USC Aiken Division of Finance + Administration Strategic Plan

PRESENTED BY THE DIVISION OF FINANCE & ADMINISTRATION

forward

TOGETHER

BUILDING ON THE VISION & VALUES OF THE UNIVERSITY OF SOUTH CAROLINA AIKEN

the most “ C...creating OMPELLING

& engaging

”

educational opportunities...

Dr. Sandra J. Jordan

a message from the • VICE •

CHANCELLOR

Dear Community Members and Friends of USC Aiken, I am pleased to share with you Forward Together: Building on the Vision & Values of the University of South Carolina Aiken. I believe this publication will provide valuable insight into the Division of Finance & Administration as we establish a framework to guide our efforts in support of the University’s Strategic Plan, goals, and objectives.

The Division of Finance & Administration is a diverse group of departments and centers focused on delivering the environmental, safety, financial, business process, and auxiliary services necessary to meet the needs of the campus and community. Though varied in nature, we remain committed to transparency, collaboration, continuous improvement, and advancing the mission of the University of South Carolina Aiken.

I believe you will see thoughtful effort put forth by the many members of the Division of Finance & Administration and their diligent pursuit in implementing the goals and strategies herein. I am confident we are well-positioned for success as we seek to support such a dynamic institution. I feel very fortunate to be part of this fine institution, especially at this important time in history.

If you have any feedback about this publication, or any aspect of the USC Aiken’s Division of Finance & Administration, I invite you to share your thoughts with me by e-mailing JoeS@usca.edu.

Thank you for your interest in our work to continue to further the University of South Carolina Aiken.

Best,

Joe Sobieralski Joe Sobieralski, CMA, CFM, CIA, CM, FMP Vice Chancellor for Finance & Administration/CFO University of South Carolina Aiken

Joe Sobieralski VICE CHANCELLOR FOR FINANCE & ADMINISTRATION

table of

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CONTENTS SECTION I

ABOUT the University

ABOUT THE UNIVERSITY OF SOUTH CAROLINA AIKEN

ABOUT THE CHANCELLOR UNIVERSITY VALUES UNIVERSITY LEADERSHIP

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SECTION II

the FORWARD TOGETHER project

ABOUT THE FORWARD TOGETHER PROJECT

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SECTION III

the division of FINANCE & ADMINISTRATION

ABOUT THE DIVISION OF FINANCE & ADMINISTRATION

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TASK FORCE OVERVIEWS UNIVERSITY STRATEGIC PLAN & GOALS

MISSION STATEMENT FACTS & FIGURES

SECTION IV

STRATEGIC PLANS by the division of Finance & Administration

BUDGET OFFICE

BUSINESS SERVICES

CAMPUS SUPPORT SERVICES

DINING SERVICES

HUMAN RESOURCES OPERATIONS

PACER SHOPPE

USC AIKEN CHILDREN’S CENTER

USC AIKEN CONVOCATION CENTER

UNIVERSITY POLICE

This publication is presented by the University of South Carolina Aiken Division of Finance and Administration.

The information contained is based on information provided by the Forward Together Visioning Process as prepared

by Faye Hargrove, Ph.D. and Hargrove Leadership Services, the University of South Carolina Aiken Chancellor’s Office, the Forward Together Task Forces and sub-committees, and the University’s Strategic Plan and goals. Additional information was created and provided by each unit within the Division of Finance & Administration including the Budget Office, Business Services, Campus Support Services, Dining Services, Human Resources, Operations, the Pacer Shoppe, the USC Aiken Children’s Center, the USC Aiken Convocation Center, and University Police.

The University of South Carolina Aiken Division of Finance and Administration 471 University Parkway Aiken, SC 29801 803.641.3644 Design by Tara Frank Jeroszko

Forward Together: Building on the Vision & Values of the University of South Carolina Aiken

forward together: building on the vision & values of the university of south carolina aiken

UNIVERSITY VALUES UNIVERSITY LEADERSHIP

SECTION I

ABOUT THE CHANCELLOR

About the University of South Carolina Aiken

ABOUT THE UNIVERSITY OF SOUTH CAROLINA AIKEN

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about

F

the university

ounded in 1961, the University of South Carolina Aiken (USC Aiken) is a comprehensive liberal arts institution committed to active learning through excellence in teaching, faculty and student scholarship, research, creative activities, and service. In this stimulating academic community, USC Aiken challenges students to acquire and develop the skills, knowledge, and values necessary for success in a dynamic global environment.

The University offers degrees in the arts and sciences and in the professional disciplines of business, education, and nursing. All courses of study are grounded in a liberal arts and sciences core curriculum.

USC Aiken also encourages interdisciplinary studies and collaborative endeavors.

Emphasizing small classes and individual attention, USC Aiken provides students with opportunities to maximize individual achievement

in both academic and co-curricular settings. The institution challenges students to think critically and creatively, to communicate effectively, to learn independently, and to acquire depth of knowledge in chosen fields. The University values honesty, integrity, initiative, hard work, accomplishments, responsible citizenship, respect for diversity, and cross-cultural understanding.

USC Aiken attracts students of varying ages and diverse cultural backgrounds who have demonstrated the potential to succeed in a challenging academic environment.

In addition to serving the Savannah River Area, USC Aiken actively seeks student enrollment from all parts of South Carolina as well as from other states and countries.

As a senior public institution of the University of South Carolina, USC Aiken combines the advantages of a smaller institution with the resources of a major university system. Located in beautiful historic Aiken, South

Carolina, USC Aiken is an institution of moderate size (2,500-5,000 students) that offers baccalaureate degrees in a number of disciplines, completion baccalaureate degrees at University of South Carolina regional campuses, and master’s degrees in selected programs.

USC Aiken endeavors to apply knowledge, skills, and wisdom in ways that promote the common good. Accordingly, the University seeks to build strong community ties. The institution enriches the quality of life not only on campus but also throughout the surrounding region through a variety of activities including the fine and performing arts, athletics, continuing education, distance learning, and community service. In fulfilling its role as an institution of higher learning, the University of South Carolina Aiken is a community of individuals engaged in broadly-based educational experiences necessary for an enlightened society.

forward together: building on the vision & values of the university of south carolina aiken

D

r. Sandra J. Jordan became the fourth Chancellor of the University of South Carolina Aiken on July 1, 2012, and serves as the Chief Executive Officer and principal spokesperson for the University.

Prior to becoming Chancellor, Dr. Jordan served as Georgia College & State University’s Provost and Vice President for Academic Affairs.

In that leadership position, she served as a senior member of the president’s cabinet and as chief academic officer for the University.

Among other positions during a 30 year career in higher education, Dr. Jordan served as Provost and Vice President of Academic Affairs at Mississippi University for Women in Columbus. Prior to that position, she served as Associate Provost and Dean of the College of Humanities and Fine Arts at Murray State University (Kentucky).

Through her career, she has worked extensively to expand international educational partnerships by negotiating agreements and building alliances with universities in Malaysia, Indonesia, Japan, China, Thailand, Bahrain, Jordan, Korea, Taiwan, Great Britain, the Caribbean, and India.

Dr. Jordan received her Doctorate (Ph.D.) and Master of Arts degree in the History of Art from the University of Georgia, and a Bachelor of Arts degree in

about the chancellor art (with a teaching certification) from the University of Alabama.

Her teaching and scholarly interests include 17th and 18th century iconography and intellectual and art history from the Renaissance until the advent of Modernism.

She is an award-winning teacher and an active scholar and grant recipient, frequently writing and presenting on art, historical, and higher education topics.

Dr. Jordan attended the Management Development Program at Harvard University’s Institute for Higher Education; the 21st Century Leadership Institute sponsored by ALIA and AASCU, and was a summer fellow at Vanderbilt University’s Institute for Higher Education Management. A student of leadership, she is often asked to mentor new leaders at the state and national level. While in Georgia, she was appointed by Georgia Governor Nathan Deal to a task force to redesign the model for funding higher education in the state of Georgia. Dr. Jordan was awarded a letter of commendation for her volunteer work on behalf of the arts by Kentucky’s Governor Patton, who also awarded her the designation of Kentucky Colonel.

Dr. Jordan is an active member of the community, serving on numerous boards and civic clubs and is committed to providing opportunities for USC Aiken to expand civic engagement.

Additionally, she serves on the Southern Association of Colleges

and Universities Commission on Colleges Board of Directors, the Savannah River Site Community Reuse Organization (SRSCRO) board, the Nuclear Workforce Initiative (NWI) Task Force, the Citizens for Nuclear Technology Awareness (CNTA) and the Peach Belt Conference Board of Directors.

Dr. Jordan is also a member of the Rotary Club of Aiken, the Aiken Chamber of Commerce, and serves on the Board of Directors for the North Augusta Chamber of Commerce and United Way of Aiken County.

Dr. Jordan has been married for 31 years to Michael Jordan, an architect and graduate of Clemson University. They have a son, Matthew, who is a doctoral student in electrical engineering at Georgia Tech. Dr. Jordan and her husband reside in Aiken.

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University

values

The University of South Carolina Aiken embraces the following values:

HIGH-QUALITY LEARNING ENVIRONMENT • We seek to impart a broad range of skills, knowledge, and wisdom • We aim to maximize each student’s potential • We expect and value high-quality teaching and individualized attention from faculty and staff • We expect and value high-quality scholarship and creative endeavors by faculty • We encourage • Critical thinking • Independent learning • An understanding of the connections between the liberal arts and disciplinespecific courses • Curiosity and a love of continual learning

COLLEGIALITY • We aspire to be a nurturing community where people support one another in their efforts to learn and excel • We encourage cooperation, collaboration, and collegiality

CHARACTER • We expect integrity, honesty, and taking responsibility for our actions • We embrace diversity and encourage respectfulness • We encourage initiative, effort, and pride in hard work and accomplishments

CITIZENSHIP • We strive to foster in students an understanding of the rights and responsibilities associated with membership in a community • We seek to develop responsible citizens working for the common good • We advocate involvement and partnerships with our external constituents to promote meaningful engagement and applied learning

forward together: building on the vision & values of the university of south carolina aiken

University

leadership

Dr. Sandra J. Jordan Chancellor

Ms. Sherri Jenik Administrative Assistant to the Chancellor

Dr. Jeff Priest

Dr. Deidre Martin

Mr. Joe Sobieralski

Dr. Deb Kladivko

Mr. Ernest Pringle

Executive Vice Chancellor for Academic Affairs

Vice Chancellor of University Advancement

Vice Chancellor for Finance & Administration/CFO

Vice Chancellor of Student Life and Services

Vice Chancellor for Information Technology

Dr. Lloyd Dawe Director of Institutional Effectiveness

Mr. Randy Warrick Director of Athletics

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The Forward Together Project

SECTION II

10

ABOUT THE FORWARD TOGETHER PROJECT TASK FORCE OVERVIEWS UNIVERSITY STRATEGIC PLAN AND GOALS

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THE

forward TOGETHER project

An Introduction to the University of South Carolina Aiken’s Strategic Plan & Task Force Findings The Forward Together Visioning Project was conducted in October 2012 as a way to generate input and feedback from USC Aiken stakeholders on the strengths, weaknesses, opportunities, and threats of the University and their ideas for the University’s “most desired future.” Ten stakeholder meetings were conducted over a period of approximately two weeks. In the sessions, a total of 273 administrators, alumni, community members, faculty, staff, and students responded to a set of questions regarding the current and future status of the University. A total of 748 responses were collected from stakeholders in the Forward Together Visioning Project.

The following issues emerged across all interest groups as themes that need to be addressed to move the University forward. The general themes represent both stakeholder sessions and online respondents. They are listed in order of frequency of response:

GROW THE UNIVERSITY This theme emerged as the number one priority for all stakeholder groups. Since all stakeholder groups also held the belief that USC Aiken’s small size and caring culture is one of its primary assets, there was consensus in the concern that the University’s growth should not change this culture. There is a united call for “planned growth.” Based on survey responses from all groups, this planed growth should include recruiting students who can meet higher admissions standards and targeting aggressive recruitment efforts to an expanded geographical area.

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INCREASE PROGRAM/DEGREE OFFERINGS Similar to the “Grow the University” theme, all stakeholder groups emphasized the importance of increasing the number of undergraduate and graduate programs. Engineering was the most frequently requested degree in all stakeholder groups. The most frequently requested graduate programs were in business, education, nursing, and science. Recommendations related to increasing program offerings also included adding evening courses, online courses, and offering programs that cater to non-traditional students.

as subject matter experts and consultants.

REVAMP THE CURRENT ADMINISTRATIVE/GOVERNANCE STRUCTURE Both faculty and staff expressed a great deal of frustration related to the current governance structure of the University. Frustrations included the amount of time required to make decisions and the perceived ineffectiveness of the Faculty Assembly structure. Suggestions included revamping the “Monday Group” concept, adding Deans, moving to a Faculty Senate structure, and moving decision making down to lower levels.

INCREASE FACULTY/STAFF SALARIES & INCENTIVES There was general consensus related to the need to address the relatively low salaries of the faculty and staff. Responses in this area were usually paired with concerns about the lack of career advancement opportunities for staff, heavy teaching loads for faculty, and the need to offer competitive salaries to recruit qualified faculty.

MARKET THE UNIVERSITY MORE WIDELY There was a general concern that USC Aiken is not sufficiently “branded.” Community members commented that many still view the University as a commuter campus. Other comments expressed concern that too little emphasis is placed on the national rankings and telling USC Aiken’s story of offering a quality education in a small studentcentered climate.

IMPROVE THE CURRENT FUNDING/BUDGET SITUATION There aren’t too many problems that having more money can’t remedy. The inadequate operating budget has resulted in too few scholarships for students, outdated facilities and technology, an inability to address faculty and staff compensation issues, etc. With the exception of raising tuition (there was a strong sentiment from students in this area), suggestions were made to increase funding through increasing student enrollment, increased alumni giving, grants, entrepreneurial activity (e.g. utilizing the campus in the summer), and cost-saving measures.

IMPROVE COMMUNITY RELATIONS & INCREASE PARTNERSHIPS Many participants recommended that effort should be made to improve relationships in the community, particularly with local businesses and industry and the schools. Suggestions ranged from enhancing internship opportunities for students to increasing faculty and staff visibility

“...we must be infinitely more

innovative sustain if we are going to

our

MISSION

and obligation to t r a n s f o r m lives and

enrich the community.”

Dr. Sandra J. Jordan

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task force OVERVIEWS

From the Forward Together Visioning Process,

task forces were created to address the themes which emerged from discussion and data collected. The specific task forces include: • RETENTION, PROGRESSION, GRADUATION (RPG) TASK FORCE • PROGRAMS OF DISTINCTION TASK FORCE • PROCESS AND INNOVATION TASK FORCE • ACADEMIC INNOVATION TASK FORCE • MARKETING AND RECRUITMENT TASK FORCE • STAFF DEVELOPMENT, ADVANCEMENT, AND RECOGNITION TASK FORCE

In addition, two other groups were formed to

address specific areas of concern that emerged from the visioning process: • INTERNATIONALIZING THE UNIVERSITY • STRATEGIC PLANNING FOR THE USC AIKEN GROUNDS COMMITTEE

The following pages reflect an overview of

the research, strategies, and recommendations as presented by each Forward Together task force.

For a complete and final report from each task force, including statistical findings and surveys, please visit www.usca.edu/forwardtogether. Task Force overviews are compiled in the format they were submitted by each committee with cohesive headings added by The Division of Finance and Administration. This overview is intended to provide the background necessary to understand the Division of Finance and Administration’s Strategic Plans, how they support the University’s overall mission, and how each plan addresses the University’s Forward Together Themes.

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RETENTION, PROGRESSION, & GRADUATION INTRODUCTION

The Retention, Progression, and Graduation (RPG) task force was formed to address issues associated with improving student persistence at USC Aiken. The committee split into a Retention task force and a Progression and Graduation task force and began exploring areas including, but not limited to, academic success and advisement efforts, methods for academic and non-academic departments across campus to contribute to RPG, policies and procedures which impacted RPG, issues of customer service, student involvement, ceremonies and traditions, and academic engagement.

