Strategic Objective Commentary · 2020. 6. 9. · Ongoing commitment to valuing Diversity and Inclusion: baseline assessment with reevaluation 6 or 9 months to ensure that diversity

Strategic Objective Commentary

1 – Improve Value of Diversity & Inclusion SMT Members: Objective Owners: Scott Richardson Renee Lastrapes Brad McGonagle David Garrison Dwayne Busby Erika De Leon Heather Kanenburg Abby Varela Shreerekha Subramanian Denise McDonald

Description: Improve value of diversity and inclusion by fostering a campus culture that promotes an environment of respect and appreciates individual differences along varying dimensions thus minimizing cultural biases and systemic inequities.

Intended Result(s) Performance Measure (KPI):

Improve foundational understanding of diversity https://diversity.ucsf.edu/sites/diversity.ucsf.edu/files/meeting-materials/self-assessment-tool.pdf

- These items will be turned into a likert scale survey for self-assessment by stakeholders.

Increased recruitment and retention of student, faculty and staff from diverse populations

Percentage increase in variables of diversity that include, but are not limited to: racial, ethnic, National Origin, gender, sexual orientation, religion, and ability in faculty/staff, and increase in representation in student organizations for these areas.

Strategic Initiative(s): Diversity workshop to create awareness, shift attitudes and bring systematic change in culture: invite all groups at university; have expert lead workshop; conduct pre- and post-test Task force with representation from all stakeholders from across the university: Move forward with knowledge gained in workshops; these learners devise strategies to disseminate Ongoing commitment to valuing Diversity and Inclusion: baseline assessment with reevaluation 6 or 9 months to ensure that diversity work is ongoing.

NOTE: Complete one Strategic Objective Commentary for each Objective.

https://diversity.ucsf.edu/sites/diversity.ucsf.edu/files/meeting-materials/self-assessment-tool.pdfhttps://diversity.ucsf.edu/sites/diversity.ucsf.edu/files/meeting-materials/self-assessment-tool.pdf

Performance Measure Data Definition Table

Objective: Improve Value of Diversity & Inclusion

Intended Result: Improve foundational understanding of diversity

Objective Name Measure Description:

Periodic surveying of the entire university (one representative per department) of the items in the survey on a 5 point Likert scale.

Improve Value of Diversity & Inclusion

Objective Owner(s) Strength (1 – 5): 5

SMT: Scott Richardson, Brad McGonagle, Dwayne Busby, Heather Kanenburg OO: Denise McDonald, Renee Lastrapes, David Garrison, Erika De Leon, Abby Varela, Shreerekha Subramanian

Feasibility (1 – 5): 1

Intended Result Formula: % indicating strongly agree or agree

Improve foundational understanding of diversity

Unit of Measure: %

Measure Location: Diversity office

Measure Owner: Scott Richardson

Data Source: Qualtrics

Measurement Name Collection Frequency: 1x/year initially

Reporting Frequency: 1x/year

Self-assessment tool Verified / Validated by: Human Resources; Title IX;

Presentation: Annual report to university community; format TBD.

Targets & Thresholds:

NOTE: Complete one Performance Measure Data Definition Table for each Performance Measure / KPI.


Objective: Improve Value of Diversity & Inclusion

Intended Result: Increased recruitment and retention of student, faculty and staff from diverse populations


Percentage increase in variables of diversity that include, but are not limited to: racial, ethnic, National Origin, gender, sexual orientation, religion, and ability in faculty/staff, increase in representation in student organizations for these areas.

Improve Value of Diversity & Inclusion


SMT: Scott Richardson, Brad McGonagle, Dwayne Busby, Heather Kanenburg OO: Denise McDonald, Renee Lastrapes, David Garrison, Erika De Leon, Abby Varela, Shreerekha Subramanian


Intended Result Formula: # of and % increase in representation of diversity

Improve foundational understanding of diversity

Unit of Measure: %

Measure Location: HR; Student Affairs; Title IX;

Measure Owner: HR

Data Source: PeopleSoft

Measurement Name Collection Frequency: 1x/year initially

Reporting Frequency: 1x/year

Diversity Census Verified / Validated by: Human Resources; Title IX;

Presentation: Annual report to university community; format TBD.



