Presbyterian church (u.s.a.), a corporation

The Presbyterian Church (U.S.A.), A Corporation is a corporate entity of the General Assembly.  It was originally created in 1799.  It holds funds and title to property in accordance with the 1986 Deliverance of the General Assembly, its Articles of Incorporation, and its Bylaws.  In essence A Corporation is the “business office” of the General Assembly, enabling the General Assembly to conduct any number of transactions with the secular world.

For many years the A Corporation was a part of the Presbyterian Mission Agency and its predecessor bodies.  The 223rd General Assembly (2018) separated A Corporation from the Presbyterian Mission Agency, so that each could focus on what it is intended to do.

Administrative Services Group - A Corporation, through the staff of the Administrative Services Group (ASG), provides the services of Finance, Accounting, Reporting, Treasury, Legal Services, Human Resources, Internal Audit, Global Language Resources Services, Information Technology, Distribution Services, Mail/Print Services, Research Services, Risk Management, and Building Services.  The primary client partners of ASG are the General Assembly and its commissions, committees, and task forces, the Office of the General Assembly, and the Presbyterian Mission Agency. Services are provided on a contract basis to the Investment and Loan Program, Presbyterian Publishing Corporation, and Presbyterian Women.

Governance - The A Corporation is governed by a board of directors who are elected by the General Assembly.  There are designated board directors from Committee on the Office of the General Assembly, Presbyterian Investment and Loan Program Board, Presbyterian Mission Agency, Presbyterian Publishing Corporation Board, Presbyterian Foundation Board, Presbyterian Women, Racial Equity Advocacy Committee, and the Advocacy Committee for Women’s Concerns.  There are three at large directors.

Mission - The mission of the Administrative Services Group is to support client partners so that their ministries flourish.

Goal - The goal of the Administrative Services Group is to be the preferred provider of administrative services to Presbyterian Church (U.S.A.) agencies and entities.

Operating Principles - The following principles guide ASG’s work:

1.    ASG earns trust every day by doing what we say we will do

2.    ASG provides timely, factual, neutral, and prudent information to decision makers, as transparently as possible

3.    ASG provides honest, timely, professional, effective business services to client partners

4.    ASG demonstrates good stewardship of resources entrusted to the church by delivering services that are successful, simple, sustainable, and safe

5.    ASG “has the back” of the Presbyterian Church (U.S.A.) and its staff

Funding and Expenses - Funding for the work of ASG comes from three sources:  the Office of the General Assembly (OGA), the Presbyterian Mission Agency (PMA), and contracts for services (agreements with PILP, PPC, PW and a tenant lease).  See the following charts for 2020 budget information.



 

Key Initiatives and Projects in 2020

·      Enterprise Risk Management Plan for ASG

·      Raiser’s Edge/Financial Edge systems upgrade

·      Global Language Resources implementation

·      Property Inventory and Assessment

·      Customer/Client Services Training for ASG Staff

·      ASG Policy/Procedures Streamlining and Simplification

·      General Assembly Support to A Corp Board and Client Partners

·      Responding to ASG results of the Diverse Voices Table Climate Assessment Survey


Department

Description

President’s Office

The President’s Office provides support to the Board of Directors of Presbyterian Church (U.S.A.), A Corporation.  The President’s Office leads the Administrative Services Group.  The President’s Office nurtures relationships with existing and future client partners.

 

Key tasks for the department:

1.    Support the A Corporation Board of Directors in carrying out their role

2.    Lead the Administrative Services Group (ASG)

3.    Support client partners in their work and ministry

4.    Work with all staff to identify service improvements for Administrative Services Group

5.    Communicate the A Corporation’s story and work to the denomination

 

President’s Office

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

P1

A Corporation Communications

April 2020

Annual report document available for distribution at General Assembly; establish a robust A Corp website presence

Lack of internal resources available to produce report

Engage an outside designer if needed

P2

Enterprise Risk Management (ERM) Plan

April 2020: present initial phase of plan to A Corporation board

First phase of ERM that identifies key risk factors and strategies to mitigate

Difficulty in engaging key staff of client partners in identifying risks

Devise a simple survey device to minimize face to face meetings

P3

Develop new leadership team after filling key vacancies and onboard new staff

March 2020:  General Counsel, CFO/COO, and Global Language Resource manager positions are filled prior to GA