FINDINGS & RECOMMENDATIONS

In general, while USC Aiken has many of the programs and services in place that represent best practices in concept, the task force findings reflected that the execution of some of the programs and services should be comprehensively reexamined. What is sound conceptually should also be executed efficiently and effectively. Recommendations were made in four areas.

University Processes and Programs Recommendation

Refine current practices to retain current students and attract more students.

1. Refine the application process for USC Aiken. Significantly speed up the process of evaluating applications. Encourage early commitments from students to whom scholarships are awarded.

2. Simplify, centralize, and speed up the process for evaluating transfer credits. General education courses should transfer automatically.

3. Ensure that current practices for placing students into classes are consistent with best practices and are working effectively, especially for math and foreign language. This includes examining the rules around placement exams, ensuring that the institution is making good use of placement information, and exploring the possibility of allowing proficient students to bypass lower level courses.

4. Ensure that students who are not accepted into a professional program receive appropriate referrals and guidance regarding other options for continuing their studies at USC Aiken.

5. Develop BIS pathways targeted specifically to students who are not admitted into professional schools, especially nursing (i.e. health administration, public health, etc.).

6. Simplify BIS entrance requirements and re-evaluate deadlines for entrance into the BIS program.

Deadlines should be compatible with selection process in academic units.

7. Review the withdrawal/failing (WF) date.

8. Consider implementation of administrative withdrawals for students who never attend classes or have too many absences to pass the class 9. Make better use of the extensive storehouses of data available from our IE office to ensure continuous improvement at every level (e.g. graduation rates by discipline).

Core Curriculum USC Aiken’s General Education requirements have remained mostly unchanged since 1991. Overall, the General Education approach is oriented toward earning credit hours rather than achieving competence or meeting learning goals.

Recommendation

Reconsider the overall approach to General Education along with the specific requirements and number of hours required in both General Education and the major.

Replace the current “menu” model of the General Education requirements with a learning outcomes model consistent with best practices. A more flexible model will appeal to a broader student base. Common intellectual experiences, learning communities, undergraduate research, service learning, internships, and capstones will attract

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and engage students.

1. Eliminate or significantly restructure the Inter-Curricular Enrichment Program (ICE). ICE events are not consistently connected to learning outcomes. Students are completing large numbers of ICE events in the final semester and there is not enough data to demonstrate that the requirement has learning value.

An unnecessary burden is placed on academic advisors.

2. Add a Writing Program administrator who reports to the Executive Vice Chancellor of Academic Affairs if writing competence is to be a major focus of the General Education requirements.

3. Require a course or experience that requires students to eliminate the statement in the General Education requirements about an integrative experience.

4. Review specific issues regarding critical thinking initiatives, the Critical Inquiry (CI) requirement, and the QEP.

Academic Advisement The Academic Success Center oversees academic advising. A single professional staff member coordinates faculty and staff who provide advisement across academic units. The loads of faculty members vary significantly from no advisees to as many as 50. In addition, about 20 advisors work with first year students. Training for advisors focuses on learning computer support systems and advising sessions focus heavily on course selection. Quality of advisement varies.

Recommendation

Promote a relational advising culture across campus that is characterized by accuracy, support, and the development of effective decision-making skills. Moving away from the cultural belief that advisement is primarily a matter of course selection will assist in growing the university, easing workload issues, and improving responsiveness to students.

1. Combine academic advisement and career services into one office focused on academic and career advising.

2. Provide comprehensive advisor training geared toward establishing a supporting relationship and offering accurate guidance 3. Employ faculty advisors whenever feasible. The connection between a student and faculty member in the discipline is important to retention.

4. Develop a comprehensive advising syllabus to be used by all advisees and advisors.

5. Examine institutional rewards for and valuing of quality advising.

6. Measure the effectiveness of advisement efforts.

7. Reconsider the First Pace program.

8. Examine strategies for linking CI, FYS, and first-year advising paying particular attention to developing a strong connection between CI instructors and new students.

9. Add an additional full-time professional advisor to the newly-created office to support advisement of students who have not yet declared a major and to relieve overloaded faculty advisors.

10. Monitor the need for additional professional advisors and/or professional program advisors.

Support for Learning and Academic Achievement USC Aiken has engaged in a variety of efforts to enhance and ensure the academic success of students, most notably with the creation of the Academic Success Center in the 2004-2005 academic year. However, USC Aiken has a number of structures and processes in place to support academic success that, in some cases, fall short of best practices in execution.

Recommendation

Communicate academic expectations clearly, teach well, provide learning assistance that reflects best practices, and assess meaningfully the extent to which programs are effective. In relation to the Visioning Project, this relates to growing the university through retention, being responsive to students, and enhancing organizational efficiency.

1. Revise the current probation policy to clearly communicate the minimum academic expectation of a 2.0.

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2. Replace the current “early warning” system. A rapid and effective intervention process is needed and faculty needs to be involved.

3. Put faculty with disciplinary expertise back in charge of academic support areas (e.g. the Writing Room and Math Lab).

4. Evaluate the purpose and effectiveness of the Language Lab. 5. Use available data from IE to guide more efforts related to learning assistance.

6. Ensure that students who provide learning assistance receive adequate and ongoing training to do their jobs well.

7. Create a comprehensive communication center to provide students with collaborative assistance on tasks such as Power Point presentations, public speaking, preparation of charts and graphs, etc.

8. Create an active and vibrant Center for Teaching and Learning that includes a full-time or near fulltime director. Effective implementation of high impact educational practices requires professional development and support for faculty.

PROGRAMS of DISTINCTION INTRODUCTION

USC Aiken is proud of its reputation and ranking among peer institutions within the southeastern region. In an effort to improve the quality and advance the recognition of our curriculum, USC Aiken seeks to identify our “Programs of Distinction” that contribute to our achievements. The task force explored and addressed three areas: 1. Issues related to defining areas of excellence and niche opportunities for USC Aiken 2. Explore characteristics of signature programs/programs of distinction in both academic and nonacademic areas 3. Recommend a process for USC Aiken to use in defining programs of distinction

FINDINGS & RECOMMENDATIONS

The task force recommends that a campus committee be given the charge to call for applications from units on campus for the purpose of choosing “USC Aiken Programs of Distinction.” One point for consideration is that the committee may also include community constituents, thus building a partnership in identification of Programs of Distinction.

The following criteria represent the areas that the Task Force outlined as critical to applications for USC Aiken Programs of Distinction. Applications should address one or more of the criteria listed, and examples are provided under each criterion but are not all-inclusive.

Outstanding and Innovative Student Engagement Undergraduate research Internships Experiential Learning Field Research Creative Arts and Performances Study abroad

External Recognition and Validation

National Accreditation Research Productivity Faculty Awards Student Awards Funding Professional Success Rates (license, certification) Graduate Placement Rates (job, graduate program acceptance rates) Professional Impact (regional, state, national, international)

Vibrant Community Impact

(USC Aiken community and the Aiken Community)

Community Interest and Affairs Programming to Improve Vulnerable Populations/ Economic & Social Conditions Cultural Enrichment Seminars, Workshops, Events for Enhanced Community Engagement Provides Opportunity for community to Come Together Unique Partnerships

In addition to identifying the criteria noted, it is recommended that applications demonstrate the following: Intentionality Aligns with institution and unit mission & goals High impact Addresses USC Aiken Core Values Reflects a larger plan Demonstrates successful, measurable outcomes Plans for future

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SUPPORTING THE FORWARD TOGETHER THEMES

Listed below are ways the Task Force believes the Programs of Distinction strategy will support the overall goals of the Forward Together mission.

Be More Responsive to a Broader Range of Students USC Aiken Programs of Distinction will assist students in identifying with different aspects of the campus community. The chosen programs will be varied in nature and appeal to a range of students and their interests.

Expand Reputation and Awareness of USC Aiken Units that are hidden gems will become known through selection as a Program of Distinction. These programs will provide greater opportunities for marketing.

Enhance Community Relations and Partnerships USC Aiken Programs of Distinction will provide opportunities for stronger relationships/partnerships with the community. Including constituents from the community in the committee structure for choosing Programs will draw them into the process, resulting in stronger ties and recognition with distinctive programs. As a result, the community will be able to more clearly see areas that could benefit from additional funding.

Grow the University USC Aiken Programs of Distinction will indirectly grow the University by placing unique and innovative programs at the center of attention, drawing students, alumni, community, and funding to the table.

PROCESS & INNOVATION INTRODUCTION This task force examines issues related to improving processes and developing innovative ways to advance the mission of the University. Examples of areas to explore include, but are not limited to: strategic partnership to advance efficiencies, governance issues, policies and procedures, and work flow analysis.

FINDINGS & RECOMMENDATIONS

Examining Policy and Procedure Frustrations The task force performed a high-level review of the Policy and Procedures Manual as published online. It was concluded that the policies to not maintain a consistent format, are not organized in a user-friendly fashion, are difficult to navigate, and often do not distinguish between policy and procedure.

The Process and Innovation Task Force recommends either (a) establishing an ad hoc committee of representatives from each department on campus or (b) hiring a consulting firm that can review university policies and streamline processes. The following objectives are recommended: 1. Standardize policy format using the University Policy Template of the USC System Policy on Policies 2. Differentiate Policy from Procedure 3. Add cross referencing to corresponding system policies, resources, organizational charts, office websites, procedures, etc. to ease navigation 4. Highlight policies that apply to the majority of employees to make them easier to find through a Frequently Asked Questions (FAQ) page The task force believes this will enhance organizational efficiency and innovation. Employees who are more familiar with university policies and procedures can, in general, be more responsive to a broader range of students by answering questions directly rather than sending them from office to office for their needs to be served.

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Review Governance Structure via Campus Forums In an effort to grow the university, expand awareness and reputation, improve the current budget situation, respond to a broader range of students, and enhance organizational efficiency and innovation, we recognize that, as an institution, it may be necessary to make changes to our organizational structure. The Task Force recommends that the following options be explored: 1. Converting the EVCAA position to a Provost position 2. Reorganize Faculty Assembly using a Faculty Senate model 3. Reorganize the academic structure to a two or three college system 4. Relocation of non-academic departments to another division for optimal placement in the organizational structure 5. Relocate Institutional Effectiveness as a stand alone unit

Further Existing Strategic Partnerships by Expanding the Mission of Continuing Education The Process and Innovation Task Force recommends enhancing existing partnerships with the Small Business Development Center and the Economic Development Partnership by offering workshops, seminars, and classes to their constituents through further development of a variety of professional development programs. The Task Force recommends the following: 1. Consider separating the Office of Conferences and Continuing Education and relocating the Office of Continuing Education 2. Expand upon the existing professional development program 3. Use our own faculty to teach and facilitate learning opportunities whenever possible We view the relocation of Continuing Education and the programs it offers, such as Kids in College, and the enhancement of the Professional Development Program as recruitment opportunities that can grow the University by attracting potential students and their parents to campus. Additionally, this strategy can create partnerships with local businesses and thereby expand the reputation and awareness of USC Aiken. While addressing most every Forward Together theme (Grow the University, Improve the Current Budget Situation, Increase Program Offerings, Respond to a Broader Range of Students, Expand Reputation and Awareness of USC Aiken, and Expand and Enhance Community Relationships/Partnerships), this strategy is expected to generate revenue directly from profits earned by the programs and indirectly by recruiting more students to academic programs.

Create an Administrative Assistant Collaboration Team To enhance organizational efficiency and innovation, the Task Force recommends creating an Administrative Assistant collaboration Team with the purpose to: 1. Identify common procedures that need to be further documented/improved 2. Create and maintain a Standard Operating Procedures manual 3. Provide an opportunity for training and the sharing of skills and ideas

Actively and Continually Address Institutional Inefficiencies To enhance organizational efficiency and innovation, the Task Force recommends instituting a continual review process of institutional inefficiencies. Objectives include: 1. Identify and collaboratively resolve inefficiency issues across campus 2. Streamline business processes 3. Improve data flow 4. Foster innovation across campus 5. Ensure adequate training is provided to employees This inefficiency review process should begin with the following areas: 1. Establish an electronic means by which university constituents can voice innovative ideas that address inefficiency problems which can be routed to appropriate channels 2. Identify data needs and training needs, and help develop a plan and timeline for how these needs can be addressed

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3. Review all forms on campus to insure minimal redundancy, minimal waste, and appropriate instruction 4. Implement a reward and recognition system for those who actively strive to improve data flow processes, strengthen their technology skills, and assist others in doing so

Address Website Issues To enhance organizational efficiency and innovation and expand the reputation and awareness of USC Aiken, the Process and Innovation Task Force recommends the University contract with a professional organization to maintain the institutional website or reorganize the existing Web Associate group by appointing “gurus” in each division to act as point persons for questions and design. These individuals would need to be trained in basic visual communication principles and receive additional training on the CMS system. This would allow for decreased frustrations, more timely updates to the website, and an overall better look to each page.

Redesign Employee Orientation and Training To enhance organizational efficiency and innovation, the Task Force recommends using a stratified approach over time to provide additional training for faculty and staff. In addition to the training and orientation already provided, employees should receive training on various software programs they will be using as well as policies and procedures with which they will need to be familiar. A web page should be created that lists online resources that are available to new employees and answers frequently asked questions.

ACADEMIC INNOVATIONS INTRODUCTION

The Academic Innovations Task Force explores issues related to improving the learning experience for USC Aiken’s students. Examples of areas explored include: use of technology in the learning process, course delivery methods, flexible and responsive scheduling methods, revamping the summer school calendar, utilizing and expanding library and other resources related to teaching and learning, and promoting engaged pedagogies.

FINDINGS & RECOMMENDATIONS

The Task Force presents the following recommendations as potential improvements to the learning experience at USC Aiken: Learning Community Models Center for Teaching Excellence

Our recommendation is that USC Aiken develop an active Center for Teaching Excellence that will provide training and resources to promote innovation in teaching including instructional technology and pedagogy. The development of a functioning CTE should include the following steps: 1. Re-establish the CTE advisory board 2. The CTE should have an annual budget 3. The CTE should play a role in training tutors through the Academic Success Center to expand teaching excellence to peer-to-peer teaching 4. Look at what other schools do and incorporate their best practices into the program 5. Have professional development “themes” so a faculty member could take a year and attend workshops and other training to develop an area such as technology, CI, WI, team teaching, interdisciplinary teaching, online teaching, etc.

6. A “CTE Fellows” program could provide faculty members funding to participate in a year of more intensive training. Following the completion of their training, those faculty could serve as mentors for the next group of fellows The development of a functioning Center for Teaching Excellence would address the following Forward Together themes:

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Be More Responsive to a Broader Ranges of Students By providing training and resources, the CTE will allow faculty to accommodate individual differences in student needs including different learning styles and students with disabilities Expand Reputation and Awareness of USC Aiken By supporting faculty travel to attend and present at conferences and participating in workshops, the CTE will increase the visibility of USC Aiken in areas specifically related to teaching and learning.

Enhance Organizational Efficiency and Innovation By incorporating advanced educational techniques and strategies, including instructional technology, the CTE would promote and highlight innovation in the area USC Aiken is most known for—teaching.

Establishing an Evening/Weekend Program of Study The Task Force recommends establishing an evening/weekend program of study at USC Aiken that would provide students the opportunity to supplement their regularly scheduled classes with courses provided in the evenings and on Saturday. Targeted programs of study would also be offered that could be completed entirely with an evening/ weekend format. In addition, options for selected courses to run in an accelerated format lasting from four to eight weeks would be created during regular hours and during the evening/weekend schedule.

Establishment of an evening/weekend program of study at USC Aiken would impact several of the Forward Together themes: Grow the University Since the number of students graduating from high school has been decreasing with slower U.S. population growth, “future growth must be based upon increasing transfer students and retaining more of our currently enrolled students” (Jordan: Forward Together). Providing evening or weekend classes eliminates an important barrier to staying in school by allowing students to work during the day.

Be More Responsive to a Broader Range of Students Characteristics of a typical college student have become increasingly diverse in terms of age, ethnicity, and employment status. As more and more students are working to support families, opportunities for accelerated programs become imperative.