Strategic Initiative Data Definition Table

Initiative Name: Initiative Description:

Diversity workshop to create awareness, shift attitudes and bring systematic change in culture: invite all groups at university; have expert lead workshop; conduct pre- and post-test

Diversity workshop

Initiative Owner: Strategic Objective(s) Covered:

Improve value of diversity and inclusion

HR and Title IX Project Roles and Responsibilities:

HR and Title IX will develop curriculum content and provide training

Intended Result(s):

Risks: Data are incomplete or inconsistent; assessments are not repeated; complacency; maintenance of positive morale; training not perceived as valuable

Improve foundational understanding of diversity Increase awareness and presence of diversity work on campus Increase recruitment and retention of faculty Increase recruitment and retention of staff Increase recruitment and retention of students

Assumptions and Constraints: Invited participants will attend and implement the diversity principles; we do not have funding to hire external experts

Management Controls: Budget allocation and personnel

Major Tasks: Curriculum Development

Data Collection and Analysis

Evaluation of workshop

Milestones: Recruit interested participants in each division in Year One. Public acknowledgment of the diversity work through annual milestone celebrations that highlight the workshops that were conducted, and the various stakeholders who emerged as outstanding exemplars of diversity work at our institution. Increase participation in workshops each year, in each division, by X%.

Deliverables: Training sessions offered regularly

Estimated Staff Commitments: HR, Title IX, related faculty and staff

Purpose/Business Case:

Estimated budget and type of funds by year:

To be determined by leadership team

Project Performance Measures: EAB #s for students; PeopleSoft #s for staff

Targets and Thresholds: % of Departments and Divisions Participating


Initiative Name: Initiative Description: Task force with representation from all

stakeholders from across the university: Move forward with knowledge gained in workshops; these learners devise strategies to disseminate Ongoing commitment to valuing Diversity and Inclusion: baseline assessment with reevaluation 6 or 9 months to ensure that diversity work is ongoing.

Task Force


Improve value of diversity and inclusion

HR and Title IX Project Roles and Responsibilities:

HR and Title IX will establish a cadre of diversity trainers from existing staff and faculty in an ongoing basis

Intended Result(s): Risks: Attrition; complacency; maintenance of

positive morale; Participation not perceived as valuable

Improve foundational understanding of diversity Increased recruitment and retention of student, faculty, and staff from diverse populations

Assumptions and Constraints: Task Force is sustainable and consistent; constraint: funding

Management Controls: Budget allocation and personnel

Major Tasks: Marketing and communication of training

Scheduling regular ongoing sessions

Analysis of bi-annual data collection and annual report and evaluation

Milestones: Semi-annual working group meeting

Deliverables: Diversity data and annual report

Estimated Staff Commitments: HR, Title IX, related faculty and staff



To be determined

Project Performance Measures: Attendance at working group meetings and completion of annual report

Targets and Thresholds: Representation in the Task Force from all departments and divisions.


2 – Improve Technology SMT Members: Objective Owners: Steven Berberich Kathy Dupree Ed Puckett Vivienne McClendon Jana Willis Douglas Steel Said Bettayeb John Rodriguez Henock Gebrehiwot

Description: Recognize the central role that technology plays in both the academic and support units across the institution by enhancing the use emerging technology.


Increased capacity for exploring new technology tools or applications

- Amount of internal and external time spent on growth and transformative projects compared to time spent on all projects and operations.

