December Business and Finance Division Service Assessment Survey. Summary Report To Finance Division December 1, 2006
|
|
- Spencer Ray
- 6 years ago
- Views:
Transcription
1 December 2006 Business and Finance Division Service Assessment Survey Summary Report To Finance Division December 1, 2006
2 Agenda I. Introduction II. III. IV. Results Summary Quantitative Data Results Summary Qualitative Data Recommendations 2 2
3 I. Introduction 3 3
4 Survey Objectives Summarize and understand customer perceptions and expectations of the Business and Finance Division Identify areas of strength and opportunities for improvement Develop a benchmark measure for future comparisons 4 4
5 Survey Design & Methodology The survey was composed of: 30 items rated on two scales Importance and Performance One comment question Items were developed collaboratively between LMU s Business and Finance Division and Watson Wyatt Members of University Leadership (Cabinet Members, Deans, and select Vice Presidents, trustees, faculty, and members of LMU community) were invited to participate Overall response rate was 50% with 23 of 46 participating University-wide, faculty and staff will be asked to participate in upcoming online survey made up of different items 5 5
6 Survey design & Methodology Each item was rated on five-point scales: Unfavorable Fair Favorable 6 6
7 Survey Design & Methodology Survey items were grouped into five categories based on averaging item scores within each dimension Financial Controls Budget Process Internal Reports External Reports Contracts 7 7
8 II. Results Summary Quantitative Data 8 8
9 Dimension Scores by Importance Dimension* Importance Scores Performance Scores Financial Controls External Reports Internal Reports Budget Process Contracts * Dimensions in table above are ranked by importance ratings average. Cells highlighted in yellow represent lowest performance scores average, and in green highest performance scores average. 9 9
10 Two Highest Scores Within Dimensions Services/Functions by Dimension Dimension by Importance Rank* Importance Scores Performance Scores 1. Creates and maintains internal financial and accounting system controls to ensure proper data integrity, data security, and data access. Financial Controls Ensures that all mission critical internal controls are operating as designed, and regular communications are made to the Trustees. Financial Controls Submits required reports and surveys in a timely manner to relevant regulatory bodies at federal, state, and local levels. External Reports Keeps LMU in compliance with all external financial reporting requirements. External Reports Prepares effective financial reports for review to the President and Board of Trustees. Internal Reports Prepares effective ad-hoc reports in a timely, efficient manner in response to special requests and surveys. Internal Reports Creates the right balance between centralized and decentralized budget authority and accountability. Budget Process Provides stakeholders with a regularly updated annual budget calendar with key dates and reminders. Budget Process Coordinates with LMU legal counsel to monitor contract liability and compliance issues. Contracts Establishes proper balance between centralized oversight of University-wide contracts and local unit autonomy for contracts as appropriate. Contracts * Ranking based on Dimension importance scores
11 Highest Performance by Dimension Financial Controls received the highest average performance score with the following services carrying the most weight: Creating and maintaining internal financial and accounting system control to ensure data integrity, security, and access. Ensuring that all mission critical internal controls are operating as designed, and regular communications are made to the Trustees. External Reports received the second highest average performance score with the following carrying the most weight: Submits required reports and surveys in a timely manner to relevant regulatory bodies at federal, state, and local levels. Keeps LMU in compliance with all external financial reporting requirements
12 Two Lowest Scores Within Dimensions Services/Functions by Dimension Dimension by Importance Rank* Importance Scores Performance Scores 5. Maintains accurate and current documentation of Finance Division procedures and work processes, readily accessible by all relevant stakeholders. Financial Controls Creates and maintains systems to specify spending authority levels, decision guidelines and signature requirements. Financial Controls Makes copies of external reports available to appropriate requesting stakeholders in a timely fashion. External Reports Keeps LMU in compliance with all external financial reporting requirements. External Reports Provides stakeholders with focused, timely reports that show key metrics in a simple, dashboard format for easy understanding and use. Internal Reports Prepares effective specialized management reports that assist the unit, college or school in making key financial decisions. Internal Reports Ensures the annual budget and projected three-year plan is in alignment with the LMU Strategic Plan. Budget Process Provides stakeholders with a satisfactory strategic overview of how the annual budget process works and their role in it. Budget Process Establishes clear time requirements to process contract reviews. Contracts Creates explicit criteria and competitive bidding standards for University-wide vendor selection and evaluation. Contracts * Ranking based on Dimension importance scores