Expand the Reputation and Awareness of USC Aiken A dedicated evening/weekend program has the potential to become a signature program that is acknowledged throughout the community and beyond Expand and Enhance Community Relations/Partnerships Local businesses, K-12 institutions, and other employers have needs for educated employees. Partnerships that allow current employees to return to school without disrupting their employment status should benefit all.

Collaborative Communication Center USC Aiken’s current academic support structure includes the Writing Room, the Math Lab, content-area tutoring, and supplemental instruction. The committee recommends that the area that is now the Writing Room be devoted to a leading-edge, cross-disciplinary, collaborative center for oral and written communication to prepare students for today’s visual and technological culture. Support services could include word processing, presentation software, presentation recordings, visuals (charts, graphs, etc.), and smart board technologies.

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Innovative Technology For the purpose of the report, the following definition of technology has been adopted: USE OF ANY FORM OF DIGITAL OR ELECTRONIC DEVICE OR PROGRAMS FOR SUCH DEVICES - INCLUDING, BUT NOT LIMITED TO, COMPUTERS OF ANY SORT (PC, MAC, LAPTOPS, NOTEBOOKS), TABLETS, SMART PHONES, SOFTWARE, WEB-BASED PROGRAMS, THE CLOUD, E-BOOKS, APPLICATIONS, ETC. - THAT ARE USED IN THE DELIVERY OF DATA AND/OR THE EXPRESSION OF IDEAS. The lack of use of technologies was an issue raised by students and faculty during the initial convening of the task force. The sub-committee made the following observations and recommendations: Observations The subcommittee considered several issues with the state of technology at USC Aiken. Two primary student concerns are: 1. The lack of consistency among faculty members as to the use of Blackboard 2. The lack of use of available technologies such as SMART Boards Recommendations The subcommittee makes the following recommendations based on the Current Literature Worthy of Consideration (please see the task force’s full report for a complete list of academic articles): 1. Refine and initiate survey of faculty and students as found in the complete task force report.

2. Consider the use of student helpers assigned to faculty to help with classroom technology use. This could be paid student jobs.

3. Administrators should “walk the walk” if they want to encourage technology growth on campus.

4. Students should know what is expected of them and their discomforts should be taken into account. They have the right to expect that if technologies are used in a learning environment, they are led by an instructor who can explain why and how to use the method.

5. Course evaluations should be redesigned to take into account the teaching risks inherent in implementing new technologies. Faculty should not shy away from implementing new technologies out of fear of failure or poor evaluations.

6. Faculty should be allowed adequate time to re-design and adjust courses to implement changing technologies 7. USC Aiken needs to fully adopt an evidence-based practice approach to the new technologies, providing opportunities to research the value of new methods and the courage to throw out those that don’t work.

Study America The University of South Carolina Aiken has an established Study Abroad program that includes regular study abroad opportunities. Despite the financial aid opportunities available, many of these programs are prohibitively expensive for a number of students. The proposed Study America program will offer a less expensive, though arguably equally rewarding, experience.

Although students may not have the level of inter-cultural experience associated with studying abroad, students can have a culturally rich experience studying within the United States. Many students have not traveled outside of the South, many not more than a few hundred miles from Aiken. The proposed Study America program would show students parts of their own county that is vastly different, diverse, and culturally engaging.

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MARKETING & RECRUITMENT INTRODUCTION

This task force will explore issues related to expanding USC Aiken’s marketing and recruitment efforts to attract new students and tell the University’s story. Examples of areas to explore include: developing key messages regarding areas of excellence for each academic and non-academic department, opportunities for all departments to more fully participate in marketing and recruitment, and opportunities for growth and recruitment with new populations (veteran/military students, adult students, international students, honor students, etc.).

FINDINGS & RECOMMENDATIONS

The Task Force has concluded the following areas should receive focus when aligning Marketing and Recruitment strategies with the Forward Together vision:

Branding, Cohesiveness, and a Culture of Recruitment USC Aiken should continue finessing the definition of the university’s brand and its niche. This may mean refining the institution’s mission, being flexible, and indulging creatively.

Recruitment

We need to admit that we are a business and that we want to stay in business and grow. Customers stay with the University for only a few years instead of a lifetime. To get ahead, it’s everyone’s job to attract new students; everyone on campus should act as a recruiter for USC Aiken. These actions (as listed in the full report) will help grow the University, thereby improve the funding situation. It will also help in being responsive to a broader range of potential students.

Marketing We need to tune our work to the primary keys of the brand: 1. Coordinate marketing, messages, printing, and web. All marketing items going off campus or online should be designed according to pre-set standards and approved by the Marketing and Community Relations Department for branding purposes.

2. Social media unification and/or coordination is needed. Additionally, advertising on social media using geo-local and hyper-targeted messages may be essential to recruitment.

3. More attention should be paid to the website.

4. We would like these specific things to happen as soon as possible: a. Our website should become responsive so that it works equally well on a computer, tablet or other handheld device, or a smart phone b. The net cost calculator should be prominent on the home page, and it should be as specific as possible c. Continuous improvement will mean that rather than looking at the site as how we want it, we refine it from the user’s point of view d. Put links to .PDFs, Pacer Times, and Stall Wall Weekly on the home page so prospects can get an idea of what’s current on campus e. Increase funding for web work f. Social media needs more attention

5. Enhance community awareness 6. Bring athletes into the “fold” by using their recruitment expertise 7. International Marketing: While the majority of international students come to USC Aiken for athletic scholarships, we need more information about how we serve their academic needs so we can highlight these while recruiting international students on the basis of academics.

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8. Involve non-academic areas on campus 9. Have a brief task force review every year

STAFF DEVELOPMENT, ADVANCEMENT, & RECOGNITION INTRODUCTION

This task force explores issues related to providing opportunities for professional growth and advancement of University staff. Examples of areas explored include: the addition of levels of advancement for staff, leadership and professional development opportunities, and rewards and recognitions.

FINDINGS & RECOMMENDATIONS

The Task Force makes the following recommendations:

Increase Staff Salaries/Hire a Consulting Firm to Investigate All Staff Positions at USC Aiken to Identify a Promotion Process Staff salaries are below the average salaries for similar positions at other universities. Staff personnel have no process in place for moving up in the pay band under our current system. After reviewing the results of the survey, it is clear that providing a way to increase pay is a high priority among staff.

Flexible Work Schedules and Paid Time Off for Community Service/Outreach Considering flex-time scheduling would enhance morale and be instrumental in decision-making for those considering leaving the University due to low salaries. In addition, this could also benefit a department by expanding open hours and making staff more available to students and the community. In the task force survey, 79% of respondents felt a flexible schedule could be very effective, 58% felt it could be effective, and 21% felt it could make an employee feel more appreciated.

Another concept that was highly popular with respondents is paid time off for community service. Allowing employees one hour of paid time away from their job per month to participate in community service would be consistent with the Double Knot commitment to interaction between the community and campus. Seventy-seven percent (77%) of respondents felt this would be somewhat effective—(24%), effective—(25%) or very effective (28%) toward making them feel appreciated.

This addresses the Forward Together themes of improving the current budget/funding situation because decreased staff turnover will also decrease expenses required for searches and training.

Improve and Actively Support Positive Faculty/Staff/Supervisor Relations Comments in the Staff Satisfaction Survey and anecdotes shared in committee meetings reflect that, although many USC Aiken staff members believe their relationships with faculty and supervisors are positive, some are unhappy or dissatisfied with their faculty/supervisor relationships.

It is recommended that existing methods utilized to facilitate positive Staff to Faculty/Supervisor relationships be improved, and new methods for doing the same be explored.

Explore Breakfast or Lunch with the Chancellor The idea of breakfast or lunch with the chancellor could be in conjunction with birthday or University anniversaries. On a broader scale, this could impact two of the Forward Together themes including expanding the reputation and awareness of USC Aiken and expanding community relationships. Expanding the reputation could be a result of people speaking more positively about their jobs because they feel valued on campus. Expanding community relationships could be achieved by inviting spouses, family, and/or friends to attend major anniversaries with the institution.

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INTERNATIONAL STUDENT RECRUITMENT & STUDY ABROAD INTRODUCTION

This task force will make recommendations to the Chancellor concerning goals for international enrollment, identification of countries of focus, international marketing, and identify issues/opportunities to support international students who come to campus. Additionally, the task force will make recommendations concerning inviting Fulbright scholars, building interest in class-to-class collaboration, and faculty research collaboration. Finally, the task force will recommend ways to enhance and expand the internationalization of the USC Aiken curriculum.

FINDINGS & RECOMMENDATIONS

The committee identified four major goals to pursue over the next five years. Each goal addresses at least one of the Forward Together themes.

Increase Enrollment of Degree-Seeking International Students to Three Percent of USC Aiken Student Body The current percentage of degree-seeking international students sits at 1.6 percent of the student body. Active recruitment should focus heavily in countries: 1. For which connections and networks already exist with USC Aiken faculty and staff 2. For which there is a South Carolina sister-city relation, namely Germany, Australia, and Taiwan 3. That exhibit increasing middle classes and a large movement of students to the U.S. to seek undergraduate degrees 4. That offer scholarships to their students to pursue studies in the U.S.

Improve, Expand, and Diversify Study Abroad Programs

SHORT TERM 1. Create programming to increase our students’ curiosity in exploring the world 2. Identify roadblocks that prevent students from studying abroad 3. Develop a marketing strategy for study abroad opportunities 4. Evaluate existing study abroad policies and procedures for efficiency and transparency 5. Involve faculty and staff with existing networks and contacts abroad to increase direct exchanges 6. Create and implement discovery programs to increase curiosity among students and provide opportunities for faculty to create contacts with existing partners 7. Create meaningful avenues for study abroad students to showcase their experiences LONG TERM 1. Create direct exchange study abroad opportunities with partner institutions 2. Create 2+2 and similar programs with partner institutions 3. Create international opportunities for students 4. Create opportunities for international community service for students 5. Find creative ways to help students finance study abroad experiences

Encourage and Support Faculty International Research Collaborations and Exchanges SHORT TERM 1. Gather information on current international connections among faculty 2. Financial support for faculty to attend international professional development workshops and international conferences to make connections with international colleagues and peers 3. Encourage faculty to write proposals for grants to host faculty from other universities whenever grant money is available from IIE, Fulbright, Bureau of Cultural and Educational Affairs, Department of Education and Private Foundations

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LONG TERM Create incentive systems for faculty to participate in international collaborations and research through: 1. The tenure promotion process 2. A reward system for creating pilot programs and collaborations

Internationalize the USC Aiken Curriculum SHORT TERM 1. Appoint a group of faculty to examine the current status of the curriculum, establish goals and strategies for internationalizing curricula 2. Develop an International Studies BA degree using existing courses and expertise from various departments LONG TERM 1. Integrate study abroad into the general education curriculum 2. Solicit departments’ help in identifying or creating room for a study abroad program, international internship, or community service experience in one or two semesters in the program 3. Encourage departments to incorporate a global comparative perspective in as many courses as possible in all disciplines and programs 4. Use technology to link classrooms and students across partner universities 5. Provide structured opportunities and incentives for students to present their study abroad experiences and discoveries and help them connect those to their research interests 6. Create recognition tools for faculty successfully incorporating global perspectives in courses 7. Create faculty development workshops on incorporating global perspectives in the classroom and beyond in collaboration with the Center for Teaching Excellence

Increase awareness and appreciation among faculty, staff, and students of international and inter-cultural issues on our campus and around the globe.

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University of South Carolina Aiken STRATEGIC PLAN & GOALS From each Task Force’s findings and the Forward Together Visioning Process, the University presents four goals, their objectives, and strategies in support of one vision to move forward together.

GOAL 1: PROVIDE DISTINCTIVE, HIGH-QUALITY EDUCATIONAL EXPERIENCES Objective 1.1: Reinforce quality teaching and learning as the preeminent activities of this University Strategy 1.1.1 Distinguish the University by enhancing and leveraging our liberal arts focus.

Strategy 1.1.2 Foster strategies that result in a more integrated and dynamic focus on global studies.

Objective 1.2: Enhance excellence by implementing and supporting student engagement and immersive learning both inside and beyond the classroom Strategy 1.2.1 Expand opportunities for faculty to learn about and implement innovative approaches to teaching, learning, and scholarship Strategy 1.2.2 Strengthen opportunities for immersive learning Strategy 1.2.3 Explore ways to expand and improve upon delivery methods to enhance learning and provide greater

student access GOAL 2: ENROLL, RETAIN, DEVELOP, AND GRADUATE A DIVERSE STUDENT BODY Objective 2.1: Recruit a promising and diverse student body Strategy 2.1.1 Create new degree programs, majors, minors, concentrations, and certificates to complement traditional programs of study Strategy 2.1.2 Ensure strategic growth of the student body appropriate to our mission Strategy 2.1.3 Emphasize affordability by providing a quality education at a net-cost rate that is highly competitive in South Carolina Strategy 2.1.4 Strengthen and expand the integrated marketing and matriculation plans Strategy 2.1.5 Enhance the University’s reputation as a high-quality residential university of choice Objective 2.2: Achieve a greater percentage of student retention, progression, and graduation

forward together: building on the vision & values of the university of south carolina aiken

Strategy 2.2.1 Improve and augment student academic support Strategy 2.2.2 Enhance our reputation for service excellence Strategy 2.2.3 Make better use of technology and available data related to retention Strategy 2.2.4 Align policies and procedures to support student completion Objective 2.3: Develop responsible and socially-conscious graduates who are ready to lead, work, and contribute to their communities Strategy 2.3.1 Build on opportunities for student development in leadership, teamwork, and career readiness Strategy 2.3.2 Increase and coordinate programming that explores issues of personal wellness, decision making, and social responsibility of students GOAL 3: DEVELOP AND MANAGE RESOURCES EFFECTIVELY, EFFICIENTLY, AND ETHICALLY TO SUPPORT THE UNIVERSITY’S MISSION Objective 3.1: Provide additional support to faculty and staff that promotes job satisfaction and offers opportunities to better serve our constituents Strategy 3.1.1 Review organization structure to enhance the accomplishment of mission and identify campus synergies Strategy 3.1.2 Recruit, nurture, and retain a high-quality and diverse faculty and staff Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision making framework Strategy 3.2.1 Develop and initiate a process to actively seek out opportunities for greater efficiency across all functions of the University Strategy 3.2.2 Ensure sustainable and optimal utilization of campus resources that link the budget to strategic goals Strategy 3.2.3 Review, strengthen, and implement emergency preparedness, disaster recovery, and business continuity plans Objective 3.3: Foster the University’s commitment to excellence and innovation

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Strategy 3.3.1 Enhance financial security and excellence through intentional fundraising, grantsmanship, stewardship, friend building, and vibrant alumni relations Strategy 3.3.2 Support innovation and creative approaches to teaching and learning Strategy 3.3.3 Employ meaningful academic program and support unit review that uses goal setting, data analysis, and enhancement planning to ensure continuous improvement GOAL 4: CREATE COLLABORATIVE PARTNERSHIPS AND INNOVATIVE SOLUTIONS TO ADVANCE OUR COMMUNITY, REGION, AND STATE Objective 4.1: Collaborate intentionally with K-16 to build stronger educational opportunities for the region and state Strategy 4.1.1 Serve as a key resource in the region for the creation of STEM initiatives in our partner K-16 institutions Strategy 4.1.2 Serve as a key resource in the region for the creation of initiatives in the arts, humanities, behavioral and social sciences, wellness, and pre-professional areas with our partner K-16 institutions Objective 4.2: Leverage our intellectual capital to support and augment a dynamic region and state Strategy 4.2.1 Expand and enhance partnerships in support of economic, educational, and personal development for the citizens and enterprises in our region Strategy 4.2.2 Expand our opportunities for civic engagement Objective 4.3: Expand our Global Presence through national and international collaborations Strategy 4.3.1 Encourage and support faculty seeking international research, teaching, collaborations, and exchanges Strategy 4.3.2 Seek opportunities with our local business and industry for national and international internship experiences and exchanges

the division of finance & administration

The Division of Finance & Administration

SECTION III

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ABOUT THE DIVISION OF FINANCE & ADMINISTRATION MISSION STATEMENT FACTS & FIGURES

forward together: building on the vision & values of the university of south carolina aiken

•

about the

29 •

division of

Finance & Administration

Supporting the mission of the

The mission of the Division of

University of South Carolina

Finance & Administration is

Aiken, the Division of Finance and

to provide effective, efficient,

Administration is a diverse group

and high-quality support and

of departments and centers focused

services to students, faculty,

on delivering the environmental,

staff, and the community that

safety, financial, business process,

promote safety and facilitate the

and auxiliary services necessary to

achievement of organizational

meet the needs of the campus and

and individual goals. Guiding

community.

us in our work is a culture of ethical action, a commitment to continuous improvement and risk management, and the use of strategic and innovative approaches.