Positions are filled following participation by Board of Directors and key stakeholders

Difficulty in finding qualified candidates

Assess pool of candidates to determine if readvertising is necessary

P4

Successful implementation of Global Language Resources (GLR) Department

December 2020

Improved and valued translation and interpretation services based on user feedback

Adoption issues by GLR staff and end users

Relationships and communications with staff and end users

P5

New A Corp Board Directors

August 2020

Training provided for new directors and so that they have confidence in their role and tasks

Directors are not approved timely so that orientation cannot take place

Work closely with GANC to make certain directors are approved timely

P6

Direct ASG Business Plan Implementation

December 2020

Identified key tasks and projects are completed

General Assembly activities and preparation

Continue to work with ASG staff to push forward projects despite GA

P7

Customer/Client Service Training for ASG Staff

March 2020

Improved service to client partners

ASG staff does not take the training to heart and make meaningful changes

Continuous feedback mechanisms from client partners

 


 

Department

Description

Global Language Resources

Provides language access services generally to the six agencies of PC(USA) and Presbyterian Women, including translation of essential documents into Spanish and Korean (see 2012 GA Referral Item 16-07)

 

Key tasks for the department:

1.     Provide translation and interpretation services to client partners

2.    Implement translation productivity software and a quality assurance program

3.    Align legacy translations

4.    Use an intentional and commonly understood process for receiving, fulfilling, and delivering translation and interpretation orders from client partners

 

Global Language Resources

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

GLR1

Select and roll out suite of translation productivity software tools

January 15, 2020

Vendor selected and software successfully rolled out, translators trained

Failure to achieve user buy-in. Potentially high learning curve for linguist-users

Informational campaign among initial scope clients to raise awareness of new online process. Ensure adequate training for user-linguists

GLR2

Hire two new staff linguists

March 30, 2020

Additional Spanish translator and Korean translator added to GLR staff

Difficulty attracting applicants with appropriate competencies. Adaptation to “Presbyterminology

Publicize position among Presbyterian-affiliated institutes of higher learning. Ensure formal glossaries provided and translation tests administered.

GLR3

Establish Translation Quality Assurance program

April 2020

Define quality metrics. Establish quality standards and testing processes. QA audit of recent translation work

Timeline to completion interferes with preparation for GA

Push deadline to after GA or end of summer.

GLR4

Align legacy translations

Dec. 2020

All or most legacy translations identified and draft aligned

Discover high volume of work, need to outsource tasks

Budget appropriately for additional contract work

GLR5

Interpreting/translation master Calendar

12/2020

Complete annual calendar of events where live interpreters and materials translation will be needed

Scheduled events changed without notice from stakeholders. Material translation requirements not communicated in a timely fashion

Regular check-ins with stakeholders about the status of scheduled events with reminders to submit materials for translation with ample lead time

 


 

Department

Description

Human Resources

The Human Resources office develops and administers programs, policies and procedures designed to positively impact the effectiveness of its client partners and the working environment of their employees.

 

Key tasks for the department:

1.    Employee relations and client partner consulting

2.    Compensation and benefits plans and administration

3.    Staffing and recruitment

4.    Staff education and development, particularly Cultural Humility training and Customer Service training

5.    Compliance and policy administration

Human Resources

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

HR1

Use technology to improve the management and administration of HR processes, programs, document retention and compliance needs:  ADP cloud storage, performance management modules.  Implement ADP recruitment and cloud document storage modules.

 

Assess ADP’s performance management module, if appropriate, implement it as the on-line performance review system.

Recruitment:  2Q 2020

 

ADP Cloud Document Storage –2nd quarter 2020

 

Decision to use/not use ADP’s performance management module made by 5/1/2020.

Candidate data is accurately captured and tracked from application to new hire processing; data input is significantly reduced so most input is only “touched” once.  Significant reduction in “paper” filing.

All active employee employment records from 1/1/20 forward are stored in ADP by year end.  If yes decision, the module is ready to use by 11/1/2020

Other work priorities emerge.