13 Lowest Performance by Dimension Internal Controls received the lowest average performance score with the following services carrying the most weight: Maintaining accurate, current, and readily accessible documentation on Finance Division s work procedures and processes Creating and maintaining systems to specify spending authority levels, decision guidelines, and signature requirements Contracts received the second lowest average performance score with the following carrying the most weight: Establishing clear time requirements to process contract reviews Creating explicit criteria and competitive bidding standards for University-wide vendor selection and evaluation 13 13
14 III. Results Summary Qualitative Data 14 14
15 Comments Analysis Strengths Strong technical expertise and honesty Contract review process and audit help is valuable Implementation of new software (e.g., PAWS) will lead to improved performance Responsiveness 15 15
16 Comments Analysis Improvement Areas Budgeting Need to take a strategic perspective that reflects LMU s commitments as a Catholic University Increase decision making transparency and collaboration with internal stakeholders Ensure that information provided is accurate and timely Set more realistic expectations in terms of deadlines; give sufficient notice prior to changing commitments and processes Contracts Decrease contract turnaround time and increase process structure Increase the clarity of guidelines, such as signature authority for negotiating and entering into contracts Increase collaboration and stakeholder review when bidding and negotiating contracts, e.g., food service contracts 16 16
17 Comments Analysis Improvement Areas Financial Controls Formalize guidelines for spending authority levels and signature requirements and ensure they support timely processing of contracts Improve the organization and documentation of process protocols and policies for budgeting, reporting, purchasing, spending, etc. Increase involvement of stakeholders when new software is implemented or processes are changed Internal Reports Improve training on internal reporting software Increase clarity and accessibility of reports Anticipation that implementation of PAWS will improve performance in this area 17 17
18 IV. Recommendations 18 18
19 Next Steps Focus on performance improvement in areas ranked as most important (Financial Controls and External Reporting) and areas currently in Fair score zone Raise Business and Finance Division s awareness and understanding of unique higher education culture and its challenges Become more collaborative in overall planning and decision making Increase frequency and quality of formal and informal internal communications, documentation, and policies Be realistic about expectations of those outside of Business and Finance Division in terms of workload and delivery Increase internal training and education in finance-related tools, processes, and policies Continually improve customer orientation and communication finesse with internal stakeholders Survey again to evaluate progress 19 19
Position Description Cover Sheet
Position Description Cover Sheet In order to make an objective and accurate evaluation of a position, it is very important that the position description (PD) contain specific data. Therefore, please provide
More informationEMORY CAMPUS LIFE DEPARTMENTAL REVIEW PROCESS Revised November 2017
INTRODUCTION AND PURPOSE Emory University Campus Life seeks to develop an evaluation process that ensures departments within Campus Life are prepared to meet the ever-changing needs of the student body
More informationERM: Risk Maps and Registers. Performing an ISO Risk Assessment
ERM: Risk Maps and Registers Performing an ISO 31000 Risk Assessment Agenda Following a Standard? Framework First Performing a Risk Assessment Assigning Risk Ownership Data Management Questions? Following
More informationSummary of Results DESIGN, COLLEGE OF. Faculty Results January 2014
Summary of Results DESIGN, COLLEGE OF Faculty Results January 2014 1 How to Understand Your Report This report presents survey results for your work group. The survey measures employees levels of engagement
More informationSummary of Results DESIGN, COLLEGE OF. Staff Results. January 2014