The Division of Finance & Administration is comprised of the following departments and centers: BUDGET OFFICE Sandy Besley, Budget Manager BUSINESS SERVICES Dr. Kevin Crawford, Controller CAMPUS SUPPORT SERVICES Jeff Jenik, Director DINING & CATERING SERVICES Brent Wustman, Director HUMAN RESOURCES, PAYROLL, & AFFIRMATIVE ACTION Maria Chandler, Director OPERATIONS Brian Enter, Senior University Facilities Executive PACER SHOPPE Heidi DiFranco, Director USC AIKEN CHILDREN’S CENTER Lynn Williams, Director USC AIKEN CONVOCATION CENTER Josh Small, Director UNIVERSITY POLICE Kevin Liles, Chief of Police

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HIGHLIGHTS FROM FISCAL YEAR 12-13

forward together: building on the vision & values of the university of south carolina aiken

CAMPUS SUPPORT SERVICES DINING SERVICES HUMAN RESOURCES OPERATIONS PACER SHOPPE USC AIKEN CHILDREN’S CENTER USC AIKEN CONVOCATION CENTER UNIVERSITY POLICE

SECTION IV

BUSINESS SERVICES

Finance & Administration Strategic Plans

BUDGET OFFICE

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budget

OFFICE

SANDY BESLEY, BUDGET MANAGER

ABOUT THE UNIT

Within the Division of Finance and Administration, the budget Office Consists of a Budget Manager and one part-time administrative assistant.

MISSION USC Aiken’s Budget Office will facilitate effective and efficient allocation and utilization of financial resources that support the University’s strategic planning and decision-making processes.

ANALYSIS

STRENGTHS

• Spirit of customer service

WEAKNESSES • Previous “Central

OPPORTUNITIES • Improve process

Budgeting” fostered

to engage budget

• Accessible

lack of ownership

managers

• Campus-wide

with regards to

process knowledge • Willingness to “think outside of the box”

budgeting within divisions/units • Limited availability of personnel • Lack of written procedures

• Provide additional resources • Training • Utilize Data Warehouse for repository of generated reports for budget analysis

THREATS • New ERP encompass risk • Underutilization of Budget Analysis by divisions/units

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UNIT GOALS, OBJECTIVES, & STRATEGIES

GOAL 1: CULTIVATE ENGAGEMENT AND OWNERSHIP OF DIVISIONS/UNITS IN BUDGET PLANNING, MONITORING, AND ASSESSMENT Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision-making framework Strategy 3.2.2: Ensure sustainable and optimal utilization of campus resources to the budget to strategic goals

RATIONALE

Provide accurate and prompt reports and information to the university community regarding budgetary and other financial matters. Evaluation and analysis of data, which informs decision making, “actively incorporates efficiencies and risk management strategies into [its] decision making.”

ASSESSMENT Will be to survey participants and evaluate feedback

UNIT STRATEGY

Improve the use and control of operating budget resources by all budget managers SHORT TERM Include Frequently Asked Questions on the Budget Website LONG TERM Expand current budget training into a “Budget Training/Certificate Program” that provides the resources and training necessary to give budget managers the proper tools to navigate their division/ unit budget(s).

IMPLEMENTATION

Within the next 30 days, Frequently Asked Questions (FAQs) will be added to the Budget Office website in addition to the continuation of budget workshops and one-on-one budget meetings for budget managers.

Within 90 to 120 days, format and materials for the Budget Certificate training program will be developed with a target delivery date of Fall 2014.

RESOURCES REQUIRED

Most documentation will be accessible online.

However, an allocation for printed handouts/user guides would be desired with a cost of approximately $250 (for color pages at .15 each for 40 participants).

Effort of time by Budget Manager and Administrative Assistant. Key partners in this process will be the USC Budget and Controller’s Office along with USC Aiken’s Controller with review by the Vice Chancellor for Finance and Administration.

“The undeniable

realities

...

DEMAND that we

EXAMINE

everything we do.”

Dr. Sandra J. Jordan

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GOAL 2: PROMOTE ENHANCED REPORTING THAT LEADS TO IMPROVED FINANCIAL DECISION MAKING Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision-making framework Strategy 3.2.1: Develop and initiate a process to actively seek out opportunities for greater efficiency across all functions of the University

RATIONALE

Provide timely and accurate information for assessing actual performance against the plan and monitor fiscal performance to provide analysis and decision support will (3.2.2) “ensure sustainable and optimal utilization of campus resources.”

UNIT STRATEGY

Create costs analysis and revenue projections template for divisions/units SHORT TERM Review unit to create approach for developing framework to report LONG TERM Develop reports and store in the Data Warehouse repository for divisions/units to access

a template to share with the division and units for analysis that they could use themselves without waiting for the Budget Office to complete the report.

This will include reports within Data Warehouse and training to access reports (the Cognos environment that will sere as a repository for custom reports for a division or unit).

RESOURCES REQUIRED

Cognos training; effort of time by the Budget Manager and Administrative Assistant. Documentation will be accessible online. Key partners in this process will be the USC budget and Controller’s Office and USC Aiken’s Controller.

ASSESSMENT

We will survey customers on the timeliness of our responses to their inquiries and the quality of our

responses.

IMPLEMENTATION

Within the next 30 days, we will analyze a unit with high volume transactions in order to create a prototype for reporting. Within 90 to 120 days, we will create

GOAL 3: FOSTER DIVISIONAL BUDGETING IN ORDER TO HAVE COLLABORATIVE AND COHESIVE STRATEGIES WITHIN DIVISIONS/UNITS AND MAXIMIZE THE USE OF LIMITED RESOURCES TO MEET THE UNIVERSITY’S STRATEGIC PLAN

Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision-making framework Strategy 3.2.2: Ensure sustainable and optimal utilization for campus resources to the budget to strategic goals

RATIONALE

When feasible, changes in priorities and/or growth within a division/unit will be supported first through substitution or reallocation of resources within the respective division/unit in order to minimize the demand for additional University resources. With ongoing assessment, this will “ensure sustainable and optimal utilization of campus resources.”

UNIT STRATEGY

Create a template for division leaders to analyze budgets for all units for which they are responsible

SHORT TERM Interview a unit to create an approach for developing framework for the report LONG TERM Develop a consolidated divisional budget report in Cognos or other reporting tool for division/units to access as needed

IMPLEMENTATION

Within the next 30 days, we will analyze a unit with high volume transactions in order to create a prototype for reporting. Within 90 to 120 days, we will begin creating a template to share with divisions/units for analysis, create training manual, and disseminate information to users.

RESOURCES REQUIRED

Cognos training; effort of time by the Budget Manager and Administrative Assistant with

input from key personnel from divisions. Documentation will be accessible online. Key partners in this process will be the USC Budget and Controller’s Office along with USC Aiken’s Controller.

ASSESSMENT

We will survey customers on the satisfaction of the information the report provides as well as the ease of accessing data.

GOAL 4: PROMOTE INNOVATION IN ON-GOING SYSTEM AND PROCESS IMPROVEMENTS Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision-making framework Strategy 3.2.1: Develop and initiate a process to actively seek out opportunities for greater efficiency across all functions of the University

RATIONALE

Implementation of the new Financial ERP module of the USC system will offer opportunities to improve the way we manage and analyze the University budget. This will support the objective of greater efficiency across all functions of the University.

UNIT STRATEGY

Develop electronic communication tools to enhance the quality and speed of information and process sharing SHORT TERM Create a flowchart format for process documentation for Budget Office Procedures LONG TERM Create procedure/user guide for budget preparation, presentation, maintenance, and analysis for Budget Office

IMPLEMENTATION

Within the next 30 days, we will formulate a flowchart

format to document processes.

Within 90 to 120 days, we will begin organizing and creating a reference manual for processes pertaining to all facets of budget management for the USC Aiken campus, USC system, and State of South Carolina.

RESOURCES REQUIRED

Effort of time by Budget Manager and Administrative Assistant, Documentation will be accessible online.

Key partners in this process will be the USC budget and Controller’s Office along with USC Aiken’s Controller and Vice Chancellor for Finance and Administration.

ASSESSMENT

Assessment will be the realization of a comprehensive Budget Reference and Procedure Manual which will be a living document.

VISION VISION

“

THE BUDGET OFFICE WILL DELIVER

TIMELY, ACCURATE, AND COMPLETE INFORMATION AND ANALYTICAL SERVICES IN ORDER TO ASSIST

DIVISIONS/UNITS WITH RESOURCE ALLOCATION AND DEVELOPMENT, FOSTERING NEW INITIATIVES, AND FACILITATING OPTIMAL USE OF THE

”

UNIVERSITY’S FINANCIAL RESOURCES.

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business services

OFFICE

DR. KEVIN CRAWFORD, CONTROLLER

ABOUT THE UNIT

The Business Services Office is a department under the Division of Finance and Administration. The business Services Office is responsible for campus-wide accounting functions for student billing, tuition and fee payments, refunds, and collections, Financial Aid receipting, Accounts Payable, Grant Accounting, and university department deposits.

MISSION

The mission of Business Services is to safeguard the assets of the University while providing excellent professional customer service to students, parents, faculty, staff, alumni, campus departments, and external organizations while maintaining an environment that values people and fosters respect.

ANALYSIS

STRENGTHS

• Customer service • Teamwork environment • Dedicated staff

WEAKNESSES • Training on new software programs • Number of staff to improve customer satisfaction • Separation of duties

OPPORTUNITIES

• Professional development • Becoming more familiar with new software

THREATS

• Increased government oversight • Return of Title 4 Funds (R2T4 Rules) • Credit balance rules over federal financial aid

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UNIT GOALS, OBJECTIVES, & STRATEGIES

GOAL 1: PROVIDE CAMPUS-WIDE WORKSHOPS AND SEMINARS ON BUSINESS SERVICES POLICIES AND PROCEDURES TO ALLOW FOR MORE EFFECTIVE AND EFFICIENT PROCESSING OF ACCOUNTS PAYABLE, PETTY CASH, AND CASH DEPOSITS Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision-making framework Strategy 3.2.1: Develop and initiate a process to actively seek out opportunities for greater efficiency across all functions of the University

RATIONALE

Supported by providing educational opportunities campus-wide, we are enhancing the University’s financial security and its ability to process cash transactions in a timely and efficient manner. Actively seek out opportunities for greater efficiency across all functions of the University (Strategy 3.2.1) and ensure a culture that is committed to ethical stewardship (Objective 3.2).

UNIT STRATEGY SHORT TERM All Accounts Payable, Petty Cash, and Cash Deposits policies and procedures have been written or updated and approved by administration.

LONG TERM Develop a series of campus-wide workshops and seminars to review and educate staff on Business seminars to review and educate staff on Business Services policies and procedures for accounts payable, petty cash, disbursements, and depositing cash.

IMPLEMENTATION

During the next 6 months (short term), all Accounts Payable, Petty Cash, and Cash Deposit policies and procedures will be reviewed and any revisions or updates will be written and sent for administrative approval. Over the next 18 months (long term), develop presentations and workshop handouts. These seminars and workshops would be held in groups of 3 to 5 to allow for more one-on-one training and Q-and-A sessions.

RESOURCES REQUIRED

The financial costs (short term) will be minimal. Staff time will be required to review all Accounts Payable,

Petty Cash, and Cash Deposit policies and make any necessary edits. The development of these workshops and seminars (long term) would require the use of staff time to develop presentations printed handouts, and the time for campus staff to attend and participate in a one to one-and-a-half hour seminar.

ASSESSMENT

Short-term success will be achieved when all Accounts Payable, Petty Cash, and Cash Deposit policies are upto-date, approved by Administration, and policies and procedures are implemented. Surveys will follow each workshop and seminar. Results would be watched closely to make sure the time was well spent and useful to each staff person in their current position.

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GOAL 2: IMPROVE THE CAMPUS-WIDE REGISTRATION PROCESS BY PROVIDING BETTER STAFFING AND MORE INTENTIONAL SIGNAGE DIRECTED TO EDUCATE OUR STUDENTS ON THE PROCESSES OF REGISTRATION; MANNING THE TELEPHONE, ANSWERING EMAILS IN A TIMELY FASHION, AND TO BE MORE CUSTOMER-SERVICE ORIENTED Supports University Strategic Goal 2: “Enroll, retain, develop, and graduate a diverse student body” Objective 2.2: Achieve a greater percentage of student retention, progression, and graduation Strategy 2.2.2: Enhance our reputation for service excellence

RATIONALE

By providing our registration services, we’re actively seeking out opportunities for greater efficiency across all functions of the University (Strategy 3.2.1) and ensure a culture that is committed to ethical stewardship (Objective 3.2).

UNIT STRATEGY SHORT TERM To review our current registration procedures for Business Services. Sour main area of focus over the next five months is how to improve customer service. Our emphasis will be how to be more efficient in serving customers while improving employee efficiency.

LONG TERM Over the next year, we will be reviewing how to answer phone calls and email questions in a timely manner. Adequate staffing for registration will be the key to our success. We will need additional staff to answer emails and call-in questions. Our goal is that walk-in customers wait no more than five minutes to complete their bill paying process. Additionally, we need two members of the staff to complete Bill Payment Plans in a timely fashion in order to reduce the amount of time spent by our students waiting to be served.

IMPLEMENTATION

During the next four to five months (short term), we will be reviewing all parts of the registration proves under the control of Business Services. Reviewing staffing needs, adequate signage to direct customers to the appropriate service line in Business Services or to another department to prevent a possible waste of time in line. Over the next 18 months (long term), we will be looking at procedures to streamline registration in Business Services by developing a step-by-step checklist to guide the customer through all the steps needed to complete the registration requirements in Business Services. Provide additional computer terminals to assist students in setting up bill payment

plans online. Also over the next few years, we aim to have the ability to process credit card payments in the Business Services office.

RESOURCES REQUIRED

The short term financial resources necessary would be minimal. Our current staff would review all of the policies and procedures in Business Services as they pertain to registration. The printing of signs would be done in-house to reduce any costs involved. The long-term resources required would include additional staffing during peak registration times. The staffing would include an additional person working the counter and two additional work-study students to work the lines answering questions, and routing students to the correct areas such as more computer terminals for students to look up their accounts and to process bill payment plans.

ASSESSMENT

Success would be determined by measuring our customers’ satisfaction with the registration process in Business Services. Over the next few years, we will measure the average amount of time a customer spends in Business Services completing a Bill Payment Plan, paying on their current semester account, paying a past due semester account, or just asking a financial aid question. We will also develop an online customer satisfaction survey. The key to our assessment is to constantly keep improving our customer service and stay ahead of our customers’ demands and needs.