Reprioritize work and projects.

HR2

Create and implement a new employee onboarding program, including updating and revising day 1 new hire orientation.

Ongoing

First onboarding program held by 8/1/20.

Cooperation from OGA, PMA, and ASG management.  Schedule conflicts.  Volume of recruitment /hiring.

 

HR3

Develop and implement employee communication strategies, in coordination with the overall communication needs of A Corporation and ASG.

Ongoing

HR “look” is created and agreed to for use in all materials used by HR. Recruitment materials are developed and ready for use at General Assembly.

Limited communication assistance

 

HR4

Develop an employee education and development plan to address needs in areas of basic employee training, management/supervision and technology.

 

Continue the planning and implementation of a comprehensive Cultural Humility program.

Plan developed by end of 1st quarter, 2020

Employees are educated on use of Moodle and the training programs housed in it by January 31, 2020.

 

Initial schedule of classes/offerings is created and distributed by end of 1st quarter (standard sessions).

 

Training/educational needs are assessed.

 

Education/training on cultural humility/diversity are planned and communicated by end of 1st quarter, 2020.

90% of all A Corp (OGA, PMA, ASG) participate in a least one cultural humility program during 2020.

Budgetary constraints.

 

Scheduling difficulty due to General Assembly and demands and staff’s travel schedule.

 

Competing demands.

 

HR5

Continue to create and implement effective sourcing and recruitment strategies that:

Results in diverse candidate pools for all positions for which we recruit, particularly senior leadership and management positions, and creates opportunities for individuals from Presbyterian communities in the global south and other historic Presbyterian communities of color to be hired, as directed by – referral (04-03) 1. from the 223rd General Assembly and

 

Impacts the achievement of the benchmarks established by the 222nd General Assembly

Ongoing

(04-03) 1.     Direct all six of the Presbyterian Church (U.S.A.) agencies to be intentional and proactive in prioritizing the hiring and retaining of people from[Presbyterian communities in the global south and other historic Presbyterian “Communities of Color”,] preferably with theological training and fluency in languages other than English, in [every one] [each] of their program areas or departments so that resources, as well as theological, ecclesiological, and other pertinent documents, if applicable, will be written from the cultural, methodological, and linguistic worldviews of those communities.

 

A general benchmark of 50% women and 40% persons from minoritized racial groups (50/40) for the employment of personnel.  A targeted benchmark for exempt employees of 50% women and 33% persons from minoritized racial groups (50/33)

Managers focusing on this responsibility and making hiring decisions that support this goal

Educate hiring managers

Reinforce commitment of Senior Management

HR6

Continue the review and consolidation of employee policies, programs and processes for OGA, PMA and the Administrative Services Group, resulting in consistency while still providing for agency-specific policies appropriate for each organization’s vision and culture. Includes Employee Handbooks, compensation programs and performance management processes.

Ready for presentation at fall 2020 Board meetings. Year end, 2020

World Mission Personnel Handbook is consistent with the A Corp “universal” handbook where appropriate. 

 

OGA, PMA and ASG Performance management and compensation programs are reviewed with changes made for more consistency. 

Time constraints and competing demands.  Cooperation from World Mission staff. 

Cultural differences between agencies/entities

 

 


 

 

Department

Description

Internal Audit

Internal Auditing is an independent appraisal function established to examine and evaluate the activities of the Administrative Services Group (ASG), Office of the General Assembly (OGA), and Presbyterian Mission Agency (PMA) as a service.  The overall objective of the Internal Auditing function is to assist the ASG in the effective discharge of its responsibilities.

 

Key tasks for the department:

1.    Manage the Enterprise Risk Management Process

2.    Implementation of the annual Internal Audit Plan

3.    Conduct special audits and investigations

4.    Staff support to the Audit, Risk Management, and Legal Committee

5.    Produce audit reports

 

Internal Audit

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

IA1

Complete Audit Plan

12/21/2020

All audits approved by the ALR Committee.

Special Projects that take precedence over audits.

Limited staff and availability of staff in departments being audited.

IA2

Complete ERM program

12/21/2020

ERM complete and submitted to A Corp Board.

Special Projects that take precedence over audits.

