Strategic Plan for Finance and Administration

Mission

The Finance and Administration Division is dedicated to support high quality, student-focused resources and services in a customer-oriented, cost-effective style.

Vision

The Finance and Administration Division will be an innovative, collaborative, and motivated team committed to providing exemplary administrative, financial, safety, athletic and facility services in support of the University's mission.

Value Statement

Support high quality, student-focused, undergraduate & graduate education provided by faculty dedicated to excellent teaching, scholarship & professional service.
To build partnerships and collaborations between the University and external entities that contribute to the enrichment of society in the region, the state and beyond.
To promote diversity in all aspects of University life.
To effectively develop and allocate financial resources with which to advance the University mission and respond to change and emerging opportunities.
To encourage a vibrant campus culture that fosters an atmosphere of inquiry and learning in all campus settings.
Continuous relationship building with our stakeholders that builds on confidence and trust in our work.
A commitment to sustainability which elevates the University's efforts and goals in this area.

Strategic Priorities, outcomes, and key objectives

Strategic Priority Area 1: Actively engage learners at all levels.

Outcome B: Grand Valley is diverse and inclusive.

Objective 1.B.1

Increase the number of minority employees in the Finance and Administration Division to 18% by Dec. 2021.

Baseline

In 2016 13.9% of Finance and Administration employees were classified as minority.

Progress

2019 Status
Achieved
Out of 464 employees comprising Business & Finance, Facilities Planning, Facilities Services in Allendale and Grand Rapids, HR, Athletics, and Public Safety, the total minority workforce is set at 23.06%

Strategic Priority Area 2: Further develop exceptional personnel.

Outcome B: Grand Valley is diverse and inclusive.

Objective 2.B.1

Development of diverse staff so they have greater opportunity for promotions or opportunities as they open.

Baseline

Identify those individuals at decision making levels currently working in the Finance and Administration Division.

Progress

2019 Status
Minimal Progress
Our Division continues to provide professional development opportunities for diverse staff both through university resources and external opportunities.

Objective 2.B.2

To provide all new division employees with information on intercultural and development opportunities within one year of their hire.

Baseline

New program, no baseline data available.

Progress

2019 Status
Minimal Progress
F&A Inclusion and Equity Committee is reforming. Their work will be to provide intercultural/development opportunities for division staff. Departments in F&A are working in their own areas to enhance opportunities.

2017 Status
Not Yet Initiated
Change in leadership of the F&A Inclusion and Equity committee so not sure this is still the direction the committee is headed. Will review in 2018.

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 2.E.1

To ensure that at least 75% of the staff in the Finance and Administration division have the opportunity for professional development in their current positions.

Baseline

Need to determine.

Progress

2019 Status
Minimal Progress
Facilities Services - Allendale and Grand Rapids - all MGS staff attend relevant training on an annual basis. F&A supervisors are routinely encourage by their VP to let their staff participate in professional development.

2017 Status
Not Yet Initiated

Strategic Priority Area 3: Ensure the alignment of institutional structures and functions.

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 3.E.1

Provide summarized but complete understanding of the financial picture for informed prioritization and decision making to key groups on campus.

Baseline

In 2016 three presentations were made to the following groups on campus: Leadership Development Program, FSBC and AP Salary/Benefit Committee

Progress

2019 Status
Substantive Progress
In calendar year 2019, VP for Finance and Administration has presented GVSU's financial picture to several groups on campus.

Objective 3.E.3

Follow and maintain Healthy Campus 2020 guidelines for faculty, staff and students. Be recognized as a partner with Partnership for a Healthier America - Healthy Campus Initiative. Earn additional awards and recognition at the national level.

Baseline

Healthy Campus 2020: GVSU faculty, staff and student data are being matched with the Healthy Campus 2020 objective benchmarks. Partnership for a Healthier America: Be recognized as a partner. Additional awards/recognition: American Heart Association Fit Friendly Worksite - gold status, Exercise is Medicine On Campus - no status, League of American Bicyclists Bike Friendly University - no status, WELCOA Well Workplace Award - no status

Progress

2019 Status
Achieved
GVSU has achieved Healthy Campus 2020 certification as granted by A Healthier America.

2017 Status
Substantive Progress

Strategic Priority Area 4: Enhance the institution's image and reputation.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 4.A.2

Increase the awareness of the Finance and Administration staff's accomplishments by submitting items to President Haas for his Board report at each Board of Trustees meeting.

Baseline

During calendar year 2016, 10 items were submitted to President Haas.

Progress

2019 Status
Achieved
This objective was achieved. As of July 1, 2019 this reporting is no longer done at Board of Trustees meetings.

2017 Status
Minimal Progress
In 2017, 11 items were submitted to President Haas for his board report.

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 4.C.3

Build and enhance community partnerships with emphasis on municipal bodies.

Baseline

Need to figure out a baseline and how to measure this.

Progress

2019 Status
Substantive Progress
in 2019, Facilities Planning, Facilities Services - Allendale and Grand Rapids, Public Safety and VP Office all meet regularly with municipal bodies to enhance community partnerships. Athletics works closely with local entities through sponsorships and advertising contracts. Student Athletes do a large number of community service events & projects.

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Strategic Plan for Finance and Administration

Mission

Vision

Value Statement

Strategic Priorities, outcomes, and key objectives

Strategic Priority Area 1: Actively engage learners at all levels.

Outcome B: Grand Valley is diverse and inclusive.

Baseline

Progress

Strategic Priority Area 2: Further develop exceptional personnel.

Outcome B: Grand Valley is diverse and inclusive.

Baseline

Progress

Baseline

Progress

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Baseline

Progress

Strategic Priority Area 3: Ensure the alignment of institutional structures and functions.

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Baseline

Progress

Baseline

Progress

Strategic Priority Area 4: Enhance the institution's image and reputation.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Baseline

Progress

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Baseline

Progress