GOAL 3: PROVIDE OPPORTUNITIES FOR STAFF PROFESSIONAL DEVELOPMENT THROUGH UNIVERSITY ON-CAMPUS IN-SERVICE WORKSHOPS AND DEGREE COMPLETION PROGRAMS

“

VISION VISION

Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission;” COMMITMENT TO OUR CUSTOMERS IS Objective 3.1: Provide additional support to faculty and staff that DISPLAYED BY ANTICIPATING THEIR NEEDS, promotes job satisfaction and offers opportunities to better serve our RESPONDING TO THEIR WANTS, AND THE constituents QUICK RESOLUTION OF THEIR CONCERNS, Strategy 3.1.2: Recruit, nurture, and retain a high-quality and PROBLEMS, AND COMPLAINTS. IF THE diverse faculty and staff

RATIONALE

RESOURCES REQUIRED

UNIT STRATEGY

ASSESSMENT

By providing additional educational opportunities for staff, we promote job satisfaction and offer opportunities to better serve our constituents (Objective 3.1). This type of investment helps nurture and retain a high-quality and diverse faculty and staff (Strategy 3.1.2).

SHORT TERM First, determine the interest level of the staff in a degree completion or certificate program. Second, review the current staff’s resumes and college transcripts to determine what type of courses, workshops, or seminars would be most beneficial for the university and staff members.

LONG TERM Develop a plan where the staff could enroll in a degree program through the USC System.

IMPLEMENTATION

During the next 12 months, the staff would be encouraged to assemble a learning portfolio. This portfolio would include a copy of their current resume, transcripts from any college or university they attended, documented proof of any workshops, seminars, and/or certificate programs completed. Once this has been assembled and documented, a review would be completed by the registrar to determine what type of, if any, credit would be granted for prior learning.

UNIVERSITY IS TRULY COMMITTED TO

QUALITY CUSTOMER SERVICE, WE WILL The financial costs would depend ASK THE CUSTOMER HOW THEY THINK on the number of staff personnel participating in the degree completion THE PROBLEM SHOULD BE HANDLED OR program. For the most part, the RESOLVED INSTEAD OF TELLING THEM financial costs would be minimal. The HOW USC AIKEN WILL RESOLVE THE goal would be to run this through ISSUE. OFTENTIMES, THIS APPROACH Palmetto College so all of the associate degree courses would be online WILL CALM AND DIFFUSE THE CUSTOMER, In order to determine the success of this goal, we would have to measure the success of our staff embers in the completion of the course leading to a degree. Did the degree completion program lead to greater job satisfaction? Did we improve our customer satisfaction?

WHICH COULD LOWER COSTS BECAUSE MANY CUSTOMERS MAY DEMAND FAR LESS THAN THE UNIVERSITY WAS WILLING TO DO TO SOLVE THE SITUATION. SOLVING COMPLAINTS TO THE COMPLETE SATISFACTION OF CUSTOMERS IS CRITICAL IN THE AGE OF THE INTERNET AND SOCIAL MEDIA. PREVIOUSLY, UNHAPPY CUSTOMERS MIGHT TELL A DOZEN OTHER PEOPLE ABOUT THEIR COMPLAINT. HOWEVER, TODAY THEY MIGHT GO ONLINE AND VOICE COMPLAINTS THAT REACH HUNDREDS OF PEOPLE. SERVICE FAILURES THAT ARE NOT RESOLVED PROMPTLY AND TO THE COMPLETE SATISFACTION OF THE CUSTOMER WILL AFFECT FUTURE ENROLLMENT BECAUSE THEY WEAKEN CUSTOMER-

”

UNIVERSITY BONDS AND LOWER PERCEPTIONS OF SERVICE QUALITY.

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the division of finance & administration

campus support

SERVICES

JEFF JENIK, DIRECTOR

ABOUT THE UNIT

Campus Support Services is comprised of Purchasing, the Copy Center, Mail Room, Warehouse and Inventory Control, Insurance Administration, and select Contracted Services

MISSION

The mission of Campus Support Services is to provide USC Aiken’s campus community with prompt and efficient service in the areas of purchasing, receiving, delivery, inventory control, surplus property management, and mail services. While adhering to all federal, state, and University guidelines and in keeping with the overall mission statement of the University, Campus Support Services will obtain the best value for the campus community in the areas of copying, supplies, vending, and other select managed services through effective contract administration

ANALYSIS

STRENGTHS

• Experienced, knowledgeable, and dependable personnel • Quick response time with tasks • Good relationships with contracted service providers • Wide array of services • CSS staff crosstrained in areas of purchasing, copy center, mail room, and inventory control

WEAKNESSES

• At times, poor communication of information from other campuses • Perceived brash customer service • Perception of slow response times due to state regulations • Shortage of secured storage for document retention

OPPORTUNITIES

• Possible restructure of department • Additional training opportunities for campus • Increase number of card reading devices on vending machines • Increase, enhance perception of custodial services • Increase recycling program • Increase collaborative purchasing efforts with other state/ local entities

THREATS

• Retirement of two employees within four years • Management changes in contracted services • Inoperable warehouse equipment could pose possible safety issues • Possible rise in insurance premiums after this year’s rate survey

forward together: building on the vision & values of the university of south carolina aiken

41

UNIT GOALS, OBJECTIVES, & STRATEGIES

GOAL 1: INCREASE PURCHASING PROCEDURAL AWARENESS ACROSS CAMPUS Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.1: Provide additional support to faculty and staff that promotes job satisfaction and offers opportunities to better serve our constituents Strategy 3.1.2: Recruit, nurture, and retain a high-quality and diverse faculty and staff

RATIONALE

An educated employee works smarter, not harder, and is more efficient. Through various training modules and effective communication, Campus Support Services has the opportunity to increase campus knowledge of key processes that support the nurturing of faculty and staff (Strategy 3.1.2) and improve services for our constituencies (Objective 3.1). Together, these items support the overall goal of developing and managing the University’s greatest resource– its people.

UNIT STRATEGY SHORT TERM Enhance website and add training modules, both classroom and online LONG TERM Develop a system-wide regional campus training program for state and local policies as well as a state contract vendor day/open house

IMPLEMENTATION

Within ten months, a step-by-step training module for various segments of purchasing should be created and published. Within two to five years, the regional campus training for state and local policies should be implemented.

RESOURCES REQUIRED

Enhancing the website would utilize existing campus resources with no major financial requirement. To develop regional campus training, small financial resources would be needed for incidentals. The primary resources would be University, state, and vendor personnel.

ASSESSMENT

Assessing the web-based training modules would be measured by the number of participants utilizing the modules and attending classroom training programs.

Assessing the cross-campus training would include measuring the number of attendees and an increase in participation of state contracted items along with increased use of small and minority vendors.

“...develop a culture of

&

innovation

ENTREPRENEURSHIP...”

Dr. Sandra J. Jordan

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GOAL 2: DELIVER A HIGH LEVEL OF EFFICIENT SERVICES FROM THE COPY CENTER, MAIL ROOM, AND WAREHOUSE Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission;” Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision-making framework Strategy 3.2.1: Develop and initiate a process to actively seek out opportunities for greater efficiency across all functions of the University Strategy 3.2.2: Ensure sustainable and optimal utilization of campus resources that link the budget to strategic goals

RATIONALE

Operating these entities with efficiency provides cost savings to the university and potential income recovery back to the departments for programmatic needs and requirements

UNIT STRATEGY SHORT TERM Creation of an online print request form for Copy Center requests and warehouse storage requests LONG TERM Restructure the Copy Center and Mail Room areas upon retirement of one full-time employee. Procure warehouse lift and additional storage and caged areas for safety and secured document/merchandise storage.

Implement a regularly scheduled shred program that offers a certificate of destruction.

IMPLEMENTATION

Ten months should be allotted to complete short-term goals. Long-term goals should be completed with two to five years.

RESOURCES REQUIRED

Minimal resources are needed as existing campus departmental personnel would be utilized to achieve the short-term goals. The long-term goals represent a significant financial requirement. Although the consolidation of two positions could have cost savings to the University, a significant amount of monetary resources would be needed to achieve completion.

Approximately $30,000 for a new lift and, depending on the extent of additional storage, up to another $25,000. Approximately $1,000 for the shred program is needed annually; currently, CSS absorbs the cost and the utilization of bulk shredding is increasing.

ASSESSMENT

In assessing short-term goals, success can be measured by the increase of utilization of these online forms and, in the case of the warehouse storage forms, will create a quicker response time to remove unwanted items from departments. As a safety and security issue, completing the long-term goals would help prevent potential workers compensation claims as well as product and identity theft claims.

GOAL 3: MAINTAIN QUALITY CONTRACTED SERVICES THROUGH EFFECTIVE ADMINISTRATIVE OVERSIGHT Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission;” Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision-making framework Strategy 3.2.1: Develop and initiate a process to actively seek out opportunities for greater efficiency across all functions of the University Strategy 3.2.2: Ensure sustainable and optimal utilization of campus resources that link the budget to strategic goals

VISION VISION

“

CAMPUS SUPPORT SERVICES

STRIVES TO BE AN INTEGRITY-

BASED DIVISION THAT PROMOTES EFFICIENCY THROUGH ETHICAL

”

PRACTICES.

RATIONALE

The ability to manage contract service effectively directly effects the monetary returns to the University which are used for various campus activities that support enrichment, recruitment, retention, and employee satisfaction (Strategies 2.3.1, 3.1.2, 3.2.2, 4.2.1, 4.2.2).

UNIT STRATEGY SHORT TERM Reduction of product outage and increase of desirable product mix which would increase overall sales.

Addition of credit/debit card swiping devices on vending machines.

LONG TERM Renegotiate contracts with vendors emphasizing enhanced services and/ or returns. Develop a bar code that would work in conjunction with an application for smart phones to report machine outages or repairs at the time a problem is noticed.

IMPLEMENTATION

Nine months should be allotted for the additional card readers (short term) to be installed and product usage surveys to be performed to evaluate top sellers. In reference to the long-range goals, as current contracts expire, new solicitations will begin. The majority of all service contracts span five years.

App development could take two to three years to be fully implemented.

RESOURCES REQUIRED

Contracted partners will be major resources in obtaining and providing the equipment and resources needed.

Long-term goals require existing staff, both local and in Columbia.

ASSESSMENT

The short-term goals would be assessed by a decrease in the number of service calls placed for out-of-order/out-of-stock items in machines. The long-term goals would be assessed by tracking customer satisfaction through surveys and also by increased monetary returns to the campus.

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dining & catering SERVICES BRENT WUSTMAN, DIRECTOR

ABOUT THE UNIT

Dining Services provides great tasting, high-quality food and a safe, clean convenient facility

MISSION

The mission of Dining Services is to deliver experiences that enrich and nourish lives.

ANALYSIS

STRENGTHS

• Introduction of Starbucks establishing national brand presence on campus • Continuously increasing DiningStyles Survey Scores (increased YOY from 5.34 to 5.41 in Fall 2013 and 5.13 to 5.34 in Fall 2012) • New “Your Voice Counts” survey mechanism • Healthy for Life wellness platform • Increased employee morale as a result of increased standards, accountability, and engaged workforce • Partnerships with Wellness Center and Student Affairs office for special events calendar

WEAKNESSES

• Evening/late night dining options; location of dining venues in relation to residential student complex • Meal Plan Structure more suited for primarily commuter campus • Not enough DB on existing meal plans to sustain additional venues • Management turnover • Lack of retail space • Lack of storage space

OPPORTUNITIES

• Meal plan restructuring proposal; tailor meal plans to meet the evolving needs of the campus • Greener Strides Initiative (program gaining momentum but can still be enhanced) • Strong catering sales growth this year • New Catering Director will build on current success

THREATS

• Possible decline of enrollment due to poor economy and rising cost of tuition • Rising food costs

forward together: building on the vision & values of the university of south carolina aiken

UNIT GOALS, OBJECTIVES, & STRATEGIES

45

GOAL 1: ENGAGE STUDENTS IN A VIEW OF THE GLOBAL COMMUNITY AS A WAY TO ENRICH THEIR CURRENT AND FUTURE LIVES. DINING SERVICES FOCUSES ON PROVIDING VALUE TO THE STUDENT EXPERIENCE THROUGH HIGH-QUALITY PROGRAMS AND SERVICES Supports University Strategic Goal 2: “Enroll, retain, develop, and graduate a diverse student body;” Objective 2.2: Achieve a greater percentage of student retention, progression, and graduation Strategy 2.2.2: Enhance our reputation for service excellence

RATIONALE

We are committed to providing the highest quality of life and to provide the building blocks of health and nutrition for students while they attend USC Aiken and to help prepare them for their future endeavors.

UNIT STRATEGY SHORT TERM Establish flawless execution of all Starbucks standards.

LONG TERM Maintain a continuous training program using Starbucks tools and resources for employees and managers.

IMPLEMENTATION

Utilize the tools and resources developed by Starbucks to properly train and follow up on employee and management execution on a daily basis according to the Starbucks training time line for the first 30, 60, and 90 days.

RESOURCES REQUIRED

Training materials can be sourced through Aramark and Starbucks. No additional financial commitment is necessary from USC Aiken.

ASSESSMENT

The most tangible measurement and assessment vehicle we have is the formal survey process we use throughout the year as well as quarterly assessments from Starbucks. We can assess positive momentum on the strategies outlined above through improvement in the following categories: • “Overall Experience” score target: Improve from 5.41 to 5.50 • “Place to Socialize” score target: Improve from 5.57 to 5.60 • “Comfortable and Fun Atmosphere” score target: Improve from 5.54 to 5.60

“...we have to be

firing O N

A L L

CYLINDERS t o g r o w ...”

Dr. Sandra J. Jordan

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GOAL 2: MIRROR THE UNIVERSITY’S COMMITMENT TO THE HIGHEST QUALITY PROGRAMS TO ENRICH ALL ASPECTS OF A STUDENT’S LIFE ON CAMPUS. INNOVATIVE NEW IDEAS AND MENU SELECTION ENHANCEMENTS HAVE HELPED US KEEP PACE WITH THE EVER-CHANGING NEEDS OF OUR STUDENTS Supports University Strategic Goal 2: “Enroll, retain, develop, and graduate a diverse student body;” Objective 2.2: Achieve a greater percentage of student retention, progression, and graduation Strategy 2.2.2: Enhance our reputation for service excellence

RATIONALE

Helping establish a true sense of community across campus through a student’s dining experience builds affinity for the campus and a lifelong connection for the student.

UNIT STRATEGY SHORT TERM Partner with housing for monthly joint events in the residence halls such as a hot chocolate bar or cookie trays set up for several hours one evening per month.

LONG TERM Create a calendar of special events spanning through 2014.

IMPLEMENTATION

Finalize plans and a semester-long calendar of events for the balance of this year as well as Fall 2014 by March 15.

RESOURCES REQUIRED

Resources required will be sourced through Aramark.

ASSESSMENT

The most tangible measurement and assessment vehicle we have (especially for seemingly unmeasurable ideas like “a sense of community”) is the formal survey process used throughout the year.

We can assess the positive momentum of the strategies outlined previously through improvement in the following categories: • “Overall Experience” score target: Improve from 5.41 to 5.50 • “Place to Socialize” score target: Improve from 5.57 to 5.60 • “Comfortable and Fun Atmosphere” score target: Improve from 5.54 to 5.60

GOAL 3: DINING SERVICES SUPPORTS THE GOAL OF PUBLIC SERVICE AND A GREATER SENSE OF COMMUNITY BY PARTNERING IN THE INITIATIVES FOR WHICH USC AIKEN STUDENTS ARE PASSIONATE AND BY MODELING THE BEHAVIORS OF COMMUNITY SERVICE AND SUSTAINABILITY Supports University Strategic Goal 2: “Enroll, retain, develop, and graduate a diverse student body;” Objective 2.3: Develop responsible and socially conscious graduates who are ready to lead, work, and contribute to their communities Strategy 2.3.2: Increase and coordinate programming that explores issues of personal wellness, decision making, and social responsibility of students

RATIONALE

Dining Services helps campuses and the surrounding communities thrive by partnering to bring out the best in all of us. We have the knowledge, expertise, and passion to bring innovative new ideas to forefront not only for the University by for the community as well.

UNIT STRATEGY SHORT TERM Increase hours of operation to provide more flexibility for meal plan holders.

LONG TERM Restructure meal plans to accommodate the future needs of the students, including new or relocated retail options in the residential student complex.

IMPLEMENTATION

Run detailed financial models about the positive impact of 2015-2016 restructured meal plans to deliver to CFO by November 1, 2014 for review and approval. Run detailed financial analysis on the impact of additional service hours by May 1, 2014 for Fall 2014 implementation.