Limited staff and available of staff in departments being audited.

IA3

Complete Risk Assessment for Internal Audit Plan

1/31/2020

Approval by President and ALR committee.

Special Projects that take precedence over audits.

Limited staff and available of staff in departments being audited.

IA4

Develop Audit Plan for 2020

1/31/2020

Approval by President and ALR committee

Special Projects that take precedence over audits.

Limited staff and available of staff in departments being audited

IA5

Audit training for Internal Audit Staff

12/21/2020

Improved knowledge and up to date on new processes.

Special Projects that take precedence over audits.

Limited Budget for training.

 


 

 

Department

Description

Legal Services

The Legal Office provides legal advice and support to the Board of Directors of the A Corporation, the boards of client partners, and the General Assembly, as well as to client partners’ staff organizations.

 

Key tasks for the department:

1.        Legal advice and support, including governance support, for the A Corporation Board of Directors, COGA, ILP Board, PMA Board, and PW Board

2.        Legal advice and support, including governance support, for ASG, ILP, OGA, PMA and PW staff

3.        Support the A Corporation Board of Directors and client partners at the 224th General Assembly (2020)

4.        Provide training and resources on ASG policies, practices, and procedures, as appropriate

5.        Keep all corporate filings and other governmental filings in good standing for all client partners

 

Legal Services

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

LS1

Review and streamline ASG policies.

December 31, 2019.

Report to Board.

Staff time.

Review work largely complete.

LS2

Responding to requests and direction from the General Assembly, the MFIC, the Financial Sustainability and Per Capita Task Forces and assisting client partners with request of them from General Assembly groups.

June 27, 2020.

All requests timely answered.

Difficulty securing information.

Partnership with others, such as Department of History.

LS3

Harmonizing and streamlining the Organization for Mission, Manuals of Operation, and Policies that involve PMAB, COGA, and A Corp.

February 21, 2020 (120-day deadline).

Documents brought into compliance with current practice.

Staff time.

Staff member commitment to project.

LS4

International Compliance Policy.

October 31, 2020.

Policy adopted by Board.

Outside legal fees.

Existing product from prior work.

LS5

Legal Presence on ASG Website.

December 31, 2020.

Several resources posted.

ASG website ready for such content.

Content can be created in advance.

 


 

 

Department

Description

Research Services

Research Services assists the Church in making data-informed decisions.

 

Key tasks for the department:

1.    Support client partners by conducting research that informs ministry and program design

2.    Conduct national decennial ecumenical congregational study

3.    Conduct the second in a series of comprehensive pastoral leadership surveys with the focus on commissioned ruling elders

4.    Promote the US Congregational Vitality Survey for all PC(USA) congregations

5.    Develop new online resources that support congregations, mid councils, and national office clients

 

Research Services

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

RS1

Work with client partners to conduct research that informs ministry.

Multiple, ongoing deadlines.

Reports are completed on time according to the blueprint (work plan).

Lack of access to contact information.

Clients providing valid contact information and general client availability.

RS2

Conduct 2020 Faith Communities Today decennial survey.

August 2020.

Ecumenical reports produced in fall 2020.

Ecumenical partners do not honor their commitments.

Work is shared among the ecumenical partners.

RS3

Conduct Phase II Pastoral Research – Commissioned Ruling Elders.

June 2020.

Reports completed in fall 2020.

Unable to identify and reach significant numbers of Commissioned Ruling Elders.

Support of mid council leaders in helping to reach CREs.

RS4

USCVS

US Congregational Vitality Survey

Ongoing

4 weeks after surveys are returned

PC(USA) and Non-PC(USA) congregations

Response could exceed capacity

New web resource and additional staff

RS5

Online resources for congregations, mid councils, and national office staff.

November 2020.

Resources online and external measures such as Google analytics.

Limitations of IT Development staff and results of website Centralis Consultation.

Use of external consultants to develop resources.

 


 

 

Department

Description

Risk Management

Designs and administers an effective insurance program for General Assembly entities and Presbyterian Women, and incorporate Risk Management procedures for the General Assembly entities.

