• The University will continue to improve in its efforts to discourage employees from operating in departmental silos and many departments lack experienced managers. Organizational silos cause a breakdown of processes and create an environment where individual departments rarely consider the impact of their decisions and actions on other departments.


• Inadequate training often results in poor management of departments. University management must encourage creative problem solving at the executive and middle management levels rather than continuing to do business as usual within each silo.


• Data integrity issues have resulted from the continued use of manual processes and the lack of systems controls. Data integrity issues, lack of administrative processes and the absence of coordination and reconciliation between the Banner financial and institutional advancement systems are negatively impacting the planning and execution of the University’s alumni relations and fundraising activities.


• Banner data must be cleaned up. Old and inaccurate data should be expunged according to an approved plan to avoid deleting necessary data. Old and inaccurate data stored in Banner results in inaccurate decision-making.


• The University must streamline processes (registration, enrollment, financial aid, finance, etc.) for increased effectiveness and efficiency; thereby, allowing students to rigorously pursue their academic studies beginning at the start of the school year in support of academic success, retention, and increased graduation rates.

• Finance, Human Resources, Student Health Services, Athletics and Institutional Advancement infrastructure; and


• Strengthening internal controls via the BANNER System [i.e. Finance, Human Resources, Institutional Advancement, and Student Modules].

• Gain a better understanding of the system and its functionality in order to improve internal controls and process efficiency;


• Automate all practical administrative functionality within CAU Banner system which will improve labor savings and add maximum value to operations;


• Enhance employees’ BANNER skills and knowledge to effectively and efficiently use each of the forms, fields, and modules within their applicable functional system; and


• Improve business processes in the identified functional areas that will enhance key service areas such as: research and sponsored programs’ portion of the finance module and integration as well as ‘touch points within the HR module for HR and Payroll.

Objectives:

1. Improve Clark Atlanta University's Financial Management system internal controls and year end processes by 9/30/11.
2. Improvement in the institution’s information management capabilities across the functional areas to better utilize existing capabilities and resources. The functional areas will include: Human Resources (50% to be completed by 9/30/10); Finance (50% to be completed by 9/30/10); Student Health Services (50% to be completed by 9/30/10); Athletics (20% to be completed by 9/30/10); and Institutional Advancement (50% to be completed by 9/30/10).
3. Improve the institution’s ability to track and comply with external compliance standards(accreditation) through optimizing cross-functional processes and procedures via compliance training.