RESOURCES REQUIRED

Resources required will be sourced through Aramark.

ASSESSMENT

The most tangible measurement and assessment vehicle we have (especially for seemingly unmeasurable ideas like “a sense of community”) is the

formal survey process used throughout the year. We can assess the positive momentum of the strategies outlined previously through improvement in the following categories: • “Overall Experience” score target: Improve from 5.41 to 5.50 • “Place to Socialize” score target: Improve from 5.57 to 5.60 • “Comfortable and Fun Atmosphere” score target: Improve from 5.54 to 5.60

VISION VISION

“

DINING SERVICES WILL CONTINUE TO DELIVER

EXPERIENCES THAT ENRICH AND NOURISH LIVES IN EVERY SENSE OF THE WORD. WE STRIVE TO BRING INNOVATIVE SOLUTIONS TO ENHANCE THE QUALITY OF LIFE FOR EVERY STUDENT WHILE THEY ARE ON CAMPUS AND HELP PREPARE THEM TO LIVE HEALTHY, SUCCESSFUL LIVES

”

LONG INTO THE FUTURE.

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human

RESOURCES

MARIA CHANDLER, DIRECTOR

ABOUT THE UNIT

Quality service office to faculty, staff, and student employees for benefits, classification and compensation, employee relations, employment, payroll, and training

MISSION

The Office of Human Resources at USC Aiken contributes to the University’s mission by providing benefits and personalized service that helps attract and retain a highly talented and diverse employee population and by promoting harmonious working relationships through workshops, employee training, and quality customer service

ANALYSIS

STRENGTHS

• Seasoned HR professionals • Strong work ethic • Commitment to

WEAKNESSES • Staff of three stretched thin • Antiquated

OPPORTUNITIES • Additional staff to support increased workload due to

THREATS • Salaries lag behind peer institutions • Burnout from

computer system

labor-intensive

new, mandated

department and

necessitating

government-

initiatives, both

University

inefficient work

mandated

federal and system

process

programs and new

• Good working relationships with Columbia

• Affordable Care

responsibilities

Act (ACA) may

with OneCarolina

overwhelm benefits

implementation

manager

forward together: building on the vision & values of the university of south carolina aiken

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UNIT GOALS, OBJECTIVES, & STRATEGIES

GOAL 1: INCREASE PROCESS TRAINING FOR VARIOUS HUMAN RESOURCES FUNCTIONS (HIRING, WORKER’S COMPENSATION, PAYROLL) Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission;” Objective 3.1: Provide additional support to faculty and staff that promotes job satisfaction and offers opportunities to better serve our constituents Strategy 3.1.2: Recruit, nurture, and retain an high-quality and diverse faculty and staff

RATIONALE

Increasing campus knowledge of key processes is an aspect of professional development/quality enhancement that supports the nurturing of faculty and staff (Strategy 3.1.2) and improving services for our constituencies (Objective 3.1). Together, these items support the overall goal of developing and managing the University’s greatest resource—its people.

UNIT STRATEGY SHORT TERM Increase number of email reminders LONG TERM Hire additional staff so we can offer training sessions in addition to email reminders

IMPLEMENTATION

Develop a schedule for email reminders on hiring, worker’s compensation, and payroll processes to insure all topics are covered regularly. When funding allows, hire an additional person to develop and implement training sessions on all HR topics and back up the benefits manager.

RESOURCES REQUIRED

Short-term strategies require time of existing staff to draft, review, and finalize all emails. Long-term strategies require salary and fringe for a Human Resources Manager, Band 5, $31,182 plus fringes.

Approximate total: $41,160.

ASSESSMENT

Short-term goals can be assessed based on whether or not emails are going out per schedule. Long-term goals will be assessed based on whether or not monthly training programs are offered on HR topics.

“...gifted faculty are NOTHING LESS THAN THE

lifeblood

O F A U N I V E R S I T Y ...”

Dr. Sandra J. Jordan

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GOAL 2: PROMOTE OUR COMPENSATION/BENEFITS PACKAGE TO RECRUIT AND RETAIN THE BEST CANDIDATE/ EMPLOYEE Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.1: Provide additional support to faculty and staff that promotes job satisfaction and offers opportunities to better serve our constituents Strategy 3.1.2: Recruit, nurture, and retain a high-quality and diverse faculty and staff

RATIONALE

Increasing campus knowledge of compensation/ benefits package is an aspect of professional development/quality enhancement that supports the nurturing of faculty and staff (Strategy 3.1.2) and improving services for our constituencies (Objective 3.1).

UNIT STRATEGY SHORT TERM Prepare a sample breakdown of what an employee’s total benefits package is worth. Include extra benefits like having a Starbucks on campus, bookstore discounts, etc.

LONG TERM Work with the Salary Enhancement Planning and Prioritization Committee by providing valuable HR perspective (equity, living wage) and expertise to the development of a prioritized salary pay increase plan.

Consider the hiring of a benefits specialist to address Affordable Care Act requirements.

IMPLEMENTATION

In reference to the short-term goals, Human Resources plans to share the sample breakdown of the total employee compensation package via Post Time notes or the Chancellor’s newsletter. When funding allows, institute the Salary Enhancement Plan and hire a benefits specialist to accomplish the long term plans.

RESOURCES REQUIRED

The short-term goals require the time of existing staff to draft, review, and finalize sample breakdown. The long-term goals require the time of existing staff to prepare all paperwork for salary increases through PFPs, ADRs, and reclassifications. Salary and fringe for a Human Resource Specialist, Band 4, is $25,627 plus fringes, bringing the approximate total required to $33,827.

ASSESSMENT

Short-term strategies will be considered successful if the sample breakdown is shared within a six-month time frame. Long-term strategies will be considered

successful when employee salaries are increased closer to market value.

GOAL 3: FOSTER A DIVERSE, INCLUSIVE COMMUNITY WITH A POSITIVE WORK ENVIRONMENT Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.1: Provide additional support to faculty and staff that promotes job satisfaction and offers opportunities to better serve our constituents Strategy 3.1.2: Recruit, nurture, and retain a high-quality and diverse faculty and staff

RATIONALE

Fostering a diverse, inclusive community supports the nurturing of faculty and staff (Strategy 3.1.2) and improving services for our constituencies (Objective 3.1).

Together, these items support the overall goal of developing and managing the University’s greatest resources—its people

UNIT STRATEGY SHORT TERM Repeat summer schedule LONG TERM Supervisor Mentor Program or Supervisor Coaching Program

IMPLEMENTATION

Monday Group announces summer schedule in March. Supervisor Mentor Program or Supervisor Coaching Program would pair a Senior Administrator with two to three Directors for monthly mentoring meetings. If Senior Administrators are unwilling, the SCP would pair up directors by two or three for monthly coaching meetings.

RESOURCES REQUIRED

Short-term goals need Monday Group approval and action. Longterm goals need time commitment of Senior Administrators; there would be a small budget for refreshments at Starbucks.

ASSESSMENT

An email survey of all employees would be distributed for feedback and ratings on the summer schedule. Once implemented, the Supervisor Mentor Program would be reviewed in six months to determine its effectiveness.

“

VISION VISION WE DELIVER HUMAN RESOURCE PROGRAMS AND SERVICES WITH QUALITY AND EXPERTISE IN A POSITIVE MANNER WHICH FOSTERS COLLABORATION AND

COOPERATION ACROSS CAMPUS AND MAKES USC AIKEN A GREAT

”

PLACE TO WORK.

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the division of finance & administration

operations BRIAN ENTER, SENIOR UNIVERSITY FACILITIES EXECUTIVE

ABOUT THE UNIT

The Department of Operations consists of the Senior University Facilities Executive and his direct reports which include the Landscaping and Grounds Supervisor, the Physical Plant Manager, and the Environmental Health and Safety Manager.

MISSION The mission of the Department of Operations is to create and maintain a superior physical environment that enhances the University’s ability to recruit and retain a highly qualified and diverse community of students, faculty and staff by: • Enhancing the safety, comfort, cleanliness, and beauty of the campus • Being efficient, effective, and timely in the delivery of services • Providing exceptional hospitality to the USC Aiken family, its partners, and the surrounding community

ANALYSIS

STRENGTHS

• Experienced craft workers • Quick response time to urgent needs • Knowledgeable technicians • Communications • Knowledge of the campus and equipment • Good knowledge of campus energy usage • Reduced safety incident rate • Project management

WEAKNESSES

• Limited number of craft workers • No carpenter on staff • Not enough grounds crew • No knowledge of housing facilities • Campus cleanliness • Ubiquity of golf carts • Large back log of work orders

OPPORTUNITIES

• Take advantage of SCANA incentive funding to offset costs of installed energy efficient systems & components • Review back log of work orders and prioritize • Implement plan to reduce back log • Review PMS to ensure all PMS for equipment are optimized and tracked to ensure life of equipment is met or exceeded • Focus grounds efforts on more high-traffic areas • Utilize Columbia resources for needs such as architect, interior design, and landscape design

THREATS

• Maintenance Director pending retirement (2-3 years) and no one currently on staff to fill this gap • Knowledge of underground utilities • Large back log of work orders could lead to unresolved equipment and safety issues • Incorporation of housing department under maintenance • Aging equipment in some buildings can consume craft time as wasted energy dollars

forward together: building on the vision & values of the university of south carolina aiken

53

UNIT GOALS, OBJECTIVES, & STRATEGIES

GOAL 1: MAINTAIN THE PHYSICAL PLANT IN SUPERIOR OPERATING CONDITION Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.1: Provide additional support to faculty and staff that promotes job satisfaction and offers opportunities to better serve our constituents Strategy 3.1.2: Recruit, nurture, and retain a high-quality and diverse faculty and staff

RATIONALE

Maintaining a physical plant in superior operating condition is a foundation by which a great university is built. Having a reliable facility and managing its assets efficiently and effectively with little to no interruption to the campus enables the University to recruit and retain highly qualified faculty and staff (Strategy 3.1.2) and allows focus on student education and retention (Objective 3.1).

UNIT STRATEGY

The Unit Strategy for the Department of Operations can be found on the “Long Range Plan Chart” for Goal 1 which immediately follows this section.

GOAL 2: MAINTAIN AND OPERATE THE CAMPUS ENERGY AT PEAK EFFICIENCY Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision making framework Strategy 3.2.2: Ensure sustainable and optimal utilization of campus resources that link the budget to strategic goals

RATIONALE

The Operations Department uses our energy management system and software to rack the operation and energy consumption f our facilities.

We monitor building occupancy schedules weekly to ensure appropriate cutback of HVAC systems during unoccupied periods (Objective 3.2). All physical plant repair and renewal efforts include an energy analysis

and replacement of inefficient systems when payback schedules warrant (Strategy 3.2.2).

UNIT STRATEGY

The Unit Strategy for the Department of Operations can be found on the “Long Range Plan Chart” for Goal 2 which immediately follows this section.

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GOAL 3: CREATE AND MAINTAIN A BEAUTIFUL CAMPUS ENVIRONMENT Supports University Strategic Goal 2: “Enroll, retain, develop, and graduate a diverse student body;” Objective 2.1: Recruit a promising and diverse student body Strategy 2.1.5: Enhance the University’s reputation as high-quality residential university of choice

RATIONALE

Creating and maintaining a beautiful campus plays an important part in attracting students and faculty to the University. A beautiful campus will aid with getting students in the door. People want to work, learn, and play in a beautiful campus environment that can promote pride, inspiration, and raise the University’s reputation (Strategy 2.1.5).

UNIT STRATEGY

The Unit Strategy for the Department of Operations can be found on the “Long Range Plan Chart” for Goal 3 which immediately follows this section.

GOAL 4: DELIVER CONSTRUCTION AND RENOVATION PROJECTS PER SCHEDULE AND WITHIN BUDGET Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission;” Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision making framework Strategy 3.2.1: Develop and initiate a process to actively seek our opportunities for greater efficiency across all functions of the University

RATIONALE

The campus’ ability to provide construction and renovation projects within budget and on schedule is vital to the ethical stewardship of our university’s resources. Providing a schedule and budget that holds contractors accountable will help ensure the success of each project. Controlling scope-gaining input into construction projects fro key stakeholders is a priority to ensure the project is useful for the end user (Strategy 3.2.1).

UNIT STRATEGY

The Unit Strategy for the Department of Operations can be found on the “Long Range Plan Chart” for Goal 4 which immediately follows this section.

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55

LONG RANGE PLAN CHART GOAL 1: MAINTAIN THE PHYSICAL PLANT IN SUPERIOR OPERATING CONDITION NUMBER

TIMEFRAME

RESOURCES

ST

Utilize “Manager Plus” software to organize, optimize, and track preventative maintenance for all vital equipment on campus

60 Days

Existing resources can be utilized

Directly through observation by SUFE

ST

Prioritize each work order as “1-high”, “2-standard,” or “3-low” to ensure that all work orders are prioritized and resources are spent prudently; ensure that “1high” work orders begin within 8 hours and are completed within 48 hours.

60 Days

Existing resources can be utilized

Directly through observation by SUFE

3

ST

Generate a maintenance schedule that has a 2-3 month look ahead such that resources can be acquired to perform maintenance on time

60 Days

Existing resources can be utilized

Directly through observation by SUFE

4

ST

Revise website to make requesting a work order more accessible and easy

60 Days

Assistance from CSD and existing resources

Directly through observation by SUFE

LT

Perform preventative maintenance in accordance with Manufacturers’ recommendations (dependent on Number 1)

1 Year

Existing resources can be utilized

Directly through observation by SUFE

LT

Hire an outside employee or train a current employee to fill the maintenance manager position

2 Years

Facilities Executive will work with HR and Administration for a path forward to train or fill the maintenance manager position pending his retirement

LT

Review building condition survey report to ensure it accurately reflects the building and equipment of conditions such that deferred maintenance funding can be appropriated

LT

Establish “open PO” with contractors that can be utilized when emergent issues arise enabling faster responses

LT

Hire carpenter on operations staff that will give the department the ability to perform “minor modifications” to the campus structures and components

1

2

5

6

7

8

9

TYPE

STRATEGY

6 Months

Existing resources can be utilized

ASSESSMENT METHOD

New qualified maintenance manager is hired and has transition time with existing manager This item will be assessed positively if DM projects are directly addressing the adverse conditions listed in the building condition survey

1 Year

Need cooperation from - “Open PO” is Columbia and USCA supply Directly established chain input and guidance

2 Years

Additional funding resources. This has been requested in the 2015 budgeting process

Directly- new carpenter is hired.

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LONG RANGE PLAN CHART GOAL 1: MAINTAIN THE PHYSICAL PLANT IN SUPERIOR OPERATING CONDITION NUMBER

TYPE

STRATEGY

TIMEFRAME

RESOURCES

ASSESSMENT METHOD

10

Obtain a complete survey (AutoCAD) of all underground utilities such that Operations can respond Other appropriately during adverse conditions. Further, this survey can be utilized to better identify utilities during project planning to limit cost exposures.

TBD

Existing fund resources can be utilized.

Directly - utility map acquired and understood.

11

Administer a satisfaction survey to indicate Other campus satisfaction with maintenance and identify improvement opportunities

1 Year

Existing resources can be utilized to accomplish this goal.

95% or greater satisfaction

12

Implement more convenient way for anyone to request a work order or report a Other problem on campus (see, click, fix application for anyone on campus to report an adverse condition to operations).

2 Years

Existing resources can be used to accomplish this goal.

Directly by Facilities Executive - Work requests are streamlined.