 

Key tasks for the department:

1.    Create encompassing insurance program for the 5 corporation entities plus Presbyterian Women.

2.    Receive, process and maintain all insurance claims for the 5 corporation entities and Presbyterian Women

3.    Assist in the design of a comprehensive business continuity plan with emphasis on disaster recovery for IT support function in the PCUSA, A Corp.

4.    Assist in the establishment of an Enterprise Risk Management plan for A Corporation

5.    Research and establish a domestic property inventory and work towards the transition of domestic properties mid-governing bodies where appropriate and feasible.

 

Risk Management

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

RM1

Insurance program.

March 2020.

The insurance program renews with less than 15 % increase.

Wildly changing insurance market rates due to catastrophic regional losses.

Engage with several brokers for optional quotes.

RM2

Domestic Property Inventory with current information.

April 2020.

Completed inventory spreadsheet of current properties.

Inadequate and incomplete property records.

Engage outside title company.

RM3

Enterprise Risk Management Plan.

August 2020: present initial phase of plan to President of a Corp by July of 2020.

Determination of interview questions for PCUSA A Corp staff.

Appropriate staff unavailable to interview to determine risk factors.

Determine a set list of areas to be included in the survey.

RM4

Business Continuity Plan.

October 2020.

Research and document initial outline of areas of concern for disaster recovery.

Unable to identify correct areas to start the process.

Create a survey for key areas to determine risk factors.

RM5

Incident Response Plan for IT.

November 2020.

Successfully implement an incident response plan with the help of an outside vendor.

Inability to gather required staff to complete the plan.

Bring in correct staff to complete the plan.

 


 

 

Department

Description

Information Technology Support Services (IT)

The Information Technology Support Services office provides supports for all applications, systems, and hardware (PC’s, Macs, phones, printers, etc.) used by employees of PCUSA.  The department is responsible for maintaining and supporting an onsite data center and physical building-wide network.

 

Key tasks for the department:

1.    Maintaining and updating of servers and equipment in the onsite PC(USA) data center, networking

equipment throughout the PC(USA) Center, and providing and managing several cloud-based systems (most notably Office 365).

2.     Provide helpdesk and desktop support services for the most agencies and ministry areas

3.     Provide I.T. equipment ordering and account reconciliation services for the majority of agencies and ministry areas

4.    Provide telecommunications (desk phones, cell phones, and Internet access) and video conferencing support and services.

5.    Provide cybersecurity protection using several I.T. systems and ongoing cybersecurity training to all employees.

Information Technology Support Services (IT)

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

ITS1

Migrate the existing SQL 2008R2 server to a newer platform.

December 2020.

All existing PCUSA application databases migrated to the new server.

·    Applications that will not run on the new server

·    Staff resistance to retiring systems that are no longer supported or no longer under vendor support contracts.

Meet with application owners to discuss plans to sunset or upgrade applications.

ITS2

Develop an enterprise-wide Business Continuity and Disaster Recovery Plan.

August 2020:  To complete the Business Continuity part of the plan.  DR TBD.

A formalized and well-documented Business Continuity Plan that is approved by senior leadership and the Board.

·    Difficulty in engaging key staff

·    Project Costs (particularly if consultants are necessary).

Identify vendors that can provide applications and consulting services to help guide us through the process.

ITS3

Develop a formal organization-wide Security Awareness Program.

December 2020

Completion of a documented Security Awareness program.

·    Time constraints

·    Potential cost of introducing new systems or processes into the organization

·    Difficulty engaging staff

Dave Dinkel will attend a SANS Security Awareness program dev. class in Dec. 2019 to learn the process of developing a program.

ITS4

Assist with the migration of Financial Edge and Raisers Edge to the Blackbaud NXT versions

Beginning late Q2/early Q3 of 2020

Ensure that we have completely documented the system, department and reporting processes that are impacted.  Identify dependencies between RE and FE and any other system dependency.

·    Time constraints

·    Lack of full understanding of departmental processes.

·    Cost of external consultants

·    Cost and time to rewrite interfaces

·      Meet with all areas to discuss departmental workflow

·      Meet with FE and RE employees to determine how current interfaces are being used.

·      Meet with FE and RE users to determine key reporting needs.