Summary of Results DESIGN, COLLEGE OF Staff Results January 2014 1 How to Understand Your Report This report presents survey results for your work group. The survey measures employees levels of engagement
More informationCompetitive Procurement Evaluation Process Audit
1200, Scotia Place, Tower 1 10060 Jasper Avenue Edmonton, Alberta T5J 3R8 edmonton.ca/auditor Competitive Procurement Evaluation Process Audit August 28, 2017 City of Edmonton 16417 Procurement Evaluation
More informationThe University of Tennessee Knoxville 2011 Great Colleges Survey
The University of Tennessee Knoxville 2011 Great Colleges Survey Richard K. Boyer March 21, 2011 Session Objectives Provide an introduction to ModernThink LLC and an overview of The Chronicle of Higher
More informationOffice of Vice President, Business and Finance Financial Services
Calliiforniia Sttatte Uniiversiitty,, Sttaniisllaus Office of Vice President, Business and Finance EXECUTIVE SUMMARY JULY 2008 Kenton Whitfield, Interim Vice President Business and Finance Nancy Havens,
More informationResearch Shared Services:
Research Shared Services: A Case Study in Implementation November 19 th, 2015 YOUR MISSION OUR SOLUTIONS Huron Consulting Group Inc. All Rights Reserved. Huron is a management consulting firm and not a
More informationOperational Review Final Report
Operational Review Final Report New York Law School Anthony W. Crowell, Dean and President Spring 2013 Table of Contents I. Project Summary Page 2 II. Project Details Page 10 III. Recommendations Summary
More informationUniversity of California, Irvine
University of California, Irvine Getting started as a supplier at UCI Jacob Godfrey Strategic Sourcing Coordinator Materiel & Risk Management October 13, 2010 University of California, Irvine Overview
More informationCultivating a Purposeful Culture: Your Organization s DNA. Presented by: Michael Stewart Managing Director Work Effects
Cultivating a Purposeful Culture: w Your Organization s DNA Presented by: Michael Stewart Managing Director Work Effects What is Culture? Culture What We Hear How we view work Safety ATTITUDE HAVING FUN
More informationAssessment: Assessment Unit Planning
Assessment: Assessment Unit Planning Program Review - Office of Institutional Effectiveness Discipline / Department Mission Statement: The Office of Institutional Effectiveness provides leadership for
More informationCategory Seven: Measuring Effectiveness
Category Seven: Measuring Effectiveness Processes 7P1, 7P2 LCCC selects, manages, and uses information and data based on accreditation requirements, federal reporting requirements, state reporting requirements,
More informationPERALTA COMMUNITY COLLEGE DISTRICT ACADEMIC MANAGEMENT JOB DESCRIPTION. Dean of College Research and Planning Management Salary Range 3 Job Code: 1055
PERALTA COMMUNITY COLLEGE DISTRICT ACADEMIC MANAGEMENT JOB DESCRIPTION Dean of College Research and Planning Management Salary Range 3 Job Code: 1055 Under direction of the College President, the Dean
More informationCORPORATE GOVERNANCE PRACTICES
CORPORATE GOVERNANCE PRACTICES Purpose These Corporate Governance Practices were adopted by the Board of Directors and address significant corporate governance matters. The Practices, along with the Green
More informationCORPORATE GOVERNANCE PRACTICES
CORPORATE GOVERNANCE PRACTICES Purpose These Corporate Governance Practices were adopted by the Board of Directors and address significant corporate governance matters. The Practices, along with the Green
More informationIntroduction. Self-evaluation Survey. Ends Policy Metrics
Introduction Self-evaluation Survey Ends Policy Metrics Board Meeting Evaluation Summary and Recommendations ACCJC requires the Board to have a documented and transparent method of evaluating itself.
More informationBakersfield College Program Review Annual Update 2015
Bakersfield College Program Review Annual Update 2015 I. Program Information: Program Name: Human Resources Program Type: Instructional Student Affairs Administrative Service Bakersfield College Mission:
More informationSTAFF ANNUAL PERFORMANCE EVALUATION
STAFF ANNUAL PERFORMANCE EVALUATION Employee Name: Position Title: Department: Supervisor: Performance Year: Manager: Performance Competencies JOB COMPETENCY Supervisor Instructions: Please rate the employee
More informationUSC Compliance and Ethics Program Governance and Standards
Background The following elements of an effective compliance program come from the Federal Sentencing Guidelines, but also are incorporated into federal and state regulations and administrative guidance.
More informationInstitutional Effectiveness and Assessment Plan
Institutional Effectiveness and Assessment Plan 1 Table of Contents College of Southern Nevada Institutional Effectiveness and Assessment Plan Vision Statement... 5 Introduction... 5 Institutional Effectiveness
More information11/11/ CUPA HR Eastern Region Conference 1. Shifting Performance Gears. Welcome and Agenda. Guiding Principles.