Improved digital access across campus and with external stakeholders (e.g. prospective students, alumni and new employees; i.e. online applications, interactive tools)

- Monthly tracking of external and internal website hits. -

Strategic Initiative(s): 1. Develop university-wide technology survey through the University technology governance mechanisms that

assesses unit/college current and future technology and digital access needs. Needs to be an ongoing priority of the technology governance to ensure the survey that adds technology services as we change (e.g. UCT support services, CSE supported services, Library, etc.)

2. Create a transformative website (internally and externally).



Objective: Improve Technology

Intended Result: Increased capacity for exploring new technology tools or applications


Amount of internal and external time spent on growth and transformative projects compared to time spent on all projects and operations.

Improve Technology


SMT: Steven Berberich, Kathy Dupree, Vivienne McClendon OO: Ed Puckett, Jana Willis, Said Bettayeb, John Rodriguez, Henock Gebrehiwot, Douglas Steel


Intended Result Formula: Amount of internal and external time spent on growth and transformative projects compared to time spent on all projects and operations.

Increased capacity for exploring new technology tools or applications

Unit of Measure: %

Measure Location: UCT Project Office

Measure Owner: Director of Project Office

Data Source: Project Office

Measurement Name Collection Frequency: Annually

Reporting Frequency: Annually

Percent of time devoted to new technology initiatives.

Verified / Validated by: CIO

Presentation: Line Graph


10 50



Objective: Improve Technology

Intended Result: Improved digital access across campus and with external stakeholders


Improved digital presence with external stakeholders.

Improve Technology


SMT: Steven Berberich, Kathy Dupree, Vivienne McClendon OO: Ed Puckett, Jana Willis, Said Bettayeb, John Rodriguez, Henock Gebrehiwot. Douglas Steel


Intended Result Formula: Monthly tracking of website external hits, i.e. the type of analyses performed by stores: raw hits, traffic sourcing, bounce rats, top requests)

Improved digital access across campus and with external stakeholders

Unit of Measure: Whole number

Measure Location: Marketing and Communication

Measure Owner: Associate Director of Web Services

Data Source: Spreadsheet

Measurement Name Collection Frequency: Monthly

Reporting Frequency: Monthly

Digital Access Verified / Validated by: AVP for Marketing and Communication and CIO

Presentation: Line graph


TBD TBD




Develop university-wide technology survey that assesses unit/college current and future technology needs.

Enhancing Technology Survey

Initiative Owner: Strategic Objective(s) Covered: Seeks to twice a year gather information

regarding emerging technology needs in the various units across campus.

CIO and UCT Project Roles and Responsibilities:

Develop survey tool and monitor how needs move through Project Management process.

Intended Result(s): Risks: Although a committee will prioritize,

needs may still outpace resources or will not be implemented in a timely fashion

Assumptions and Constraints: All requests will be based on true needs. There is always a funding limitation associated with technology needs. Prioritization

Management Controls: CIO needs to establish a process that utilizes the Project Management office to review needs but then engages an technology governance committee to set priorities. Needs to involve senior leadership Must involve a budget augmentation process.

Major Tasks: Create survey

Develop annual evaluation process

Milestones: Survey completed

Data reviewed by committee/senior leadership Project management engages in selected projects (before/after committee?)

Deliverables: Annually a process to bring to campus new

Estimated Staff Commitments: Recommend use of existing staff.



Budget for new supported technologies. Estimate 150-250K per year

Project Performance Measures: Monitoring impact of new technologies

Targets and Thresholds: Efficiency, student success, branding



Create a transformative website (internally and externally).

Improving digital access

Initiative Owner:

Strategic Objective(s) Covered: To keep UHCL at the cutting edge of websites there needs to be an investment in updating our website capabilities (externally and internally) followed with additional personnel to maintain

AVP for Marketing and Communication and CIO

Project Roles and Responsibilities:

The university will be investing in upgrading its website, first externally and then through the creation of appropriate internal capabilities.

Intended Result(s):

Risks: Beginning with an external consultant and internal committee then moving to adding at least one FTE to maintain maybe cost prohibitive.