·      Work with Blackbaud to determine one-time consultation costs, project management costs and yearly costs for the NXT platform.

ITS 5

Continue to work on modernizing PC(USA) conference room capabilities

Throughout 2020

·     Putting all conference rooms into Outlook so that they can be reserved by employees (currently reserved manually by key department resources)

·     Installing additional video conferencing equipment, if necessary

·     Installing capabilities to wirelessly connect laptops to rooms that have TV’s installed.

·    Providing adequate training to users to review these new systems and processes.

·    Getting buy-in from employees to use the new process---particularly conference room scheduling.

·      Meet with current department room schedulers to agree on new process for reserving conference rooms

·      Implementing a reservation process that is easy to use for employees and requires little I.T. oversight.

·     Select hardware and software that is reliable and easy to use.

 

Department

Description

IT Application Development

IT Application Development provides technical expertise for PC(USA) by developing and maintaining business applications, databases and websites. Automated solutions are created in collaboration with our clients to solve complex business challenges.

 

Key tasks for the department:

         1. Upgrade programming language to newest version for all Python applications.

         2. Consolidate the OGA and PMA websites into the PC(USA) website.

         3. Upgrade Raisers Edge and Financial Edge from self-hosted to cloud hosted NXT.

         4. Support PC(USA) agencies by creating and enhancing websites, applications and databases.

         5. Consolidate and upgrade application servers.

 

IT Application Development

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

ITD1

Upgrade Programming language to Python 3.0.

December 2020.

Ensure all existing functionality is maintained with zero errors.

Key functionality may no longer be supported in new version.

Client availability for feedback.

ITD2

New PC(USA) website to incorporate the OGA and PMA website.

1st Quarter 2020 Analyze test session results; other phases throughout 2020.

Eliminate confusion for users and improve access to all   PC(USA) resources and information.

Agreement from both OGA and PMA agencies on website design and content.

Engage an outside designer.

ITD3

Raisers Edge/Financial Edge NXT.

April 2020 initial phase; to be implemented April 2021.

All fundraising and accounting processes are functional after upgrade.

Compatibility of in-house interface programs with NXT.

Availability of key Funds Development and Accounting staff to test.

ITD4

Financial Aid Application; Self Development of People Application.

August 2020.

Client no longer using paper applications and resources to manually enter data.

Client time constraints in a General Assembly year.

Feedback from outside applicants may introduce needed modifications.

ITD5

Application Servers.

May 2020.

Servers are upgraded with latest updates with minimal down time.

Existing software not compatible with server updates.

Collaborate with the client to determine the best time for the upgrade.

 

Department

Description

Finance and Accounting

The Finance and Accounting office provides financial services and leadership and support to each ministry area, client partners, and the board of the Presbyterian Church (U.S.A.), A Corporation.

 

Key tasks for the department:

1.    Process accounting transactions and develop system processes for general ledger, accounts payable, accounts receivable, and payroll and purchasing functions.

2.    Provide budgeting and financial services to client partners, answer questions about variances and budgeting, and develop and monitor variances throughout the year.

3.    Prepare financial reports and interpret financial results for A Corporation, Administrative Services Group (ASG), Office of the General Assembly (OGA), Presbyterian Mission Agency (PMA), Committee on the Office of the General Assembly (COGA), special committees, and client partners.

4.    Ensure financial integrity through audit, reconciliations and analyses. Strive for best practices.

5.    Support the Presbyterian Church (U.S.A.), A Corporation Board of Directors and client partners at the 224th General Assembly (2020) by providing training to commissioners and identifying items of business before the General Assembly (GA) that have a financial implication.

 

Finance and Accounting

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

FA1

Creation of new budget format and presentation.

April 2020

General Assembly (GA) approval, client-partner acceptance.

Data change requests.

Communication.

FA2

Student loans review, revisions and writing of processes.

September 2020.

Improved process with fewer manual interventions and ease of reporting.

Foundation assistance.

Meeting and communicating with the Foundation.

FA3

Endowment net assets review and update; simplify and streamline tracking and reporting of net assets.

October 2020.

Ease of reporting, less manual reporting; ability to report net assets accurately from the Financial Edge (FE) system.

