ADMINISTRATION AND FINANCE DIVISION 2019/20 INITIATIVES · MARKETING, ANALYTICS, RECRUITMENT AND COMMUNICATIONS (MARCOMM) SUPPORTING INITIATIVES Academic Plan Objective ... Student

1 Administration and Finance Divisional Initiatives - April 2019

ADMINISTRATION AND FINANCE DIVISION 2019/20 INITIATIVES

MARKETING, ANALYTICS, RECRUITMENT AND COMMUNICATIONS (MARCOMM)

SUPPORTING INITIATIVES Academic Plan Objective

Accountable Lead

Completion Target

Quarter

Status

1. STUDENT LEARNING, ENGAGEMENT AND SUCCESS

Leverage MARCOMM’s planning work to influence needed infrastructure for students and Centreville ideology (i.e. through new student residences and services)

Student Learning, Engagement &

Success

Community Engagement

Jeannie Maltesen Ongoing IN PROGRESS - Working with Infrastructure & Ancillary Services, Student Affairs, and others

Create Institutional Level Enrolment Management Team for end-to-end enrolment maximization


Success

Institutional Effectiveness

Jeannie Maltesen Ongoing IN PROGRESS - OUPA, Registration and MARCOMM leaders meeting regularly

2. ACADEMIC COMMUNITY

No specific initiatives identified

3. INDIGENOUS COMMITMENT


4. PROGRAM QUALITY

Initiatives have been identified under Institutional Effectiveness, that will also contribute to Program Quality

5. COMMUNITY ENGAGEMENT

Use MARCOMM’s overarching plan to influence other areas’ plans for increasing capacity for student recruitment

Hiring two junior recruiters to engage high-school aged students


Jeannie Maltesen Ongoing

Q2

Q2

IN PROGRESS



Accountable Lead

Completion Target

Quarter

Status

Focus current Recruitment Officers on engaging mature learners in collaboration with Marketing and leveraging on-campus events

Establish call centre to support recruitment outreach and conversion of applicants in collaboration with Registration and Advancement

Hire a digital marketing specialist shared with IT (internally)

Q3

Q1

Use Unit 4, Meltwater, School Finder, Tableau and other software to generate date to inform/influence decision making


Shari Bishop Bowes

Unit 4 and Meltwater not yet implemented for tracking student

Increase website search engine optimization (SEO) awareness across faculties through education and training


Shari Bishop Bowes

Ongoing Start in Q2

Create strategies to maintain cohesive/unified MARCOMM team

Support People Plan

Work with Ancillary Services and HR on customer training for all employees

Explore common office space configuration

IT solutions for work collaboration (i.e. Office 365)



Jeannie Maltesen

Dan Hurley

Jeannie Maltesen

Ongoing

Q3

Q3

Monthly staff meetings, team-building activities Work with HR to launch in Q3 Work with HR to launch in Q3

Implement and communicate VIU Brand standards



Shari Bishop Bowes

Dan Hurley

Q2 First draft by March 31 2019 Rollout plan to communicate with campus community

Develop framework and guiding principles for use of social media (part of Brand policy)


Shari Bishop Bowes

Dan Hurley

Q2 Started - to complete by end of Q4 Rollout plan to communicate with campus community



Accountable Lead

Completion Target

Quarter

Status


Success

6. INSTITUTIONAL EFFECTIVENESS

Use MARCOMM’s overarching plan to build specific Strategic Plans for Recruitment, Marketing, and Communications & Public Engagement (does not include Enrolment Management)


Dan Hurley Shari Bishop

Bowes

Ongoing

IN PROGRESS - one-year plans built, integrated plan built. Internal Plan – Aly Winks

Maximize Web for Student Recruitment & Website Enhancements by measuring and testing student engagement


Student Success

Shari Bishop Bowes

Initial Design

Complete

IN PROGRESS - with IT Adding new student recruitment focused pages

Use Unit 4, Meltwater, School Finder, Tableau and other software to track student contact/applications/conversion at every point

Institutional Effectiveness/

Program Quality

Michelle Smits

Jeannie Maltesen

Complete Database built in collaboration with OUPA / ongoing updates Conversion belongs to Registration

Complete Search Engine Optimization (SEO) project addressing program content


Shari Bishop Bowes

Ongoing 120 programs completed out of 152


FACILITIES AND ANCILLARY SERVICES


Accountable Lead

Completion Target

Quarter

Status


Health Science Centre (HSC) Phase I Student Learning,

Engagement and Success

Brett Gnenz Q3 Complete, occupied Sept 2018. Landscaping complete Jan 2019. Warranty work currently in progress. Completion of commissioning and closeout Sept 2019.