Assumptions and Constraints: That the slow updating of the website and the lack on an internal website for campus use is simply insufficient personnel. That we know what we want in terms of a website.

Management Controls:

Major Tasks: Update the website to make it more responsive to prospective visitors (e.g. students, prospective hires, alumni) Create an intranet for faculty, staff and students

Milestones: Form a committee that will work with MarComm to explore getting a consultant for a website upgrade and

determine what resides externally vs. internally. UCT will explore how to meet the internal data needs for UHCL. Hire a person to maintain website upgrades.

Deliverables: 1 Transformative external website serving prospective students/parents, faculty and staff. 2. Website/Office 365 support for internal use (current faculty, staff and students). 3. Support to maintain websites. 4. Improved distribution of information on the web.

Estimated Staff Commitments: One additional FTE plus the current FTE support in MarComm and UCT.


Estimated budget and type of funds by year: Initially, the cost for a consultant (100K,

1X) followed with one FTE for an individual to support maintaining the website (est. $80K/yr)

Project Performance Measures: Increase activity

Targets and Thresholds:


3 – Improve Learning Resources SMT Members: Objective Owners: Miguel Gonzalez Tim Richardson Stephen Cherry Joan Pedro Rick Puzdrowski Esther Herrera Ivelina Pavlova David Benz Jason Makepeace

Description: Develop resources that will enable the community-at-large to achieve their academic and career goals, such as internship opportunities, career advising, professional development, study support, study abroad opportunities and faculty engagement in student spaces. Increase on and off campus resources that will enhance experiences for traditional and non-traditional students.


Increased scholarship opportunities through increase of funding (A)

• 3 year rolling average of donations for student scholarships

Improved experiential learning (B) • % change in participation of elective experiential learning experiences from year to year

• % positive student satisfaction rate Increased number of program opportunities (C) • New/Revised Academic Programs/Curricula Index

• New/Revised Staff & Faculty Development Programs Index

Strategic Initiative(s):

• (A) Increase number of donations for student scholarships from alumni and others through the Office of University Advancement.

• (B) Improve collaboration between Strategic Partnerships, Global Learning and Strategy, Career Development and Colleges.

• (B) Increase marketing and visibility of experiential learning opportunities offered through Strategic Partnerships and Global Learning & Strategy.

• (B) Ensure Strategic Partnerships and Global Learning & Strategy have resources to continue to identify and develop new experiential learning opportunities.

• (C) Partnership between Center for Faculty Development & Human Resources (Human Capital Advancement Manager), Office of Institutional Effectiveness

• (C) Implement online learning platform for staff & faculty • (C) Establish the use of mini grants to incentivize the updating of curriculum • (C) Identify existing Coaching & Mentoring Programs to identify ‘best practices’



Objective: Improve Learning Resources

Intended Result: Increased number of program opportunities


• # of new or revised degree programs per college approved by College Curriculum Committee

• # of new or revised classes per college approved by College Curriculum Committee

• # of new or revised minors per college • # of new or revised certificates per college

Improve Learning Resources


SMT: Miguel Gonzalez, Joan Pedro OO: Tim Richardson, Rick Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera, David Benz


Intended Result Formula:

• SUM(# of new or revised degree programs per college, # of new or revised classes per college, # of new or revised minors per college, # of new or revised certificates per college) / total number of programs per college

Increased number of Program Opportunities

Unit of Measure: %

Measure Location: College & OIE

Measure Owner: David, Ivelina, Esther, Rick

Data Source: Annual Faculty Reports/Departmental Reports/College Reports/OIE

Measurement Name Collection Frequency: Annual

Reporting Frequency: Annual

% of Academic Programs with new or revised Curricula

Verified / Validated by: Associate Dean College

Presentation: Bar graph


0% 20%




Intended Result: Increased number of program opportunities through increase of funding