Large project; lack of internal resources.

Engage an outside consultant; coordinate with the Foundation.

FA4

Effective, efficient and timely services and information provided to client partners for participation in the General Assembly.

June 2020.

Items of business were accurately assessed with the financial implications.

Incorrect data received from client partners.

Communication.

FA5

Conversion to Blackbaud Financial Edge NXT.

December 2020.

Ready for implementation in 2021.

Unable to implement in 2021.

Work closely with IT and Blackbaud.

 

Department

Description

Central Receiving Services

Central Receiving Services provides accounts receivable, treasury, and purchasing support to the President’s Office, PMA, OGA, PPC, PILP, PW and agencies within ASG.

 

Key tasks for the department:

1.    Receive funds and post to Financial Edge.

2.    Perform accounts receivable tasks for OGA, PMA, PPC, PILP, PW and ASG.

3.    Perform treasury tasks for OGA, PMA, PPC, PILP, PW and ASG.

4.    Analyze and reconcile General Ledger accounts for OGA, PMA, PPC, PILP, PW and ASG.

5.    Generate Purchase Orders and Purchase Requisitions for PMA and ASG.

Central Receiving Services

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

CRS1

Update Procedure Manuals

June 2020

Complete task using procedure manual

Manuals vary depending on Internet Browser used

Work with each team member to update and document their tasks

CRS2

Update Authorization Spreadsheet

June 2020

User Friendliness

Get all staff introduced to new process

Work with Accounts Payable and Communication

CRS3

Develop Task Communication List for Agencies

April 2020

Quick Reference Access to Agencies

Staff Changes,

Job Responsibility changes.

Work with Communication to put on CenterNet

CRS4

Cross Training

Ongoing

Workflow continues when staff out of office

Not doing task on regular basis.

Work with all team members.

 


 

 

Department

Description

Payroll

Payroll processes 26 pay cycles a year for OGA, PMA, PILP, PW and ASG.

 

Key tasks for the department:

1.    Process accurate and timely payroll for OGA, PMA, PILP, PW and ASG.

2.    Work with Human Resources to maintain ADP database.

3.    Maintain state and federal compliance regulations and notify appropriate personnel.

4.    Provide staff with ADP user material, trainings, and ad-hoc reports as needed.

5.    Resolve issues with self-service access and/or Time and Attendance

 

Payroll

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

PY1

Train All Managers on Time and Attendance in ADP

June 2020

Reduced Exception Reports

Not mandatory that all managers attend training and Managers don’t approve timecards

Work with HR to ensure all new hire Supervisors schedule training with Payroll.

PY2

Build Relationship with Human Resources

Ongoing

Improved Communication and Teamwork

Not being able to move forward from the past.

Attend regular meetings with Human Resources.

PY3

Reduce Voucher Check Printing  and Delivery Cost

January 2020

Less Paper Voucher Checks,

Check Printing and delivery Cost

Getting staff to select paperless

Paycheck stubs

Work with ADP and train staff.

PY4

Employee Self Service Portal

June 2020

Reduced staff calls for ADP assistance

Staff not aware of functionality within ADP

Work with ADP and Human Resources and inform staff.

 

Department

Description

Building Services

Building Services staff maintains the Presbyterian Center to ensure a safe and comfortable work environment for staff, visitors, and tenants

 

Key tasks for the department:

1.    Maintain building interior and exterior; maintenance of the Center furnishings, including repairs and renovations.

2.    Work with the A Corp President to enhance building hospitality to create a more inviting workplace for client partners and visitors.

3.    Manage security services, safety education, and janitorial services.

4.    Network with A Corp President, Communications, and Global Resources to enhance building signage.

5.    Keep our client partners informed of the services we provide and keep them up-to-date regarding works in progress, activities around the Center, street closings, severe weather, safety testing, and much more.   

 

Building Services

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

B1

Refinish Chapel Floor.

February 2020.

Visual proof/positive feedback from staff.

Accommodating worship services in another location while work is being done.

Scheduling.

B1

Perform OSHA required Fire Damper Testing

March 2020.

Report document available after testing.

 

Scheduling.

B3

Brick repairs (East Elevation).

April 2020.

