Impact to unit, combination of units, institution, and/or community Indications of success Budget Required resources, including those that are existing or new Feasibility, achievability, and measurability Sustainability, the potential to become financially sustainable if the
focused on improving process effectiveness across campus operations.
Direct benefits to the university Outcomes, action steps, measures, benchmarks/criteria, and targeted
car rental/car mileage program delivered an estimated $60,000 cost
project is expected to continue beyond the funding period
start dates and completion dates
Step 4. The full proposal is reviewed by the Strategic Initiative Review Council (SIRC), another subcommittee of the SPSC, and the full SPSC with utilization of a scoring rubric. Recommendations by these bodies are provided to the Strategic Leadership Team (SLT), which prioritizes proposals for funding. The president makes the final decision regarding which proposals to fund during May of each year. Step 5. Once funding is approved, the proposer will establish an assessment plan with major outcomes/indications of success. After this happens, implementation may begin. Progress will be documented along the way and reported in a summary format in the Strategic Initiatives Annual Report.
The Awardees
This year's annual report describes all initiatives currently receiving funding (Cohorts 3-4) and initiatives whose funds will soon commence (Cohort 5). Initiatives from Cohorts 1-2 can be found in prior annual reports.
2018-19: Cohort 3 Strategic Initiatives Awardees Update (projects that received funding for FY 2020 and FY 2021)
Strategic Initiative: Operational Excellence Development Program
It will be called Operational Excellence Academy. The program will employ project-based learning for operational staff, supervisors, managers, and executives and provide certification for successful participants. Major Successes in 2020-21: All program materials were developed and utilized in the academy. A pilot project (Concur travel implementation) was initiated and one was completed (car rental/car mileage). The avoidance by diverting employees toward vehicle rental for journeys in excess of 80 miles per day. Another project tied to custodial services was initiated during COVID, and we are awaiting numerical results. The pandemic had a profound impact on our work, especially the remote work policy, which removed most travel, but required advanced protocols for facilities cleaning. It is very clear that USD has a significant need for this program to improve process efficiency and especially internal user service experiences. We see a need for top management support and involvement going forward to facilitate significant improvements across campus operations and administration. We have the majority of materials available for hybrid delivery of the academy post-COVID. The evaluation of the academy itself was delayed due to COVID, but will take place in Spring 2022.
Strategic Initiative: Department Chair Leadership Development Program Project Contact(s): Lorri Sulpizio, PhD, Executive Director, Conscious Leadership Academy Main Strategic Goal Alignment: Goal 4: Elevating Faculty and Staff Engagement Monetary Award Category: c) $50,000-$74,999 About: This initiative seeks to create a Department Chair Leadership Program (DCLP) at USD to serve department chairs and other faculty interested in developing as leaders, and to aid the transition from faculty to administration. The DCLP will help USD engage and develop faculty members into leaders, creating a positive campus environment and filtering down to student learning. The program will also develop campus
Project Contact(s): Simon Croom, PhD, Professor of Operations and
leaders who value and promote diversity and inclusion.
Supply Chain Management, School of Business; Bradley Chase, PhD,
Major Successes in 2020-21: We completed all milestones this year and
Associate Professor of Industrial Engineering, Shiley-Marcos School of
launched a very successful department chair program. The pandemic
Engineering; and Leonard Perry, PhD, Associate Professor, Industrial
highlighted a need for leadership with new skills: skills such as leading
Engineering, Shiley-Marcos School of Engineering
in uncertainty; supporting people in times of complexity and chaos; and
Main Strategic Goal Alignment: Goal 3: Improving Structural and
making hard decisions with little information. The DCLP program pivoted
Operational Effectiveness Monetary Award Category: b) $25,000-$49,999 About: This initiative seeks to build on the existing expertise in the School of Business and the Shiley-Marcos School of Engineering to develop an accessible professional development program for USD employees
in both design and format, which resulted in a robust and engaging online training. Nine USD department chairs participated in the three-day intensive program. The participants engaged in deep personal learning about their own leadership strengths and liabilities, and explored how to take up critical issues, such as resolving conflict among faculty members
Strategic Initiatives Annual Report 2020-21
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