Automotive, Marine, and Trades Reconfiguration (AMTR) Student Learning,


Brett Gnenz Q3 Complete, occupied Sept 2018. Landscaping complete Jan 2019. Warranty work currently in progress. Completion of commissioning and closeout Sept 2019.

Student Housing Business Case Student Learning,


Brett Gnenz Q3 Demand Study and Business Case complete. Financing options being explored.

Emergency Centre and Physical Literacy Building (Gym) Business Case

Student Learning,


Brett Gnenz Q3

Health Sciences Centre Phase II Business Case Student Learning,


Brett Gnenz Q2

Phase 2 of the managed print project - Student print Student Learning,


Carol Desilets Melissa

Townsend

Q3



Accountable Lead

Completion Target

Quarter

Status

Quality Improvement Program - Establish baseline KPIs for performance tracking

Student Learning,


Richard Lewis Carol Desilets

Ongoing

Federated ID Solution Student Learning,


Carol Desilets Melissa

Townsend

Q4 Collaborating with the library on Fed ID project which includes new student access cards, Federated ID solution, and student card process renewal followed by developing governance structure. Residents ID cards will be tested in June. Multi Year Project end TBA.

Develop business case for cafeteria renovation Student Learning,


Brett Gnenz Carol Desilets

Q4 Cafeteria improvements ongoing. Resource limitations.

Life Safety Technology Project in Student Housing Student Learning,


Carol Desilets Ian Johnsrude Drew Taylor

Q2 This project has been reorganized to maximize our resources. Equipment for all 7 remaining buildings will be purchased before March 31, 2019. Installation will take place next fiscal year – estimated completion May 2019. Drew Taylor is the PM for this project. Mass notification budget request for 20/21 to complete project.

Sustainability Program Student Learning,

Engagement & Success

Brett Gnenz Ongoing





Accountable Lead

Completion Target

Quarter

Status



4. PROGRAM QUALITY

Online catering o An ‘out of the box’ solution is sought for this outdated

system for internal and external customers

Program Quality Carol Desilets Marcus

Molfenter

Q2 IT has assigned PM. PO expected Feb 15th. IT to install before March 31. Soft launch July 2019; complete Aug 2019.

Managed print o Implementation is intended for Q3, though full

implementation will likely take a few years.

Program Quality Carol Desilets Melissa

Townsend

Q3 Consultations with departments are substantially complete, Mapping in progress and report submitted to Ricoh Jan 31, 2019, testing of Papercut software currently underway in IT, Ricoh training and review of software Jan 31. Install date TBD once mapping and training complete. Important consideration will be class schedules and key dates within the institution. End TBA.

Prepare for AURORA software transformation o Processes and document procedures in areas such as

Food Services, Student Housing, and the Campus Store that interact with SRS, and FRS—are being reviewed for continuity with new software.

Program Quality Carol Desilets Mike Thibodeau

Marcus Molfenter

Ian Johnsrude Melissa

Townsend

Q3 Worked through systems, identified manual processes, met with Finance for further review of current processes and to develop a plan to address. Requirements for Unit 4 are being determined. End TBA.

Plan for Facilities–owned IT infrastructure renewal Program Quality Richard Lewis Q2 Have engaged MNP consulting Jan 2019 jointly with IT to begin business case for AEST funding consideration.

Implement preventative maintenance system and process Program Quality Richard Lewis Q4 Training, structure, communications and



Accountable Lead

Completion Target

Quarter

Status

implementation of Preventative Maintenance program.