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LONG RANGE PLAN CHART GOAL 2: MAINTAIN AND OPERATE THE CAMPUS ENERGY AT PEAK EFFICIENCY NUMBER

TYPE

STRATEGY

TIMEFRAME

RESOURCES

ASSESSMENT METHOD

ST

Review building occupancy schedules to ensure appropriate cutback of HVAC during unoccupied periods

resources and EMS Continuous Existing can be utilized

Keep usage below 2200KW daily

14

LT

Educate and involve students, faculty, and staff in sustainability and carbon footprint reduction actions with training and planned USC Aiken carbon footprint reduction website. Continue to inform, challenge, and involve everyone in carbon footprint reduction.

resources can be Continuous Existing utilized

Qualitatively asses through participation in program

15

ST

Use School dude to track and trend utility usage

resources and EMS Continuous Existing can be utilized

Monthly reports will be issued by SUFE

16

LT

Connect all buildings to Energy Management System (EMS) to track/trend usage and prioritize efficiency needs

2 Years

Existing resources can be utilized; DM funds

Directly

17

LT

Retrofit SAC gym with LED lighting

1 Year

Utilize existing funds and rebates from SCE&G

Directly

18

LT

Install occupancy switches in all applicable areas such that light switch will cut off with room is not occupied

1 Year

Existing resources can be utilized

Directly measured in EMS

19

LT

Obtain a 20% reduction in energy use by 2020 as compared to levels in 2000.

20

LT

Work with SCANA to install solar panels on USC Aiken property

13

from EMS or Due by 2020 Existing resources, DM, ICPF Directly School Dude

3 Years

SCANA & ACCHE

Solar panels installed; energy credit received

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LONG RANGE PLAN CHART GOAL 3: CREATE AND MAINTAIN A BEAUTIFUL CAMPUS ENVIRONMENT NUMBER

TYPE

22

ST

Lawns will be fertilized, watered, mowed, and trimmed on a seasonally appropriate schedule

resources can be Continuous Existing utilized

Directly

23

ST

Focus on heavy traffic areas of campus to ensure beauty

resources can be Continuous Existing utilized

Directly

24

ST

Remove dead and diseased trees and ensure healthy trees are kept trim

resources can be Continuous Existing utilized

Directly

25

LT

Implement a water management system to optimize water times and lengths

2 Years

Existing funds can be utilized. May need ICPF funding.

Water consumption for lawn will be reduced and energy spent on pumps will be reduced.

LT

Implement annual enhancement project that will install plants in high traffic areas that will provide color in every season

1 Year

Existing resources can be utilized

Directly - 1 each year

27

LT

Implement “campus beautification� strategy in conjunction with Grounds Task Force

TBD

Submitted financial request for FY15 Budget

Grounds task force meets on regular basis and task force recommendations are being implemented

28

LT

Grow our own platings, flowers, and trees that are indigenous to SC for use on campus

2 Years

Existing resources can be utilized

Directly

LT

Build permanent location to stock pile landscaping material (mulch, pine straw, etc.)

2 Years

Existing resources can be utilized

Directly - central location, hidden from view

LT

Explore the creation of a sustainable raised vegetable garden with composting and rain collection on campus *possibly in the student housing area).

2 Years

Existing resources can be utilized

Directly - students will be engaged in growing vegetables.

26

29

30

STRATEGY

TIMEFRAME

RESOURCES

ASSESSMENT METHOD

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59

LONG RANGE PLAN CHART GOAL 4: DELIVER CONSTRUCTION AND RENOVATION PROJECTS PER SCHEDULE AND WITHIN BUDGET NUMBER

31

32

33

34

“

TYPE

STRATEGY

TIMEFRAME

RESOURCES

ASSESSMENT METHOD

ST

Understand the IDC contract and hold contractors accountable to such

6 Months

Existing resources can be utilized

Directly

ST

Ensure that all active projects have a schedule and PM to participate in regularly-scheduled construction meetings

6 Months

Existing resources can be utilized

Directly

LT

Ensure that all new projects have professional estimates which include contingency funds

Continuous

Existing resources can be utilized

Directly

LT

Become more autonomous as a PM such that all USC Aiken projects can be managed at USC Aiken

2 Years

Need cooperation from Columbia and Purchasing

Directly

VISION VISION THE GOALS AND STRATEGIES LISTED ON THE PREVIOUS PAGES ARE CRITICAL TO THE MISSION OF OPERATIONS. THESE

GOALS AND STRATEGIES WILL ENABLE THE PHYSICAL PLANT TO BECOME MORE RELIABLE, EFFICIENT, AND ATTRACTIVE TO CURRENT AND FUTURE STUDENTS AND FACULTY. THE STRATEGIES LISTED UNDER GOAL 1 WILL MAKE THE MAINTENANCE DEPARTMENT AND FACILITY EQUIPMENT MORE RELIABLE AND EFFICIENT WHILE REDUCING CRAFT DOWN TIME. GOAL 2 STRATEGIES WILL ASSIST WITH THE UNIVERSITY’S MISSION TO REDUCE OUR CARBON FOOTPRINT AND EDUCATE PEOPLE ON OUR ENERGY CONSUMPTION AND WASTE REDUCTION EFFORTS. GOAL 3 IS A VITAL PART OF OPERATIONS AND THE UNIVERSITY’S MISSION TO ATTRACT AND RETAIN HIGH-QUALITY STUDENTS AND STAFF. THIS GOAL WILL HELP CREATE A GREAT FIRST IMPRESSION TO VISITORS AND PROVIDE INSPIRATION TO EXISTING STUDENTS WHILE EDUCATING PEOPLE ABOUT OUR INDIGENOUS NATURAL RESOURCES. OVERALL, ALL THE GOALS AND OBJECTIVES WORK TO ‘CREATE AND

”

MAINTAIN A SPACE FOR PEOPLE TO LEARN, LIVE, WORK, AND PLAY.’

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pacer

SHOPPE

HEIDI DIFRANCO, DIRECTOR

ABOUT THE UNIT

The Pacer Shoppe serves as the bookstore for the University of South Carolina Aiken.

MISSION The Pacer Shoppe provides educational resources, insignia, gifts, and services for students, faculty, staff, and the surrounding community with effectiveness and efficiency while fostering, enhancing, and supporting the administrative goals set by the University of South Carolina Aiken

ANALYSIS

STRENGTHS

• Institutionally owned • Self-sufficient and profitable operations • Supports the campus community through donations and financial returns • Involvement in college store associations such as the National Association of College Stores (NACS) and Connect2One (C2O) provides buying and educational opportunities • Net income above the averages of industry standards

WEAKNESSES

• Lacking institutional support • Marketing plan that targets campus entities should be developed to promote bookstore products and services • Customer refunds are a larger percent of sales than typical for similar stores • Lack of online sales • Timely communication of out-of-stock, outof-prints, or new editions to faculty and/or departments

OPPORTUNITIES • Sell-through on textbooks • Educate students and faculty on the importance of the

THREATS • Unpredictable textbook market (i.e. open-source media, e-books) • Evolving online

textbook and its

storefronts for

perceived value

textbook sales

• Cross market to Starbucks customers • Keep in touch with current student trends • Approval for website sales

• Contract management

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61

UNIT GOALS, OBJECTIVES, & STRATEGIES

GOAL 1: AN INSTITUTIONAL COLLEGE STORE THAT SUPPORTS EDUCATIONAL GROWTH AND THE ACADEMIC MISSION OF THE UNIVERSITY BY DEVELOPING A SUSTAINABLE ANNUAL SOURCE OF REVENUE THAT COULD BE USED TO SUPPORT THE INSTITUTION Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.1: Provide additional support to faculty and staff that promotes job satisfaction and offers opportunities to better serve our constituents

RATIONALE

Our commitment is to operate an institutional college bookstore by offering materials for academic needs as well as insignia items that promote the pride, spirit, and tradition of the University. We strive to offer excellent and expanded services and support to the campus community through our profitability.

UNIT STRATEGY

Keep our net income in line with industry averages in order to maximize profitability SHORT TERM On a monthly basis, we will analyze operating expense trends, operative income, and net income ratios while controlling inventory levels to reduce inventory investment.

LONG TERM Long-term strategy mirrors the short-term strategy; consistency is key.

IMPLEMENTATION

Analyze operating expenses and take inventory monthly.

RESOURCES REQUIRED

Financial costs of implementing the strategy is insignificant.

ASSESSMENT

Annual financial statements compared to industry trends; NACS customer service surveys for faculty and students; operating expense trends; inventory control measure; merchandising turnovers

GOAL 2: A SUCCESSFUL AND MOTIVATED STAFF THAT PROVIDES EXCELLENT SERVICE TO ALL CUSTOMERS Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.1: Provide additional support to faculty and staff that promotes job satisfaction and offers opportunities to better serve our constituents

RATIONALE

A staff that is adept at learning through inquiry uses planning and assessment to improve the effectiveness of the bookstore’s efforts to achieve goals creates a college culture of excellence through collective and individual commitment accountability.

UNIT STRATEGY

areas, train all staff on greeting people, being attuned to customers’ needs, being efficient, exceptional customer care, and fire and safety procedures. Longterm implementation consists of ongoing professional development of staff by capitalizing on NACS online courses and webinars which are designed to build skills, develop community among store professionals, and produce measurable results.

SHORT TERM Education and training of all staff. This investment results in the growth of individuals and businesses.

RESOURCES REQUIRED

LONG TERM Ongoing professional development of staff

ASSESSMENT

IMPLEMENTATION

In reference to the short-term goals, monthly mandatory employee meetings will be held to review employee guidelines and critical customer service areas. We plan to cross-train bookstore staff in essential operational

Financial costs of using the educational materials through NACS is $29 per session.

Annual financial statements compared to industry trends; NACS customer service surveys for faculty and students; operating expense trends; inventory control measures; merchandising turnovers

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VISION VISION

GOAL 3: COMMUNICATE STORE VALUE AND BUILD COOPERATIVE RELATIONSHIPS WITH KEY STAKEHOLDERS

Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission” Objective 3.1: Provide additional support to faculty and staff that promotes job satisfaction and offers opportunities to better serve our constituents

RATIONALE

The Pacer Shoppe serves on-campus and online students, academic professionals, staff, alumni, the campus community, campus visitors, prospective students, and parents. Each of these stakeholders’ expectations and needs of the campus store are unique. Communication and marketing focused specifically to each group of stakeholders would provide enhanced opportunities to serve our constituents.

UNIT STRATEGY SHORT TERM Make sure everyone on the store’s staff, including student workers, are aware of everything the store does to provide value to campus stakeholders LONG TERM Each year, prepare a report listing all the ways the store provides value, both tangible and intangible. The long-term strategy includes an annual report, web updates, participation in faculty orientation, advertisements, displays, and credit for in-kind and monetary donations.

IMPLEMENTATION

Discuss the store’s value in our employee handbook and in employee training. Keep staff in the loop via meetings, announcement boards, or email (short term). Each year, we will prepare a report listing all the ways the store provides value—tangible and intangible. Post information about the store’s value on different parts of the store’s website. Participate in the orientation for new faculty to explain how the store benefits them. Promote

the store’s support of the campus in advertisements: school newspaper, sports or performing arts program booklets, campus radio, table tents in food service areas, posters or banners, receipt holders, or other outlets. Set up window or in-store displays depicting how the store supports the campus and institution. When the store donates products, cash, or services to a campus group, ask the organization for some sort of public acknowledgment of the support.

Request that the store’s name be attached to the scholarships the store funds.

RESOURCES REQUIRED

Financial costs of implementing the strategy is insignificant.

ASSESSMENT

Annual financial statements compared to industry trends; NACS customer service surveys for faculty and students; operating expense trends; inventory control measures; merchandising turnovers

“

THE VISION OF THE PACER SHOPPE IS TO BE A VIABLE INDEPENDENT

BOOKSTORE THAT IS AN ESSENTIAL

RESOURCE FOR THE UNIVERSITY OF

”

SOUTH CAROLINA AIKEN.

forward together: building on the vision & values of the university of south carolina aiken

the children’s

CENTER

LYNN WILLIAMS, DIRECTOR

ABOUT THE UNIT

The Children’s Center is a year-round, full-day child development center licensed by the state of South Carolina to serve up to 40 children ages six weeks to five years. The Center maintains the highest national standards of quality programming in a state-of-the-art facility and is accredited by the National Association for the Education of Young Children (NAEYC).

MISSION The mission of the USC Aiken Children’s Center is to provide high-quality child care, work with families, and train students. The Children’s Center is dedicated to upholding the principles and ethics of the National Association for the Young Child. The principles provide that all children, staff, and families are treated with dignity and respect.

ANALYSIS

STRENGTHS

• Only full-time preschool in Aiken County with national accreditation • Highest possible rating with the ABC/DSS program • Low teacher-tostudent ratios enable high-quality childcare • Low staff turnover • Strong working relationship with School of Education and nursing departments • Collaboration with education program at Aiken Technical School • Participate in area high schools’ Teacher Cadet programs

WEAKNESSES

• Limited expansion potential due to building and budget constraints • Required low ratios prevent complete utilization of space • Teacher compensation among the lowest on campus and in the community • Limited discretionary budget

OPPORTUNITIES

• Fundraising potential in collaboration with an active parent group • Strengthen partnerships with other areas on campus • Establish partnerships with community businesses to enrich programs and promote volunteerism among staff, children, and families

THREATS

• Continued unstable economy leads families to have difficulty paying tuition • Slightly aboveaverage tuition • Maintaining and meeting accreditation standards requiring low rations results in greater expense

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UNIT GOALS, OBJECTIVES, & STRATEGIES

GOAL 1: STRENGTHEN OUR STUDENT WORK AND INTERNSHIP PROGRAMS TO INCLUDE OPPORTUNITIES TO LEARN MORE NAEYC CORE STANDARDS AND PRACTICES Supports University Strategic Goal 2: “Enroll, retain, develop, and graduate a diverse student body;” Objective 2.3: Develop responsible and socially conscious graduates who are ready to lead, work, and contribute to their communities Strategy 2.3.1: Build on opportunities for student development in leadership, teamwork, and career readiness

RATIONALE

Increasing our students’ knowledge of NAEYC standards provides a benchmark of quality and supports Objective 1.2.2. We offer daily opportunities for students to practice and implement this high standard of learning.

UNIT STRATEGY SHORT TERM Implement more information about NAEYC standards in orientation. One criteria section for NAEYC will be reviewed at monthly staff meetings.

LONG TERM Scheduled NAEYC workshops with the assistance of Dr. McClellan at least four times annually. Schedule a peer observation regarding NAEYC twice a year to improve NAEYC knowledge and skills.

IMPLEMENTATION

One criteria section for NAEYC will be reviewed at monthly staff meetings. Peer observations regarding NAEYC standards will be scheduled twice a year.

RESOURCES REQUIRED

Printed material outlining NAEYC criteria and strategies. Time required from faculty consultant.

Scheduled night and/or Saturdays for workshops which can be held at the Center.

ASSESSMENT

Success will be achieved as we educate our student workers and interns in the core standards and practices of NAEYC. Metrics for evaluation: Conduct a before and after NAEYC quiz to evaluate improvement.

GOAL 2: EXPAND OUR CURRICULUM BASE TO OFFER STEM OPPORTUNITIES TO PRESCHOOL STUDENTS AS WELL AS COLLEGE STUDENTS AND STAFF Supports University Strategic Goal 2: “Enroll, retain, develop, and graduate a diverse student body;” Objective 2.1: Develop responsible and socially conscious graduates who are ready to lead, work, and contribute to their communities Supports University Strategic Goal 4: “Create collaborative partnerships and innovative solutions to advance our community, region, and state;” Objective 4.1: Collaborate intentionally with K-16 to build stronger educational opportunities for the region and state Strategy 4.1.1: Serve as a key resource in th region for the creation of STEM initiatives in our partner K-16 institutions

RATIONALE

Expanding our curriculum to include STEM objectives will enable preschool students, college students, and staff members to be better prepared to excel in this key component area for the future of education.

UNIT STRATEGY SHORT TERM Over the next 60 days, research and purchase

comprehensive STEM programs appropriate for preschool-aged children LONG TERM Over the next 18 months, write and implement a STEM supplement to our daily curriculum. Train staff in STEM strategies and objectives.

RESOURCES REQUIRED

Printed material outlining NAEYC criteria and strategies. Time required from faculty consultant. Scheduled night and/or Saturdays for workshops which can be held at the Center.

