan. 2020
Finish implementation of the online Travel Authorization and Advance Form	Sept. 2019
Implement Online Travel Expense (Travel Voucher) Form	Sept. 2020
Implement an additional online Administration and Finance form (To Be Determined)	Aug. 2021
Research and develop a whitepaper outlining best practices for forms to improve business transaction efficiencies	March 2022

2019–2022 Updates
Milestone	Date
The following department forms have been evaluated and completed: Accounting Services, Accounts Payable, Budget and Financial Reporting Services, Facilities, Management Services, and Purchasing. The following department forms are in progress of being evaluated: College Auxiliary Services, Environmental Health and Safety, and Financial Aid.	Oct. 2019
The Online Travel Authorization and Advance Form was finalized and released to the campus.	Oct. 2019
Meetings are being held to focus on the implementation of the new travel authorization form.	Oct. 2019

Efficiencies: Purchasing

Summary

Given the complexities of New York state procurement rules and regulations, the team will focus on educating stakeholders on efficient contracts and purchasing services. Streamlining processes and implementing standard guideline will allow for more effective communication and use by stakeholders. Improved web content and on-going education will reinforce those efforts, as well.

2019–2022 Goals
Goal Description	Target Date
Revise and develop content on website to improve availability of basic purchasing information	Aug. 2019
Review and where possible, streamline the Purchase Requisition and Purchase Order processes	Aug. 2019
Conduct a review of current and best practices to evaluate and improve departmental performance	Jan. 2020
Review and update current purchasing policies to ensure policies are current and concise	June 2020
Document campus purchasing procedures to better inform the campus community	Dec. 2020
Develop and implement an on-going training and communication program to inform campus employees of procurement rules and best purchasing practices	June 2021
Review current records management practices and evaluate/explore opportunities for greater efficiencies in consultation with Accounts Payable	Dec. 2021

Efficiencies: Purchasing Team Updates

2019–2022 Updates
Milestone	Date
Purchasing website content and forms have been developed and implemented, improving the availability of information for the campus community.	Oct. 2019
Both the Purchase Requisition and Purchase Order processes have been reviewed. Changes are being identified to improve the overall efficiency of both processes.	Oct. 2019
The Cost Controls and Efficiencies Project has been approved by Cabinet and will be rolled out throughout the campus within the upcoming months.	Oct. 2019

Efficiencies: Travel

Summary

With over $1M spent annually on travel for official state business, improving the current process will significantly impact our campus. The team will review current travel forms and processes with an end goal of increasing efficiencies and providing campus stakeholders with the tools necessary to navigate the complex travel rules and regulations.

2019–2022 Goals
Goal Description	Target Date
On-Line Travel Authorization Form	May 2019
Develop Content for Travel Website	May 2019
Continue Travel Website Development	May 2019
Develop Travel Training Program	Oct. 2019
Implement On-line Travel Expense Reimbursement Form	Sept. 2020
Review effectiveness of changes to the travel program	Aug. 2020

2019–2022 Updates
Milestone	Date
The Online Travel Authorization and Advance Form was finalized and released to the campus.	Oct. 2019
Major changes were implemented on the Travel Website to increase the efficiency of the processes and to be more user-friendly for those across campus.	Oct. 2019
Meetings are being held to focus on the implementation of the new travel authorization form.	Oct. 2019

Efficiencies: Work Orders

Summary

Focusing on the implementation of new work order software will maximize utilization of benchmark data, assessment of current state of repair, and the level of activity in facilities maintenance. The software will also provide an opportunity to eliminate paper processes and provide near real-time communication with facilities and campus community.

2019–2022 Goals
Goal Description	Target Date
Implement AiM O&M Work Order Software	April 2019
Implement AiM O&M Mobile Device Platform	June 2019
Implement ReADY Request Work Order Software for Campus Users	March 2020
Develop Procedure Manual for AiM O&M Frequently Used Functions	Jan. 2019
Create a Procedure for Updating Preventative Maintenance (PM) Work Orders	April 2020

2019–2022 Updates
Milestone	Date
Projects are proceeding and are on track to meet future goals.	Oct. 2019

Frequently Asked Questions

Download the 2019–2022 Strategic Plan

Past Strategic Plan

2018-2019 Strategic Plan

In Fall 2017, Vice President for Administration and Finance, Josee Larochelle identified the need for a new division-wide strategic plan.
To gather information for this plan, a Strengths, Weakness, Opportunities and Threats (SWOT) Analysis was conducted in October and November 2017.
Results of this analysis identified four strategic directions to improve the division:
- Communication
- Efficiencies through technology, space utilization, and use of facilities
- Morale and Teambuilding
- Retention and Development of Current Employees
A strategic planning retreat was held in February 2018 involving representation from all administration and finance departments. At this retreat, new mission, vision, and values were crafted; teams were identified to review the four areas above; and preliminary work plans were developed.
In March and April 2018, the teams met to finalize the work plans and begin implementation of the new goals for 2018-2019.
Major goals of this plan include the following:

Strategic Direction: Communication
Goal Number	Goal Description	Deadline
1	Change name of division to Administration and Finance	6/30/18
2	Share and implement strategic plan across the division and campus	12/31/18
3	Each department will review and update their departmental web pages	12/31/18
4	Establish a consistent “shared message” across the division	12/31/18
5	Align major external communications with industry standards and college branding	12/31/18

Strategic Direction: Cost Savings & Efficiencies
Goal Number	Goal Description	Deadline
1	Evaluate business systems to create more efficient processes	12/31/18
2	Identify and evaluate all A&F internal and external forms.	12/31/18
3	Implement software to support budget activities and analysis	9/30/18
4	Develop a process for re-using and sharing tangible/physical campus resources	3/31/19

Strategic Direction: Morale & Teambuilding
Goal Number	Goal Description	Deadline
1	Hold bi-annual division-wide meetings	6/30/19
2	Re-establish annual social picnic	6/30/18
3	Establish Admin & Finance departmental Best Practices Award	3/31/19
4	Establish an annual SERVICE Award for employees	3/31/19
5	Develop and implement a Cardinal Spirit Campaign	6/1/19

Strategic Direction: Retention & Development
Goal Number	Goal Description	Deadline
1	Develop a plan to retain and develop employees and ensure business continuity	6/30/18
2	Develop a formal on-boarding process for new employees	12/31/18
3	Support staff development with IT training opportunities	9/30/18