Replace POS Terminals in Cafeterias (300 and 185) Program Quality Carol Desilets Q2

Rearrange Servery to better meet cafeteria customer demand in B300

Program Quality Carol Desilets Q2

Develop Facilities Services and Campus Development (FSCD) 5-year Labour Plan and Implement

Program Quality Richard Lewis Burke

Gulbranson Brandon

Dallamore

Q1

RFP/onboard new security service provider Program Quality Mark Egan Q1

Develop elevator capital maintenance plan Program Quality Brandon Dallamore

Q2

Project Management Software Tool sourced Program Quality Drew Taylor Q2

LED Exterior Lighting Project completion Program Quality Brandon Dallamore

Q1 Anticipated start April 2019/20.

Water Conservation Upgrades Program Quality Brandon Dallamore

Q2 Water cooled condensing fridge upgraded with air cooled system. 3 remaining to be converted 2019/20


Develop Milner Gardens Capital Maintenance plan Community Engagement

Richard Lewis Q1


Active employee engagement and cultural improvement Institutional Effectiveness


Q4

Training opportunities to contribute to the development high performance teams



Q4 Ancillary Services has implemented a multi- year customer service training which concluded September 2018. Currently developing a staff survey to identify future training requirements.



Accountable Lead

Completion Target

Quarter

Status

Survey expected to be completed by March 31, 2019.

Update Policy 44.06 and 44.06.001 Rental of University Facilities o This procedure may shift to an operating procedure

and clearly outline matters such as (but not limited to) how students/staff rent facilities, who has authority, and notice to impacted parties.


Brett Gnenz Richard Lewis Carol Desilets

Q3

Update policy 51.01 Food Services Institutional Effectiveness

Brett Gnenz Q4

Update policy 44.17 Audio/Visual Security Institutional Effectiveness

Brett Gnenz Q4

Implement priority facilities upgrades per Universal Access Committee aligned priorities


Richard Lewis Q4


IT INFRASTRUCTURE

SUPPORTING INITIATIVES (See Appendix A, page 16) Academic Plan Objective

Accountable Lead

Completion Target

Quarter

Status




Support the development of the VIU People Plan Academic Community

Darren Eveleigh TBD

People and Team development to support digital transformation (funding dependent)

Academic Community, Institutional Effectiveness

Darren Eveleigh Q4

IT Values development (funding dependent) Academic Community, Institutional Effectiveness

Darren Eveleigh Q2


• No specific initiatives identified

4. PROGRAM QUALITY

• A Number of Initiatives Align with Program Quality and Institutional Effectiveness; they have been included under Institutional Effectiveness


Search Engine Optimization (SEO) Project Phase 2: cross-institutional cooperation and collaboration

Web Services Integration


Michael Carpenter Q4


Review, refine and where needed create processes for external project requests with an IT component

Institutional Effectiveness,

Program Quality

Lyndon Allbury Q2

Identify and communicate to clients, resource limitations and other considerations in response to the overwhelming number of service requests


Program Quality

Lyndon Allbury Q4



Accountable Lead

Completion Target

Quarter

Status

Retire old infrastructure and applications o Admin/Gov unit migrations to Drupal WCMS o End-of-life for Catering, Mariners, Job Request

System, Building Area Summary and Floor Plan Summary, Facilities PDF forms, etc.


Program Quality


Web Forms – FIPPA compliance Institutional Effectiveness


Develop migration plan off hosted platform (Pantheon) Institutional Effectiveness


Backup solution for websites Institutional Effectiveness


Create an IT Technology Service Catalog Institutional Effectiveness,

Program Quality

Darren Eveleigh Q4

Remediate high risk and duplicate services and systems Institutional Effectiveness

Darren Eveleigh Q4

Upgrade student computers (Student Services Fee) within funding constraints


Program Quality

Arwen Schewe Q4

Upgrade employee computers Institutional Effectiveness,

Program Quality

Arwen Schewe Q4

Support Classrooms Technology Standards Pilot Institutional Effectiveness,

Program Quality, Academic

Community

Darren Eveleigh Q4

Support the implementation of the Managed Print solution including upgrade student printing


Lyndon Allbury Q4

Project Borealis – Network Remediation Phase 2 Institutional Effectiveness

Karl Childress Q4



Accountable Lead

Completion Target

Quarter

Status

o Project Borealis – End User Device Delivery Strategy Institutional Effectiveness