Before and after pictures to show completed work.

Inclement weather.

Scheduling.

B4

Limestone Patching (North Elevation).

April 2020.

Before and after pictures to show completed work.

Inclement weather.

Scheduling.

B5

Replace two old Carrier water-cooled air conditioners with two new 60-ton Carrier units (#2/LL; #10/6th floor mechanical room).

September 2020.

Old unit out. New units up and running.

Timely delivery; removing old units safely.

Work with our HVAC contractor to finalize contractor.

B6

Proactively work to create a hospitality destination.

(Tentatively) December 2020.

Creating a hospitality destination within the building.

Lack of resources.

Defining an appropriate space.

B7

Install two additional exterior cameras.

February 2020.

Cameras are successfully installed and can be viewed from monitor at front desk.

 

Scheduling.

B8

Active Shooter Training.

March 2020; work with A Corp President and Risk Manager to schedule training.

Completed training for all staff.

 

Find appropriate vendor to provide training.

B9

Share Information with client partners.

All throughout 2020.

Posted Notices on CenterNet, Postmaster emails, Timely responses and follow-up.

 

Engage Communications Office and IT.

 

 

 

Department

Description

Mail & Print Services

Mail & Print Services provide mail and print services for the Center Staff.

 

Key tasks for the department:

1.    Process incoming packages and mail for PMA, OGA, PPC, PILP, & PW.

2.    Process outgoing packages and mail for these client partners.

3.    Provide print services for these client partners.

4.    Process non-profit bulk mailings for client partners, annually saves the Church over $500,000 in postage.

5.    Coordinate with Presbyterian Distribution Service to transport freight for GA and all other large events.

 

Mail & Print Services

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

MP1

Cross train the staff on how to operate the new inkjet system.

April 2020.

Ability of staff to operate the equipment in the absence of the operator.

Staff member missing the training session.

Outside training by vendor representative.

MP2

Save the Church money by consolidating the GA freight shipment.

July 2020.

Savings realized.

Freight line being late with the truck shipments.

Continue to use freight line that has been on time in the past.

 

 

Department

Description

Presbyterian Distribution Service/The Hubbard Press

We distribute materials for PPC, OGA, PW, and PMA Program Areas.  We store Conference Displays and documents for different program areas.  We print and distribute Offering Envelopes, Pledge Cards, Attendance Pads and other stewardship items used by Churches.

 

Key tasks for the department:

1.    Pick, Pack, and Distribute products (examples: Planning Calendars, Statistics, Present Word, Book of Order, Book of Confessions, Call to Worship, Special Offering Mailings, etc.) for PPC, OGA, PW and PMA Program Areas.

2.    Store multiple program areas exhibits for General Assembly, Big Tent, Presbyterian Youth Triennium and other conferences.

3.    Provide records retention and promotional items storage for the Ministry areas.

4.    Print and distribute Church Offering Envelopes.

5.    Print and distribute Stewardship (example: Pledge Cards, Registration Pads, Church Stationery and Note Cards, etc.) materials.

 

Presbyterian Distribution Service/The Hubbard Press

Item #

Goal or Project

Target Completion

Measurement of Success

Risk Factors

Mitigating Factors

PDH1

Reducing Obsolete Inventory.

August 2020.

Getting all areas to respond.

Program Areas not responding during time frame given.

Working with PPC and program areas.

PDH2

Staging and shipping of materials going to APCE and General Assembly.

August 2020.

Everything ships out on time with minimal number of skids.

Displaying Staff not being proactive and following the Conference Shipping Instructions.

Working with program areas.

PDH3

Organizing aisles in the PDS Area.

December 2020.

Aisles look better and are efficiently arranged.

Not getting all aisles completed.

Having enough time to dedicate to the task.

PDH4

Increase print jobs on Ricoh Printer.

December 2020.

To have increased print jobs from current amount.

Being able to pick up additional print jobs.

Getting customers to select us for their print jobs.

PDH5

Evaluate the replacement printer for the Scitex Printing Press.

October 2020.

Determining the best value in a printer and assuring that the capabilities of the printer meet our needs.

Cost may be high to get exactly what is needed.

Cost/Budget.