Welcome and Agenda Shifting Performance Gears Welcome Shifting Gears of Performance Reviews at Bates Guiding Principles Performance Development at Bates Q&A Shifting Gears First - Individual departments
More informationEmployee Satisfaction Survey. Office of Institutional Research & Assessment
Employee Satisfaction Survey Office of Institutional Research & Assessment December, 2011 Table of Contents Page Executive Summary... 1 Appendices: Appendix A: Summary Data Figure 1: Average Importance
More informationTo ensure the Board has the required skill set to manage the strategic direction of the charity;
Proposals for new Governance and Committee Structure Summary and Background for Members The current Faculty Board of Trustees has discussed its governance arrangements regularly over the years. A potential
More informationBenchmarking Compliance Effectiveness:
Benchmarking Compliance Effectiveness: Developing a Maturity Model to Measure Your Compliance Program and Report to Your Board/Audit Committee Robert F. Roach Vice President, Chief Global Compliance Officer
More informationPerformance Evaluation Workshop. Human Resources December 2018
Performance Evaluation Workshop Human Resources December 2018 Agenda Overview New Performance Ratings New Performance Factors The New Form Preparing for the Evaluation Meeting Tools and Resources Overview
More informationDepartment of Institutional Planning
INTERNAL CUSTOMER SERVICE DELIVERY SURVEY Phase 2: Student Survey SUPPORT SERVICE DEPARTMENTS Department of Institutional Planning October Project team: Prof Antony Melck, Prof Maynard van der Merwe, Dr
More informationDurham College Policy and Procedure
Durham College Policy and Procedure TYPE: Administrative TITLE: Risk Management NO.: ADMIN-223 RESPONSIBILITY: Chief Administrative Officer and Chief Financial Officer APPROVED BY: Durham College Leadership
More informationAn agency of the Government of Ontario
Towards an Accountability Framework for Ontario PSE September, 2009 An agency of the Government of Ontario Objective To set out a conceptual design for a new accountability framework for Ontario PSE Framework
More informationUA Strategic Pathways January 18, 2017
University Relations Team Presentation Charge: Develop and review options for organizational restructuring including but not limited to further decentralization, consolidation at one campus, or consolidation
More informationPerformance Management Plan
Performance Management Plan Created: April 2017 Adopted: 1. Introduction and Purpose The Holmes County General Health District (HCGHD) will utilize a performance management system to track its progress
More informationWorkplace Safety and Insurance Board Workwell Program 2011 Value for Money Audit. Executive Summary March 2012
Workplace Safety and Insurance Board Workwell Program 2011 Value for Money Audit Executive Summary March 2012 Workwell program current profile Workwell was established as a pilot program in December 1987
More informationFRONTERA ENERGY CORPORATION CORPORATE GOVERNANCE POLICY
FRONTERA ENERGY CORPORATION CORPORATE GOVERNANCE POLICY Frontera Energy Corporation, including all of its subsidiaries (as such term is defined in the Code of Business Conduct and Ethics) and Fundación
More informationAnnual Report on Compensation Board of Regents Faculty and Staff Affairs Committee
Annual Report on Compensation Board of Regents Faculty and Staff Affairs Committee Kathryn F. Brown, Vice President, Office of Human Resources Lori Lamb, Director, OHR Operations September 12, 2013 1 Strategic
More informationEnterprise Risk Management
Compliance, Audit, Risk Management and Legal Affairs Committee Enterprise Risk Management Higher Education Scorecards, Performance Based Metrics, and Faculty Compensation Alan D. Phillips Vice President
More informationAd Hoc Report (Ad Hoc Report on Recommendation 1) Prepared for The Northwest Commission on Colleges and Universities
Ad Hoc Report (Ad Hoc Report on Recommendation 1) Prepared for The Northwest Commission on Colleges and Universities March 1, 2017 Table of Contents Introduction... 3 Update on Recommendation 1... 3 Upcoming
More informationGlobal Supplier Diversity & Inclusion Reaching the Gold Standard