Karl Childress Q4

o Server Remediation and Sustainability Institutional Effectiveness

Karl Childress Q4

Support IT internal projects as required by each IT Team Institutional Effectiveness

Lyndon Allbury Q4

Refine Web Governance processes Institutional Effectiveness


Enhance site outcomes through a better user experience and Accessibility initiatives



Improve/refine standards and best practices for web editors

Help Desk frontline support (training and knowledge transfer)


Academic Community


Build relationships with the VIU community as a foundation for the Change Management process


Program Quality, Academic

Community

Lyndon Allbury Q4

Staff Training: Cyber Security Training, Cloud (AWS Certification)



Update IT Risk Assessment Institutional Effectiveness

Darren Eveleigh Q1

Develop and streamline team, departmental, and institutional processes


Program Quality

Darren Eveleigh Q4

Implement right sized VIU Disaster Recovery Plan Institutional Effectiveness

Darren Eveleigh Q2

Continue Cyber Awareness Training Roll Out Institutional Effectiveness

Darren Eveleigh Q2

Finalize IT Security Response Plan (Pending BCNet Shared Security Officer)


Darren Eveleigh Q2



Accountable Lead

Completion Target

Quarter

Status

Develop policy framework for IT Responsibly Use and Security policies (Pending BCNet Shared Security Officer)


Darren Eveleigh, Andrew Speed

Q4


IT ENTERPRISE SYSTEMS


Accountable Lead

Completion Target

Quarter

Status


Support Federated Identity Management Student Learning, Engagement &

Success

Andrew Speed Darren Eveleigh

Q1-Q4 Single Sign on prototyped and working for UBW. In progress for

other systems (Recruit, U4SM)





4. PROGRAM QUALITY





Assess and communicate Enterprise Systems capacity to deliver service


Andrew Speed Dan Brydges

Q1-Q4 On-going

Prioritize project AURORA assignments according to project team directives from functional units.


Dan Brydges Q1-Q4 On-going

Update and publish 3 year Enterprise Systems roadmap Institutional Effectiveness

Andrew Speed Darren Eveleigh

Q1 Not yet started

Migrate required functionality off of legacy system and onto new technology (Project AURORA will facilitate this)


Dan Brydges Q4 Partially complete

Represent Enterprise Systems within context of project AURORA


Andrew Speed Q1-Q4 On-going

Integrate required existing systems with new ERP (AURORA)


Dan Brydges Q4 In progress

Support functional units in implementing AURORA components


Andrew Speed

Q1-Q4 On-going

Take lead in workflow, reporting, and data migration; and train functional units as needed for AURORA


Dan Brydges Q3 Data migration is substantially complete. Workflow and reporting

work in progress



Accountable Lead

Completion Target

Quarter

Status

Create web server redundancy for Teaching Learning and Administrative Systems (TLAS)


Dan Brydges Q3 Redundant web server is built, working on logistics prior to

implementation

Support the implementation of the Managed Print solution


Dan Brydges Q4 In progress – IT supporting Ancillary led project

Create strategy to provide continued access to legacy data after go live of AURORA


Dan Brydges Q4 Investigating strategies, in discussions with functional units

Assess cost-effective options for institutional data not stored in AURORA



Q4 Have a high level strategy, have not yet put together a detailed plan

Establish institutional data standards through the data standards working group.


Andrew Speed Q1-Q4 On-going

Assess new technologies and scan environment for opportunities to keep abreast of technological change. I.e. Cloud integration platform


Dan Brydges Andrew Speed

Q1-Q4 On-going

Make team building, internal communication, and transparency a priority


Dan Brydges Q1-Q4 On Going

Develop coding guidelines to improve software maintainability


Dan Brydges Q3 In progress

Develop policy framework for IT Responsible Use and Security policies



Darren Eveleigh

Q4 To Be Scheduled

Develop AURORA milestone upgrade process Institutional Effectiveness

Dan Brydges Andrew Speed

Q1-Q4 Will work with Project AURORA team and functional units to create

repeatable upgrade process


FINANCE


Accountable Lead

Completion Target

Quarter

Status


Development and implementation of Finance portion of AURORA Student module.

