Statement of
Vision, Mission, Goals and Objectives
Office of Budget and Planning
March 1999
Vision
Planning, implementation, and assessment decisions at all levels within LSU and A&M will be congruent with the University's vision, mission, and goals.
Mission
The mission of the Office of Budget and Planning is to provide timely, accurate, and useful information to decision makers to assist them in making decisions that are congruent with the vision, mission, and goals of LSU and A&M College.
Goals and Objectives
GOAL 1: To provide the necessary financial and other operational information needed by the University and its subdivisions for the appropriate budgeting and expenditure of resources.
Objective 1.1: Improve the University's state budget request and the annual operating budget by linking the budget process more closely to the University planning process.
Strategy1.1.1: Require all permanent incremental changes in the institutional operating budget to be identifiable with an objective in the University=s Strategic Plan.
Responsibility of: Budget Director.
Time line: Every fiscal year beginning in FY 1999-2000.
Performance Indicator: A quarterly report will be generated showing all permanent incremental changes in the institutional operating budget and the amounts for each objective listed in the University=s Strategic Plan.
Constraints: Adoption of strategy by senior administrators.
Objective 1.2: Improve the use and control of operating budget resources by major subdivisions of the University.
Strategy 1.2.1: Incorporate into the Budget and Planning web site an area for AFrequently Asked Questions@/Newsletter.
Responsibility of: Associate Vice Chancellor for Budget & Planning.
Time line: Fiscal Year 1999-2000.
Performance Indicator: Number of visits to the web site.
Constraints: Personnel resources in Computing Services and Budget & Planning.Strategy 1.2.2: Provide training to personnel in budgetary units through the use of budget information workshops.
Responsibility of: Budget Director.
Time line: Annually, beginning in fiscal year 1999-2000.
Performance Indicator: Minimum of one workshop per year.
Constraints: Availability of personnel in the Office of Budget & Planning.Strategy 1.2.3: Visit budgetary units to assess their budgetary skills and knowledge of appropriate university systems.
Responsibility of: Budget Director.
Time line: Beginning in fiscal year 1999-2000.
Performance Indicator: Six visits per year.
Constraints: Availability of personnel in the Office of Budget & Planning and cooperation of budgetary units.Strategy 1.2.4: Analyze Service/Recharge Centers for compliance with and implementation of University Policy Statement.
Responsibility of: Budget Director.
Time line: 1999-2003.
Performance Indicator: One Service Center and three Recharge Operations in FY 1999-2000.
Constraints: Adoption of Policy Statement and availability of Budget & Planning personnel.
Objective 1.3: Improve the automated budget system to provide more timely and useful information.
Strategy 1.3.1: Provide Salary Savings Reports in electronic media.
Responsibility of: Budget Director.
Time line: Implement in fiscal year 2000-2001.
Performance Indicator: Availability of electronic salary savings reports.
Constraints: Availability of personnel in Budget & Planning and Computing Services.
Strategy 1.3.2: Increase the number of budget adjustments in which final authorization resides at the unit level.
Responsibility of: Budget Director.
Time line: 2000-2001.
Performance Indicator: 5% reduction in budget adjustments approved by the Office of Budget & Planning.
Constraints: Availability of computing services and requirements dictated by the Division of Administration.Strategy 1.3.3: Include budget data for restricted fees and restricted funds-other sources (source of funds 1 and 9) in the on-line budget system.
Responsibility of: Budget Director.
Time line: Beginning in fiscal year 2000-2001.
Performance Indicator: Restricted fees and restricted funds-other sources in the on-line budget system.
Constraints: Availability of personnel in Budget & Planning and Computing Services.
GOAL 2: To provide useful and timely information to administrative units of the University for decision making relative to planning, implementation, and assessment.
Objective 2.1: Implement a process of determining and evaluating informational needs of the University and its subunits.
Strategy 2.1.1: Develop an inventory of informational needs based on interviews with users and analysis of data requested by units on a routine basis (e.g., for accreditation reports, for grant proposals, for program review self-study, for assessment, for resource allocation).
Responsibility of: Assistant Director.
Time line: 1999-2000, ongoing.
Performance Indicator: An inventory of items consisting of descriptions and definitions.
Constraints: Availability of personnel in Budget and Planning.Strategy 2.1.2: Evaluate existing reports routinely distributed by Budget and Planning, interview selected users of these reports, delete or revise existing reports, implement new reports as needed to meet changing needs.
Responsibility of: Assistant Director.
Time line: Ongoing, beginning with review of reports on students in 1999-2000.
Performance Indicators: Number of reports evaluated, number of users interviewed, number of reports deleted or revised, number of new reports implemented.
Constraints: Availability of personnel in Budget and Planning; revisions may be constrained by availability of personnel in Computing Services.
Objective 2.2: Develop and implement electronic management systems for use at various administrative levels within the University.
Strategy 2.2.1: Develop a sound foundation for an electronic management system by replacing the current office OS2 server and software with Windows NT, by investigating various software products used for electronic distribution of information, and by examining the structure/organization of web sites of budget and planning offices at other universities.
Responsibility of: Assistant Director and Budget Director.
Time line: 1999-2000.
Performance Indicators: Server and software installed, number of software products evaluated, number of web sites examined.
Constraints: Availability of personnel in Budget and Planning and Financial System Services.Strategy 2.2.2: Redesign Budget and Planning web site to include electronic distribution of public access reports currently distributed in hard copy.
Responsibility of: Assistant Director and Budget Director.
Time line: 1999-2000.
Performance Indicator: Number of reports on web site.
Constraints: Availability of personnel in Budget and Planning and Computing Services.
GOAL 3: To provide accurate and timely information to external constituencies.
Objective 3.1: Review and re-engineer processes used in reporting to constituencies external to the University.
Strategy 3.1.1: Identify those surveys/reports routinely completed for external constituencies, investigate electronic submission of data, and begin electronic submission where appropriate.
Responsibility of: Assistant Director and Budget Director.
Time line: 2000-2001.
Performance Indicators: Number of surveys evaluated, number of surveys submitted electronically.
Constraints: Availability of personnel in Budget and Planning.
GOAL 4: To recruit, develop, and retain a highly competent staff.
Objective 4.1: Develop, improve and/or maintain the professional skills of all employees at a high level through such activities as attendance at workshops, seminars, and conferences.
Strategy 4.1.1: Encourage staff to attend at least one professional development program each year.
Responsibility of: Associate Vice-Chancellor for Budget and Planning.
Time line: Annually, 1999-2003.
Performance Indicators: Number of staff attending professional development programs.
Constraints: Departmental funding and availability of suitable professional programs.
Objective 4.2: Provide compensation commensurate with duties and responsibilities.
Strategy 4.2.1: Conduct annual performance evaluations of all staff; link merit increases to evaluation process.
Responsibility of: Associate Vice-Chancellor for Budget and Planning.
Time line: Annually, 1999-2003.
Performance Indicators: Number of staff receiving annual evaluations; correlation between merit increases and evaluations.
Constraints: Departmental funding.