Professional Development for Staff & Faculty Index • # of Development Programs offered by University • # Staff/Faculty Attending Development Programs

offered by University • Surveys of attendee satisfaction and needs

assessment





Intended Result Formula: # completed sessions/qtr will be tabulated and # of surveys that asks for the satisfaction with programs offered

Increased number of Program Opportunities

Unit of Measure: %

Measure Location: Center for Faculty Development and HR, OIE


Data Source: Faculty and Staff Development Reports

Measurement Name Collection Frequency: Quarterly

Reporting Frequency: Quarterly

Professional Development for Staff & Faculty Index

Verified / Validated by:

Center for Faculty Development and Human Resources, Office of Institutional Effectiveness

Presentation: Graphs

Targets & Thresholds: 80% of target pop




Intended Result: Improved Experiential Learning


# of students participating in studies abroad and internships





Intended Result Formula: % change

Increased number of students participating in elective experiential learning experiences (studies abroad, internships, practicums, etc.)

Unit of Measure: %

Measure Location: Global Learning & Strategy, Strategic Partnerships, Colleges


Data Source: Global Learning & Strategy, Strategic Partnerships, Colleges reports



% change in participation of elective experiential learning experiences from year to year

Verified / Validated by: Global Learning & Strategy, Strategic Partnerships, Colleges



10% 15%




Intended Result: Improved Experiential Learning


% of satisfied students from satisfaction survey





Intended Result Formula: # of satisfied students / # of surveys completed

Improve student satisfaction with experiential learning experiences.

Unit of Measure: %

Measure Location: Global Learning & Strategy, Strategic Partnerships, Colleges


Data Source: Global Learning & Strategy, Strategic Partnerships, Colleges reports

Measurement Name Collection Frequency: Every long semester

Reporting Frequency: Every long semester

% positive student satisfaction rate Verified / Validated by: Global Learning & Strategy, Strategic Partnerships, Colleges



70% 90%




Intended Result: Increased Scholarship Opportunities


3 year rolling average of donations for scholarships





Intended Result Formula: Average of total funds obtained via donations for scholarships over previous 3 years compared to total funds obtained in current year.

Increased scholarship opportunities Unit of Measure: Dollars

Measure Location: Office of Student Financial Aid


Data Source: Office of Student Financial Aid reports



3 year rolling average of donations for student scholarships

Verified / Validated by: Office of Student Financial Aid

Presentation: Graph


No Yes



Initiative Name: Initiative Description: • (A) Increase number of

donations for student scholarships from alumni and others through the Office of University Advancement.

Donations



Tim Richardson, Rick Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera, David Benz


Office of University Advancement

Intended Result(s): Risks:

None

Oercent Increase on a yearly basis of scholarship funds.

Assumptions and Constraints: There will be an icrease in the amount of money. This can be done through interest gain or through more donations.

Management Controls: Semester Reports on the number of scholarships,and the scholarships that are used or unused.

Major Tasks: Where are the needs based on the criteria. There needs to be a broadening or diversity of the student pool based on the various criteria

Milestones: A scholarship portfolio of current and apast scholarships

Deliverables: Number of scholarships given out each semester

Estimated Staff Commitments: University Advancement Staff duties.



Budget Neutral

Project Performance Measures: End of Semester Reports


1 3 5


Initiative Name: Initiative Description: • Ensure Strategic Partnerships

and Global Learning & Strategy have resources to continue to identify and develop new experiential learning opportunities.

New Learning opportunities



Miguel Gonzalez, Joan Pedro Tim Richardson, Rick Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera, David Benz


Work with the various committees and offices to ensure that the programs are viable and to introduce new programs.


Low

Increase in the number of program opportunities

Assumptions and Constraints: Data must be collected to determine where the needs are and the success or challenges.

Management Controls: Colleges, OIE

Major Tasks: Collect and collate the data to be used for decision making

Milestones: Data management system

Deliverables: Data collected in different forms from different offices and colleges.