Student Learning,

Engagement & Success

Stephen Clements

Q4 IN PROGRESS





4. PROGRAM QUALITY





Implementation and refinement of AURORA Finance module.


Joanne Brocklebank

Q4 IN PROGRESS

Implementation and refinement of AURORA Payroll module.


Tracy Zandee Q4 IN PROGRESS

Implementation of Contract Management program Institutional Effectiveness

Kathleen Hayden Q4 IN PROGRESS

Lead Vendor Management Training session to inform best practices around efficiently managing relationships with vendors and delivery of services


Kathleen Hayden Q4 Material drafted, roll out on hold pending implementation of contract management program

Continue development of Enterprise Risk Management function/program


Director of ERM Development will be a multi-year initiative likely spanning at least 5 years.


APPENDIX A


Appendix B

Divisional SWOT Analysis - 2019/2020

Strengths (Internal)

Weaknesses (Internal)

Positive culture

Strong, committed, capable team

Limited hierarchy – accessible Senior Management Group and supportive Senior Management Group

Management in division supports “right sizing” positions; this also provides opportunity for staff growth

Internal communications capacity has been added

Provide open access to education and provide education that is of a high caliber

Support for professional development and skilling up

Embrace value-based approach to decision making Focus on student success

Increased strategic alignment across divisions

Risk Management capacity has been hired to build competency

Demonstrated customer service orientation

Mindful leadership team

Hands on team to getting things done

Investing in collaborations with other areas of the university

Leverage web as a recruitment tool

At a Tipping Point o Staff fatigue o Vulnerable o Compensation being used to assess value (some

progress has been made here)

Succession planning and orientation for new staff is inconsistent and insufficient

Workload is not sustainable

“Enterprization” in progress but not done – standards, processes, policies

Meeting / communication ineffectiveness

Capacity planning

Priorities are not always clear (at a higher level); more opportunities than resources to deliver

Lack of governance around IT and Facilities resources and demand

Lack of resources to “do everything” – funding, buildings, people, systems

Initiatives that cause risk for VIU being undertaken - both “under the radar” and “in plain sight”; some of these are being undertaken in isolation

Maintenance deficit impacts student experience

Lack of evaluation of initiatives, once complete

Culture of complacency in promoting VIU programs triggered by how we have always done things - could be addressed by leadership competency

Lack of commitment to brand standards

APPENDIX B


Opportunities (External)

Threats (External)

Digital Transformation – Cloud solutions, Intranet, Internet, Marketing Technologies

Leadership capacity and managerial competency – supported by policy and hiring practices

Leverage capital projects

VIU Initiatives Trust

Renovate cafeteria

Create Mariners’ Grill

Become a University Town

Ministry awareness and priority for IT remediation and for security

Leverage partnerships and philanthropic collaboration

Increased Campus life

Design and Implement Service Excellence Awards

Universal Access Committee external funding sources

Continue dialogue with Academy for flipped classroom, and blended and on-line course delivery

Continue dialogue with Academy for Third Semester

Investigate opportunities to partner for delivery of programs

External competition – staffing, facilities, services

Below market compensation

Government funding stagnation and unpredictability

Competition for students

Stagnant domestic enrolment

Changing student needs and expectations (for example, student residence, technology); inability to keep up

Reputational breach

Deferred maintenance backlog on physical infrastructure ($100M)

Currency and relevancy of programs

Lack of strategic enrolment management

Impact of geo-political directions on international enrolment

APPENDIX B


Appendix C

Divisional Principles - 2019/2020

Rigor of Realism (Live within our means)

Collaboration and consultation

Strategic prioritization to build capacity and long term sustainability (ROI)

Reflect total cost of ownership in estimates (needs to be a way of thinking)

Develop and enable behaviors of high performance teams

Create time and space to think and to innovate

Engage in trade-off conversations

Clarity of requirements Safety to challenge the boss

APPENDIX C

Documents

ADMINISTRATION AND FINANCE DIVISION 2019/20 INITIATIVES · MARKETING, ANALYTICS, RECRUITMENT AND COMMUNICATIONS (MARCOMM) SUPPORTING INITIATIVES Academic Plan Objective ... Student