Strategic Plan

Key Goals and Objectives:

1.0 ENHANCE CUSTOMER FOCUS AND ORIENTATION

1.1 Continuous Improvement - In order to better serve internal and external customers, Administration will continue its commitment to continuously improve its service offerings and emphasize its customer focus. Administrative departments are firmly committed to utilizing modern management tools including Total Quality Management (TQM), Business Process Transformation (BPT), and various emerging information technologies.

1.2 Customer Orientation - The needs of our internal and external customers will help determine the array of products and services that we offer, and the manner in which they are delivered.

1.3 Customer Satisfaction - Customer satisfaction is the key indicator of how well we are doing in providing our product and service offerings and how well we are supporting the campus's strategic missions and goals.

2.0 ENHANCE HUMAN INFRASTRUCTURE

2.1 Professional Development - Administration is committed to the ongoing professional development of our employees. As the demands and requirements placed on administrative departments change over time, our employees must have opportunities to develop the technical and other professional skills necessary to meet the challenges of the future. Our commitment to employee development through training, facilitation, and technology will provide the basis for developing new service and product offerings and improving our ability to deliver them.

2.2 Supportive Work Environment - A climate free from sexual and other forms of harassment is essential in providing a work environment that supports the maximum efforts and results from our employees. Administration is committed to training, facilitation, and, as necessary, the enforcement of campus policies and values necessary to maintain an open and supportive work environment.

2.3 Commitment to Diversity - Improving and maintaining the diversity of our workforce is absolutely necessary to support the larger campus goals and aspirations. The productivity of our workforce is directly related to our ability to work together in a manner that is respectful of each other and promotes open communication and the sharing of ideas. Administrative departments will continue to improve the composition of its already diverse workforce. More importantly, we will continue to focus on developing and maintaining a climate where people value individual and group differences, respect the perspectives of others, and communicate in a courteous and open manner.

2.4 Safe Environment - Individuals must feel safe and secure in performing their individual and group responsibilities if they are to stay focused and effective. Administrative departments are integral in providing a safe working and learning environment that minimizes harmful and distracting exposure to crime, safety hazards, and environmental risks. Our effectiveness in providing a safe environment is dependent on our ability to involve faculty, staff, and students to help identify risks and to assist administrative departments in developing plans and programs to help minimize or eliminate these risks.

2.5 Employee Compensation - Administration is committed to the development of compensation plans for all employees, providing a direct link between performance and reward as well as salary equity among employees. Particular emphasis needs to be placed on team performance as well as personal contribution. Rewards other than monetary compensation need to be equally emphasized in order to provide recognition and encouragement for exemplary personal and group efforts and results.

3.0 IMPROVE EFFECTIVENESS OF DECISION-MAKING

3.1 Decentralization of Authority - Administrative departments are committed to improving productivity and customer service by involving all levels of the organization in decision-making. The best allocation of scarce resources and the development of service delivery methods occur at the most decentralized levels possible. This implies that individuals who are closest to the customer, and best understand customer needs and requirements, should play an active role in budget decision-making and in developing work methods.

3.2 Integrated Decision-making - Administrative departments will include internal customers, including faculty and students, in decision-making as a means to improve customer focus and service. Program integration with the other Vice Chancellor areas in departmental planning, evaluation, and resource allocation decisions will be emphasized.

3.3 Capital Planning - It is essential that the campus improve its capital planning and resource allocation processes. Administration will ensure that investment opportunities are properly prioritized, consistent with the campus strategic plan, fully reviewed and evaluated, and properly coordinated among all participating groups.

3.4 Administrative Effectiveness - The campus should analyze and evaluate existing administrative organizational structures. Realignments should be considered where improvements can be made to customer service and where process efficiencies can be identified.

4.0 INCREASE REVENUES AND RETURNS TO THE UNIVERSITY

4.1 Revenue Enhancements - Given the current austere budget environment of the campus, an emphasis will be placed on aggressively pursuing opportunities for revenue enhancements and increased business returns to the University.

4.2 Entrepreneurial Culture - Auxiliary budget managers will be encouraged, to the extent practical, to optimize income to the overall campus. A highly entrepreneurial climate will be encouraged. Auxiliary units will seek new sources of income, particularly by offering new and useful services to internal customers, and by expanding the distribution methods and scope of services to external customers.

4.3 Alternative Income Strategies - The campus will continue to seek opportunities to develop income sources from its long-term, fixed assets including land, buildings, and water rights. Interim uses will be particularly considered as alternative income strategies until the campus requires these assets for its own growth and development.

5.0 IMPROVE OPERATIONAL EFFICIENCIES AND PRODUCTIVITY

5.1 Strategic Investment - Administration is committed to supporting selective key strategic investments that will enable the campus and individual operating units to continuously improve efficiency while maintaining the lowest cost structure possible.

5.2 Information Technologies - Improvements in operating efficiencies and productivity will be realized by continuously investing in emerging information technologies including greater use of the Internet, improved software for transactional processing and decision support, and the upgrading of computing hardware to take advantage of future opportunities.

5.3 Process Orientation - Many of the campus's support services are provided through the coordinated efforts of departments that often cross organizational boundaries. Customer service and cost efficiencies will be maximized by identifying and engineering critical processes in a manner that fully involves all affected departments with a strong focus on customer needs.

6.0 ENHANCE PHYSICAL INFRASTRUCTURE

6.1 Environmental Management - Environmental health and safety are a top priority for the campus. Compliance with state and federal regulations is an essential part of our commitment. Administration strives to manage resources in ways that reduce negative environmental impacts. Programs in waste management and recycling, alternative transportation, hazardous waste minimization, and energy and water conservation have tangible benefits that are important to the campus community and to the public.

6.2 Life-Cycle Maintenance - The ongoing physical decay and deterioration of campus buildings and physical infrastructure will jeopardize academic, research, and student life unless treated in an aggressive fashion. The campus must increase its commitment to funding its increasing deferred maintenance requirements and the administrative units which provide for the ongoing care of its facilities and physical plant.

6.3 Improve Space Utilization - As the campus continues to increase enrollments and research activities, it must improve space utilization within existing buildings and properly plan for the development and construction of new buildings so that decisions to build additional new space will not be constrained by infrastructure limitations. Administration will aggressively pursue utilities and infrastructure planning and development.

6.4 Optimize Land Use - The campus needs to protect the existing open space and the architectural quality of its buildings and land. As the campus moves closer to the natural limits of its potential build-out, additional land will be required. Administration will continue to develop and implement a thoughtful land planning and acquisition strategy.