ASSESSMENT

Success will be achieved by making STEM initiatives a key part of our core curriculum. Evaluation of our STEM program as compared to core objectives outlined in STEM preschool studies.

Implementation of at least 80% STEM initiatives in our daily curriculum.

Evaluation of staff knowledge before and after STEM training through written quiz.

GOAL 3: TO ESTABLISH A PROGRAM THAT RECOGNIZES AND REWARDS THE EFFORTS AND ACHIEVEMENTS OF QUALITY STAFF MEMBERS Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission;” Objective 3.1: Provide additional support to faculty and staff that promotes job satisfaction and offers opportunities to better serve our constituents Strategy 3.1.2: Recruit, nurture, and retain a high quality and diverse faculty and staff

RATIONALE

Staff members who go above and beyond in their performance and dedication to the Center, and ultimately to the University, should be recognized in a significant way. Staff members who feel appreciated and acknowledged will be more productive and enthusiastic about their position at the University.

UNIT STRATEGY SHORT TERM Over the next 60 days (to include Week of the Young Child), we will create a staff “spotlight” board in the foyer of the Children’s Center. This will outline education, experience, and unique facts about a different teacher each week. Also, during the Week of the Young Child, the director will work with the parent group to plan special recognition activities for staff members.

LONG TERM Review budget and grant monies to determine if we can send staff members to specialized trainings/conferences (all expenses paid by the Center). Discuss merit pay raises for teachers who obtain higher degrees.

RESOURCES REQUIRED

Cost of designing staff spotlight board (most supplies are already available at the Center). Week of the Young Child may require some minimal costs to honor teachers. Also, long-term costs would involve additions to budget to cover payment of conferences and pay raises allotted for merit raises.

ASSESSMENT

Assessment will be by the director.

“

VISION VISION

AS THE USC AIKEN CHILDREN’S

CENTER CONTINUES TO PROVIDE QUALITY CHILDCARE FOR THE

STAFF, FACULTY, AND STUDENTS

OF THIS UNIVERSITY (AS WELL AS THE SURROUNDING COMMUNITY), WE WILL SEEK TO RAISE OUR STANDARDS HIGHER TO INCLUDE A MORE IMMERSIVE CAREERREADINESS EDUCATION FOR OUR STUDENT WORKERS: THE IMPLEMENTATION OF STEM INITIATIVES INTO OUR CORE CURRICULUM AND RECOGNIZING THE ACHIEVEMENTS AND DEDICATION OF OUR STAFF MEMBERS. WE BELIEVE THESE GOALS ENABLE US TO BECOME AN EVEN MORE CONTRIBUTORY TEAM MEMBER TO USC AIKEN’S GOAL OF

”

EXCELLENCE.

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the convocation CENTER JOSH SMALL, DIRECTOR

ABOUT THE UNIT

Contracted management team in charge of booking and operating the Convocation Center at the University of South Carolina Aiken

MISSION The mission of Global Spectrum at the USC Aiken Convocation Center is to provide an abundant and diverse mixture of events for the Aiken and CSRA community to attend and enjoy, as well as provide the highest level of customer service, efficient operation of the arena during these events, and to maximize revenues and optimize the use of the USC Aiken Convocation Center for the University of South Carolina Aiken.

The customer is the most important visitor on our premises. Customers are not dependent on us, we are dependent on them. They are not an interruption of our work. They are the purpose of it. They are not an outsider in our business, they are part of it. We are not doing them a favor by serving them; they are doing us a favor by giving us an opportunity to do so.

ANALYSIS

STRENGTHS

• Good support from

WEAKNESSES • Available booking

OPPORTUNITIES • Largest public

University and

dates due to shared

assembly venue in

corporate levels

calendar

the county

• High-quality facilities • Knowledgeable staff

• Limited seating

• Concert bookings

capacity relative to

through corporate

larger concert needs

staff

• Tertiary concert market

THREATS • Economic conditions • Security issues • Competition with bordering markets

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67

UNIT GOALS, OBJECTIVES, & STRATEGIES

GOAL 1: CREATE A NEW ANNUAL EVENT FOR THE CONVOCATION CENTER Supports University Strategic Goal 4: “Create collaborative partnerships and innovative solutions to advance our community, region, and state�

Objective 4.2: Leverage our intellectual capital to support and augment a dynamic region and state Strategy 4.2.1: Expand and enhance partnerships in support of economic, educational, and personal development for the citizens and enterprises in our region Strategy 4.2.2: Expand opportunities for civic engagement

RATIONALE

The new event could allow us to expand and enhance partnerships in support of economic development for the citizens and enterprises in our region (Strategy 4.2.1) as well as expand opportunities for civic engagement (Strategy 4.2.2).

UNIT STRATEGY SHORT TERM Expand on a current event to create a new event in conjunction with a current event LONG TERM Establish an event that is held annually and generates revenue

IMPLEMENTATION

Over the next three months, work to develop a running event to go along with Life Expo in May. Over the next year, develop new event ideas/logistics for future events.

RESOURCES REQUIRED

City of Aiken, University, fire departments, police departments, Fort Gordon would be needed for shortterm strategy

ASSESSMENT

The requirement for this goal to be a success will be measured by the amount of revenue generated, the longevity of the event, and the impact it has on the community.

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the division of finance & administration

GOAL 2: IMPROVE THE INTERNSHIP PROGRAM FOR THE CONVOCATION CENTER Supports University Strategic Goal 4: “Create collaborative partnerships and innovative solutions to advance our community, region, and state” Objective 4.3: Expand our Global Presence through national and international collaborations Strategy 4.3.2: Seek opportunities with our local business and industry for national and international internship experiences and exchanges

RATIONALE

The Convocation Center has a long history of a successful internship program but has room for improvement. The program needs to implement working with more local businesses and improving international possibilities in accordance with Strategy 4.3.2.

UNIT STRATEGY

Continue and expand the internship program at the Convocation Center SHORT TERM Reach out to local businesses to create relationships and open up opportunities for interns who do their internship through the Convocation Center LONG TERM Synergize with other buildings and entities within Global Spectrum’s corporate structure to find job opportunities for current and former interns of the Convocation Center

IMPLEMENTATION

The short-term strategy consists of searching for interns for the upcoming fall semester and making contacts with local businesses at upcoming community events. The long-term strategy consists of building relationships with other venue managers within Global Spectrum over the next year to find potential open positions for current and former interns.

RESOURCES REQUIRED

USC Aiken internship department, Global Spectrum Venue Managers, and local business managers will all be required to accomplish these goals.

ASSESSMENT

In the short term, placement of one intern into a job locally or within Global Spectrum would be considered a success. In the long term, the goal will be seen as successful if we create a pipeline from the Convocation Center into other venues within the community.

“We are all about

ENGAGED TEACHING

& learning

deep, transformative ...”

Dr. Sandra J. Jordan

GOAL 3: IMPROVE THE CONVOCATION CENTER’S COMMUNITY INVOLVEMENT Supports University Strategic Goal 4: “Create collaborative partnerships and innovative solutions to advance our community, region, and state” Objective 4.2: Leverage our intellectual capital to support and augment a dynamic region and state Strategy 4.2.2: Expand opportunities for civic engagement

RATIONALE

The Convocation Center is known for being one of the largest venues in the CSRA. Increased civic engagement (Strategy 4.2.2) would help strengthen the University’s reputation throughout the county and region.

UNIT STRATEGY

Look for additional opportunities to get the Convocation Center and its staff involved in the community SHORT TERM Join additional civic clubs and groups and increase influence in the community LONG TERM Become more involved in current civic groups by holding positions of higher responsibility as well as involvement in new civic organizations

IMPLEMENTATION

Join Aiken Young Professionals and work with current members to see how the Convocation Center and AYP can work together to promote each other. Long term, we will continue to work with the Aiken Chamber and Leadership Aiken County to increase the Convocation Center’s influence in the city and county.

RESOURCES REQUIRED

Aiken Chamber of Commerce, Aiken Young Professionals, Rotarians, Lions Club, Aiken Recreation Department

ASSESSMENT

Success will be measured by the relationships that are built and potential events booked from those relationships.

“

VISION VISION

THROUGH ACHIEVING THE GOALS

WE HAVE SET FORTH, WE WILL LOOK TO INCREASE THE SUCCESSES OF

THE CONVOCATION CENTER WHICH, IN TURN, WILL STRENGTHEN THE

UNIVERSITY OVERALL. NEW EVENTS AND INCREASED COMMUNITY INVOLVEMENT WILL BRING ADDED RECOGNITION TO THE UNIVERSITY AND STRENGTHEN THE UNIVERSITY’S POSITION IN THE COMMUNITY. THE INCREASED PLACEMENT OF INTERNS FROM THE CONVOCATION CENTER WILL STRENGTHEN THE UNIVERSITY IN THE COMMUNITY AS WELL AS BEYOND THE REGION. THE SUCCESSES OF THESE GOALS WILL HELP THE CONVOCATION CENTER REACH ITS MISSION STATEMENT AND VISION AS WELL AS BETTER THE UNIVERSITY FOR THE

”

FUTURE.

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the division of finance & administration

universtiy

POLICE

KEVIN LILES, CHIEF OF POLICE

ABOUT THE UNIT

University Police serves as the campus public safety provider for the University of South Carolina Aiken

MISSION It is the mission of the USC Aiken Police Department to interact and serve the campus community, protect life, reduce injury through our emergency first response, and have an active presence on the campus thereby reducing crime and enforcing the law. In this effort, police officers work with the campus community in a cooperative community policing approach to prevent crime from occurring and to respond and provide assistance to victims in the event of a crime. We have mutual aid agreements with adjoining agencies including the Aiken County Sheriff’s Office and the Aiken Department of Public Safety.

ANALYSIS

STRENGTHS

• Officers are State Constables with full arrest authority and statewide jurisdiction; this is a unique quality not all campuses can appreciate • Officers are on campus 24/7 • Office is strategically located in the housing area of campus.

This aids in faster response times and an ability to maintain awareness of activities on campus

WEAKNESSES

• Lack of understanding that faculty & staff may have of the role of University Police • Small department means concessions must be made, sometimes only having one officer on duty at a time • Department has a history of high turnover due to lower salaries and less exciting duties associated with the campus police environment

OPPORTUNITIES

• Each call and interaction with students, faculty, and staff is an opportunity to improve relationships with the campus community • Training opportunities with local agencies and USC Columbia continue to increase

THREATS

• Must be aware of complacency and the potential for emergencies arising on campus as a result of an open campus • With the increased business in close proximity to campus, we have to consider the increase in safety concerns and crimes that will result from more activity in and around campus

forward together: building on the vision & values of the university of south carolina aiken

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UNIT GOALS, OBJECTIVES, & STRATEGIES GOAL 1: GAIN FULL STAFFING OF DEPARTMENT

Supports University Strategic Goal 2: “Enroll, retain, develop, and graduate a diverse student body” Objective 2.1: Recruit a promising and diverse student body Strategy 2.1.3: Emphasize affordability by providing a quality education at a net-cost rate that is highly competitive in South Carolina Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission;” Objective 3.1: Provide additional support to faculty and staff that promotes job satisfaction and offers opportunities to better serve our constituents Strategy 3.1.1: Review organization structure to enhance the accomplishment of mission and identify campus synergies Strategy 3.1.2: Recruit, nurture, and retain a high-quality and diverse faculty and staff

RATIONALE

Through a careful and deliberate approach to hiring, we will get the department fully staffed. The intent is to gain officers who have the unique qualities tailored to the campus environment.

UNIT STRATEGY SHORT TERM Submit Form 12 through Human Resources and begin the advertisement of positions LONG TERM Consider restructuring of department and/or a better approach to scheduling (8, 10, 12 hour shifts)

ASSESSMENT

Success can be measured through retaining and maintaining a consistent staff of personnel who are motivated, capable, and competent.

“WE ARE ABOUT A...

life free tyranny of F R O M

T H E

IGNORANCE.” Dr. Sandra J. Jordan

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the division of finance & administration

GOAL 2: COMPLETE RENOVATIONS AND UPGRADES TO UNIVERSITY POLICE DEPARTMENT PHYSICAL STRUCTURE

Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission;” Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision making framework Strategy 3.2.1: Develop and initiate a process to actively seek out opportunities for greater efficiency across all functions of the University Strategy 3.2.2: Ensure sustainable and optimal utilization of campus resources that link the budget to strategic goals Strategy 3.2.3: Review, strengthen, and implement emergency preparedness, disaster recovery, and business continuity plans

RATIONALE

Enhance the function and capabilities of the University Police Department through upgrades and enhancements. This can be accomplished through a strategic analysis of the building’s use and through the improvement of the conference/work area.

UNIT STRATEGY SHORT TERM Reorganize office internal structure and setup; purchase of large screen display/TV for use in emergencies, training, and briefings.

LONG TERM Examine and implement a plan to better utilize storage/evidence room. This can be accomplished through carpeting space and reorganizing area so that it can be an extension of office space. With the use of a conference space in the work area, this will have to be evaluated.

ASSESSMENT

Success can be reached when the conference and work area is functional for emergencies, training, and briefings. Some of the steps required for this can be accomplished within a few months depending on budget constraints (purchase of display, moving of furniture, etc. The completing of upgrades to the evidence/storage space will take more time and coordination with other departments).

VISION VISION

GOAL 3: CONSTANTLY EVALUATE THE DEPARTMENT’S FOCUS, MISSION, AND DIRECTION

Supports University Strategic Goal 3: “Develop and manage resources effectively, efficiently, and ethically to support the University’s mission;” Objective 3.2: Ensure a culture that is committed to ethical stewardship and that actively incorporates efficiencies and risk management strategies into its decision making framework Strategy 3.2.1: Develop and initiate a process to actively seek out opportunities for greater efficiency across all functions of the University Strategy 3.2.2: Ensure sustainable and optimal utilization of campus resources that link the budget to strategic goals Strategy 3.2.3: Review, strengthen, and implement emergency preparedness, disaster recovery, and business continuity plans

RATIONALE

Through constant evaluation and adaptation of our focus, mission, and direction, the department can increase readiness. These steps are necessary to reduce complacency and increase awareness.

UNIT STRATEGY SHORT TERM Improve awareness and adaptability to events that occur on campus and changes that exist on a college campus.

Be mindful of increased traffic in area as a result of growth.

LONG TERM Maintain this sense of awareness through training and long-term evaluation of issues on the horizon

ASSESSMENT

This is measured by a constant evaluation process where officers are monitored and measured on their dayto-day interactions with the campus and their successful handling of calls for service and emergencies that arise on campus.

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THE UNIVERSITY POLICE

DEPARTMENT CAN ENSURE THE SAFETY AND SECURITY OF THE CAMPUS THROUGH TAKING

INCREMENTAL STEPS TOWARD IMPROVEMENT. IT IS THE OVERALL MISSION OF UNIVERSITY POLICE TO PROVIDE A HIGH LEVEL OF SAFETY THAT ALLOWS STUDENTS, FACULTY, AND STAFF TO FOCUS ON THE PROCESS OF EDUCATION. OUR FOCUS SHOULD BE OUTWARD (TOWARD THE CAMPUS) AS A RESULT OF A LEVEL OF COMFORT MAINTAINED WITHIN THE DEPARTMENT. THIS CAN BE ACCOMPLISHED THROUGH IMPROVING THE OFFICE SPACE AND REACHING FULL-STAFFING STATUS. WHILE TAKING ALL OF THESE STEPS, WE MUST ALSO RECOGNIZE OUR RESPONSIBILITY TO REMAIN COMPETENT AND CAPABLE

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THROUGH VIGILANCE.

Forward Together:

Building on the Vision & Values of the University of South Carolina Aiken reflects our

commitment to operational excellence, stewardship, continuous improvement, transparency, collaboration, and advancing the mission of the University of South Carolina Aiken.

It is our hope that the strategies

provided herein provide great insight into the framework of our Division, our direction for the future, and our support of the University of South Carolina’s Forward Together Project, its goals, and objectives.

-The Division of Finance & Administration

The University of South Carolina Aiken Division of Finance & Administration 471 University Parkway Aiken, SC 29801 803.641.3644