Global Supplier Diversity & Inclusion Reaching the Gold Standard As a WEConnect International member, you understand the value of supplier diversity and inclusion. We have developed a Gold Standard Checklist
More informationBeaver Works: Business Excellence Adding Value & Service. Business Operations Project Plan Information Sessions August-October 2018
Beaver Works: Business Excellence Adding Value & Service Business Operations Project Plan Information Sessions August-October 2018 Information Session Agenda Where We ve Been Background, Challenges, and
More informationJob Fact Sheet 1) POSITION IDENTIFICATION. President & Chief Executive Officer. Job Number ADM 01. Date JFS Created April 2011
Job Fact Sheet 1) POSITION IDENTIFICATION Job Title President & Chief Executive Officer Job Number ADM 01 Job Level Department Title of Supervisor Executive Administration Board Chair Date JFS Created
More informationClick to edit Master title style
Click to edit Master title style Click Category to edit Management: Master title style Transformational Change in Federal Procurement Breakout Third Session level #G13 Eric Heffernan, Principal, Grant
More informationUNCW s Coordinated Compliance, Policy, and Ethics Program. Jim Koebel Assistant General Counsel for Compliance
UNCW s Coordinated Compliance, Policy, and Ethics Program Jim Koebel Assistant General Counsel for Compliance Background Respond to ARCC Charter: Adequacy of the university s process to ensure regulatory
More informationUpdate 8: Board Response to the December 16, 2015 Higher Learning Commission Determination
Board of Trustees-HLC Compliance Deanne M. Mazzochi, Board of Trustees October 20, Update 8: Board Response to the December 1, 5 Higher Learning Commission Determination Update 1: Board Response to the
More informationManagement Excluded Job Description
Management Excluded Job Description 1. Position Identification Position Number 993234 Position Title Department Reports to (title) Associate Director, Supply Management Purchasing Services Director, Purchasing
More informationCATEGORY 6: SUPPORTING INSTITUTIONAL OPERATIONS
CATEGORY 6: SUPPORTING INSTITUTIONAL OPERATIONS INTRODUCTION The College s Supporting Institutional Operations processes are generally systematic. Divisions/units and departments have mission statements
More informationIntegrated Planning and Institutional Effectiveness: Improvement and Renewal
T H E U N I V E R S I T Y O F S C R A N T O N Integrated Planning and Institutional Effectiveness: Improvement and Renewal at The University of Scranton S C R A N T O N. Office of Planning & Institutional
More informationUtility Procurement Best Practice Study
2015 Utility Procurement Best Practice Study AN APPROACH UNHEARD OF IN TRADITIONAL CONSULTING AND STAFFING FIRMS We give clients access to unbundled resources, plus the ability to selectively add value
More informationEmployment General Procedure
Employment General Procedure Procedure Number 6.1.1P Effective Date April 2, 2014 1.0 PURPOSE In accordance with Board Policy 6.1 Employment, the purpose of this procedure is to set forth employment types,
More informationVICE CHANCELLOR, HUMAN RESOURCES AND EMPLOYEE RELATIONS
VICE CHANCELLOR, HUMAN RESOURCES AND EMPLOYEE RELATIONS The San Bernardino Community College District The San Bernardino Community College District (SBCCD) has 1,300 faculty and staff that don t just perform
More informationOverview of Reports Survey Results
Overview of Reports Survey Results Metropolitan State University of Denver Campus Climate Survey Spring 2015 Prepared by: 2 Mill Road, Suite 102 Wilmington, DE 19806 Phone: 888.684.4658 Fax: 888.684.4659
More informationExcellence in Action: Division of Human Resources Summary Response to the Human Resources Assessment. Division of Human Resources
Excellence in Action: Division of Human Resources Summary to the Human Resources Assessment Division of Human Resources March 26, 2010 Introduction The Human Resources Assessment was conducted in response
More informationHealth Information Technology Administrative Technology Subcommittee
Mission Health Information Technology Administrative Technology Subcommittee The Administrative Technology Subcommittee has been created to define strategies for the development and use of Administrative
