Administration and Finance Division Mission and Strategic Goals

Mission

The Administration and Finance Division of the California Maritime Academy provides operational and management services to facilitate the effective and efficient use of physical, financial, safety and technological resources in a manner that positively affects the students, faculty and staff, and supports Cal Maritime’s mission to be recognized as a leading educational institution within the CSU.

Strategic Goals for the Division of Administration and Finance

1) Minimize student, faculty, and staff time spent on administrative tasks

• Facilitate an environment that allows the campus to excel at its primary mission
• Develop and maintain appropriate campus policies and procedures on the campus website for complete, uniform and easy access
• Automate commonly used campus forms and disseminate them electronically
• Communicate regularly with constituents through newsletters, workshops, email and periodic client surveys
• Empower our clients to gain access to useful information
• Implement cost effective web-based payment methods for student accounts
• Provide a safe, clean, secure and sustainable campus environment

2) Modify Business Practices

• Translate institutional data into useful tools for management
• Establish comprehensive and agreed-upon institutional budgets
• Create an equitable General Fund cost allocation plan (i.e., chargeback policy) that recognizes in-kind contributions and complies with system-wide directives
• Work with appropriate others to establish grant processes for proposal, approval and post-award management
• Identify, prioritize and improve compliance with CSU policies and practices
• Develop comprehensive business plans for each enterprise fund (e.g., Cruise Trust, Parking, CMA Services, SPEL, etc.) in conjunction with the appropriate administrator
• Secure budget approvals prior to implementing new or modified programs
• Integrate process mapping into all operational reviews to identify stale or redundant steps in workloads
• Make effective use of the CSU Quality Improvement Program through benchmarking, modeling best practices from sister institutions and the use of feedback instruments

3) Develop and sustain an environment that allows every employee to excel and be recognized

• Establish and communicate annual goals for each employee that are in concert with the division goals; ideally, this is a collaborative process
• Support at least one employee development opportunity for each employee annually that reinforces divisional goals and facilitates professional growth
• Maintain an orientation program for new A&F employees in conjunction with the Office of Staff and Faculty Human Resources.
• Foster a team environment in all departments through the use of regular staff meetings oriented toward collective problem-solving and information sharing
• Provide opportunities for cross training, sharing of knowledge, professional growth, mentoring and refinement of job skills