More informationTen Overlooked Opportunities For Significant Performance Improvement and Cost Savings
Ten Overlooked Opportunities For Significant Performance Improvement and Cost Savings Ten Overlooked Opportunities For Significant Performance Improvement and Cost Savings Huron Healthcare s Performance
More informationCORPORATE GOVERNANCE KING III COMPLIANCE
CORPORATE GOVERNANCE KING III COMPLIANCE Analysis of the application as at March 2013 by AngloGold Ashanti Limited (AngloGold Ashanti) of the 75 corporate governance principles as recommended by the King
More informationStrategic Planning Process
UPDATED SPRING 2011 Strategic Planning Process The Strategic Plan was developed with input from the different constituencies in the College s community. More than 100 faculty, staff, and students participated
More informationERP Systems for Higher Education: Evaluating and Selecting The Best Fit For the Institution
ERP Systems for Higher Education: Evaluating and Selecting The Best Fit For the Institution The EduServe Administrative System Evaluation (EASE) Model Information Technology Services for Colleges and Universities
More informationGood Governance and Anti-Corruption: The Role of Supreme Audit Institutions (SAIs)
Good Governance and Anti-Corruption: The Role of Supreme Audit Institutions (SAIs) Phillip Herr, Ph.D. Managing Director, Physical Infrastructure Issues U.S. Government Accountability Office The Vision
More informationSUPPLIER PERFORMANCE PROGRAM
SUPPLIER PERFORMANCE PROGRAM Without question, supplier relationships have a significant impact on AbbVie's corporate success. AbbVie Purchasing and Supplier Management has established a formal metrics
More informationNON INSTRUCTIONAL PROGRAM REVIEW
Barstow Community College NON INSTRUCTIONAL PROGRAM REVIEW PROGRAM: Office of Institutional Effectiveness Academic Year: 2013 14 Date Submitted: 10/2/13 By: Lead: Members: Stephen Eaton Jayne Sanchez 1.
More informationNATIONAL BANK OF FUJAIRAH THE GOVERNANCE FRAMEWORK OF THE BOARD OF DIRECTORS
NATIONAL BANK OF FUJAIRAH THE GOVERNANCE FRAMEWORK OF THE BOARD OF DIRECTORS COPYRIGHT NBF 2016. ALL RIGHTS RESERVED No part of this document may be reproduced, stored in a retrieval system or transmitted
More information5 CFR AND DODI V431 EXCERPTS. (Lesson 6 Evaluating Performance)
5 CFR AND DODI 1400.25 V431 EXCERPTS (Lesson 6 Evaluating Performance) 5 CFR 430.208. Rating Performance (a) As soon as practicable after the end of the appraisal period, a written, or otherwise recorded,
More information2017 Engagement Survey. Results Overview
UK@Work Engagement Survey Results Overview Survey Overview 3WEEKS of survey administration September 6 th 27 th 62% Response rate 48% in 2015 5,269 responded to the survey (Staff: 4,093 Faculty: 1,176)
More informationIT Governance Framework. Western Illinois University. Revised May, 2017
IT Governance Framework Western Illinois University Revised May, 2017 Developed by: Subcommittee on IT Governance of the University Technology Advisory Group TABLE OF CONTENTS 2 BACKGROUND GOALS FRAMEWORK
More informationRegistered Entities and ERO Enterprise IT Applications Update
Registered Entities and ERO Enterprise IT Applications Update Stan Hoptroff, Vice President, Chief Technology Officer, and Director of Information Technology Standards Oversight and Technology Committee
More informationSPROUTS Training Session: Procurement-Goods and Services Overview Reference Guide Date: June 23, 2015
1. Procurement methods at MSU A. Purchase Orders 1. A Purchase Order (PO) is a type of contract. For well-defined purchases it may be all that is required. Purchase Orders are to be completed in advance
More informationVice Chancellor, Human Resources District Office Kern Community College District JOB DESCRIPTION
Vice Chancellor, Human Resources District Office Kern Community College District JOB DESCRIPTION Definition Under the direction of the Chancellor, the Vice Chancellor, Human Resources provides leadership
More informationSTRATEGIC PLANNING: IMPLEMENTATION ROADMAP
STRATEGIC PLANNING: IMPLEMENTATION ROADMAP MOVING FROM THE STRATEGIC PLAN TO AN OPERATIONAL PLAN Strategic plans provide broad guidance and direction for a higher education institution s immediate future.
More informationCSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting
Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting www.corostrandberg.com November 2015 Companies which adopt CSR or sustainability
More informationHORSEHEADS CENTRAL SCHOOL DISTRICT EVALUATION OF THE SUPERINTENDENT OF SCHOOLS. July 1, 2011 TO June 30, 2012
HORSEHEADS CENTRAL SCHOOL DISTRICT EVALUATION OF THE SUPERINTENDENT OF SCHOOLS July 1, 2011 TO June 30, 2012 BY: _ Board Member s Signature DATE: HORSEHEADS CENTRAL SCHOOL DISTRICT Timeline for the Annual
More informationReport on Organizational Effectiveness Executive Summary General Administration of the University of North Carolina system
Report on Organizational Effectiveness Executive Summary General Administration of the University of North Carolina system March 28, 2016 Executive Summary With a mission to discover, create, transmit,
More informationJob Description. Job Title: Department: Reports To:
Job Title: Department: Reports To: Director, Co-op Services Co-operative Education Executive Director, Co-operative Education Jobs Reporting: Operations Manager, Service Manager Salary Grade: USG 13 Effective
More informationBack to Basics: Assessment 101 for Administrative and Educational Support Units. Presented by Office of University Assessment
1 Back to Basics: Assessment 101 for Administrative and Educational Support Units Presented by Office of University Assessment 2 Presentation Objectives By the end of this session you will: Know why we
More informationDepartment of Institutional Effectiveness and Research. Helpful Tips When Developing Goals
Department of Institutional Effectiveness and Research Helpful Tips When Developing Goals The examples and tools included in this resource are intended to serve only as a reference and guide and not as
More informationEthics & Compliance Programs: Autonomy, Resources and Operational Efficiency. April 26, 2017
Ethics & Compliance Programs: Autonomy, Resources and Operational Efficiency April 26, 2017 Before We Get Started Today s presentation and recording will be provided via email after the webcast BELA members
More informationTOR NAME Responsible Owner Effective date Technology Strategy Committee (TSC) Terms of Reference (TOR) College Board
TOR NAME Responsible Owner Effective date Technology Strategy Committee (TSC) Terms of Reference (TOR) Technology Strategy Committee March 30, 2017 TOR number Approval Body Replaces TSC 2017-18 TOR College
More informationCOMPLIANCE MANAGEMENT FRAMEWORK. Conceptual Design Document
COMPLIANCE MANAGEMENT FRAMEWORK Conceptual Design Document 18 February 2013 1. INTRODUCTION & SUMMARY The purpose of the Compliance Management Framework is to ensure the University meets all of its external
More informationBoard of Trustees Committee Charters
Board of Trustees Committee Charters Created 07/01/2015 Audit Finance Committee Purpose: The Audit/Finance Committee is responsible to the Board of Trustees for recommending financial policy for the effective
More informationCharter for the Information Technology Governance Group (ITGG)
Purpose: The Information Technology Governance Group (ITGG) is the operational governance organization supporting the University s Information Technology related-initiatives. The ITGG is responsible for
More informationThe University of Texas at Tyler. Contract Administration Audit
November 2016 THE UNIVERSITY OF TEXAS AT TYLER OFFICE OF AUDIT AND CONSULTING SERVICES 3900 UNIVERSITY BOULEVARD TYLER, TEXAS 75799 BACKGROUND This audit was conducted to determine if The University of
More informationBRITISH COLUMBIA INSTITUTE OF TECHNOLOGY
BRITISH COLUMBIA INSTITUTE OF TECHNOLOGY THREE-YEAR BUSINESS PLAN 2014 /15 2016 /17 September 2014 95% Employment among recent degree graduates One of BC s Top Employers since 2011 TABLE OF CONTENTS Executive
More informationSUNY CORTLAND COMPENSATION PROGRAM
SUNY CORTLAND COMPENSATION PROGRAM February 2008 TABLE OF CONTENTS Introduction.1 The Need for A New Compensation Program 1 Compensation Philosophy..2 Fundamentals of the Professional Staff Compensation
More informationThe Power of Metrics in Research Administration
The Power of Metrics in Research Administration Webinar October 30, 2018 1 Jim Luther Assoc. VP Finance, Sponsor Liaison and Compliance Officer Duke University james.luther@duke.edu Kerry Peluso Assistant
More informationThe Effective Contract Management System
The Effective Contract Management System Contents Introduction Contract Management Key Features Engaging Stakeholders ECMS User Roles EMCS Your Contract Homepage ECMS Dashboard Ranking Assessment Performance
More informationThe Effective Contract Management System
The Effective Contract Management System Contents Introduction Contract Management Key Features Engaging Stakeholders ECMS User Roles EMCS Your Contract Homepage ECMS Dashboard Ranking Assessment Performance
More informationStrategic Planning Process
Process Oklahoma Baptist University Continuous Quality Enhancement Institutional Effectiveness Spence Spencer, AVP for IE 2017-2018 1 Table of Contents Purpose... 2 Introduction... 2 University Planning
More informationHow a university audit team became senior leadership s trusted advisors. September 14, 2017
How a university audit team became senior leadership s trusted advisors September 14, 2017 Presenters Curtis Josey Jr. Data Analytics Manager Audit Office, Cornell University Mark Perry, CPA Audit Director
More informatione Perfo Man ormancee view Plan w: g
Man naging at Adellaide - Manag M e Perfo ormancee Plan nning, Deevelo opmeent & Rev view w: Objjecttive Settting g These materials have been developed in collaboration with Human Capital International
More informationResolution No Resolution No. 3737, Diversity in Contracting Policy Directive Page 1 of 8
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 Resolution No. 3737 A RESOLUTION of the Port of Seattle Commission establishing a
More informationBoard of Trustees Self Evaluation 2012
2013 Board of Trustees Self Evaluation Research and Institutional Effectiveness Report 2013-04 Research and Institutional Effectiveness RIE Table of Contents Introduction... 1 Board Self Evaluation Overview...
More informationPOSITION DESCRIPTION
POSITION DESCRIPTION Role Description This role will be responsible for the project management and successful delivery of the Procurement Transformation project. The project s objectives are to gain
More informationStreamlining Contract Management
WHITE PAPER Streamlining Contract Management To Mitigate Risk and Increase Productivity Contract Management Software is a solution and process for managing the life cycle of contracts created and/or administered
More informationFinance Division Strategic Plan
Finance Division Strategic Plan 2018 2022 Introduction Finance Division The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support
More informationSponsor/CRO Partnership Optimization
Insight Brief Sponsor/CRO Partnership Optimization Developing a CRO Governance Model Geoff Garabedian, Vice President and Managing Director, Consulting at Quintiles Josh Samon, Principal Life Sciences
More informationCommittee Chair Permanent Members Additional Members Meets
President's Leadership Team - The President's Leadership Team serves as the executive management team for the President to provide effective leadership for the College meeting regularly to discuss, plan,
More information5-Min. Drivers. The Oz Principle Accountability Training. The 5MDs are our tools to See It, Own It, Solve It, Do It and achieve our Key Results.
The Oz Principle Accountability Training 5-Min. Drivers The 5MDs are our tools to See It, Own It, Solve It, Do It and achieve our Key Results. Drive for excellence by using the 5MDs to facilitate a discussion
More informationReshaping the Volunteer Workforce
Reshaping the Volunteer Workforce 301 Oxford Valley Road, Suite 1504B Yardley, PA 19067 (215) 493-8120 info@tecker.com www.tecker.com 1 COPYRIGHT 2017 BY TECKER International, LLC - ALL RIGHTS RESERVED
More informationSafety Perception / Cultural Surveys
Safety Perception / Cultural Surveys believes in incorporating safety, health, environmental and system management principles that address total integration, thus ensuring continuous improvement, equal
More informationUTS Position Description UTS:HUMAN RESOURCES
UTS Position Description UTS:HUMAN RESOURCES Position Title Manager, Advancement Services Unit/Division or Faculty Advancement Position Number (if known) HEW Level HEW 9 Date 5 th October 2017 POSITION
More informationBACKGROUND KEY FINDINGS
Improvement Opportunities for Administrative and Support Services The McKinsey Report Executive Summary April 25, 2006 BACKGROUND In the summer of 2005 President James Wright invited McKinsey & Company,
More informationAgenda. Project Approach. Executive Summary Internal Interviews. Internal Interviews
August 11, 2014 Agenda Project Objectives Project Approach Executive Summary Internal Interviews Internal Interviews 2 Project Objectives (I) The Chancellor is seeking an independent advisor to complete
More information