Estimated Staff Commitments: Colleges staff, Associate Deans, OIE share and have access to the data.



Budget neutral

Project Performance Measures: Data from surveys


20



C) Partnership between Center for Faculty Development & Human Resources (Human Capital Advancement Manager), Office of Institutional Effectiveness

Professional Development



Miguel Gonzalez, Joan Pedro, Tim Richardson, Rick Puzdrowzi, Ivelina Pavlova, Jason Makepeace, Stephen Cherry, Esther Herrera


Office of Faculty Engagement, OIE, HR


Low

Incresed professional Development opportunities

Assumptions and Constraints: There will be a satisfactory number of professional development activities offered to faculty and staff

Management Controls: Quarterly Reports

Major Tasks: Where the needs are for faculty and staff development

Milestones: The data of completed sessions and faculty and s taff satisfaction.

Deliverables: Data to determine the. need for professional development

Estimated Staff Commitments: OIE, HR , Office of Faculty Engagement



Faculty development funds

Project Performance Measures: Quarterly Reports


30 80


4 – Improve Workload Management SMT Members: Objective Owners: Steven Berberich Stephen Cotten Mark Denney Troy Voelker Caron Park Deja Sero

Description: Create work environments for faculty and staff that align with their duties, incentivize creativity, break down silos, and strive for efficiency.


Improved alignment between faculty and staff workloads and responsibilities.

Workload Compliance Ratio: Percent of workloads that are aligned with responsibilities. Performance Compliance

Improved alignment between workload metrics and performance

Performance Improvement

Strategic Initiative(s): Training for supervisors and department chairs for assessing performance metrics for employees/faculty.



Objective: Improve Workload Management

Intended Result: Improved alignment between faculty and staff workloads and responsibilities.


Percentage of actual personnel workloads that are aligned with defined job responsibilities and workloads.

Improve Workload Management


SMT: Steven Berberich, Mark Denney OO: Stephen Cotton, Troy Voelker, Caron Park, Deja Sero


Intended Result Formula: (# of employees within an acceptable range (95-105%) of their defined workload) / (total employees)

Improved alignment between faculty and staff workloads and responsibilities.

Unit of Measure: % of employees meeting defined workload

Measure Location: Office of Human Resources and Deans

Measure Owner: Supervisors and department chairs

Data Source: Annual performance reviews



Workload compliance ratio Verified / Validated by: Executive Director for HR and Provost


Targets & Thresholds: 90% 97%




Intended Result: Improved alignment between workload metrics and performance


Percentage of faculty or staff who meet or exceed their established performance.





Intended Result Formula: -1: below target for performance; 0: meets target for performance and 1: exceeds target for performance.

Improved alignment between workload metrics and performance

Unit of Measure: % of employees in each category

Measure Location: Office of Human Resources and Deans

Measure Owner: Supervisors

Data Source: Annual Evaluations

A Collection Frequency: Annually


Performance Compliance Verified / Validated by: Director of HR and Provost


Targets & Thresholds: 5-7.5%

below 80-85% meets

5-7.5% exceeds




Intended Result: Managers have workload and performance metrics to evaluate task alignment and performance


Percentage of staff successfully migrating off of performance improvement plans to achieve successful performance and recidivism rates or faculty who have deficiencies in either third year review (Asst Prof) or post tenure review (Tenured Faculty).





Intended Result Formula: Staff: # of PIPs successfully resolved/total PIPs Asst. Professors: # deficient third year/Asst. Prof Tenured Faculty: # of PTR deficiencies/tenured faculty

Managers have workload and performance metrics to evaluate task alignment and performance

Unit of Measure: % of employees in each category

Measure Location: HR and Provost office

Measure Owner: Supervisors

Data Source: Annual Evaluations

A Collection Frequency: Annually


Performance Improvement Verified / Validated by: Director of HR and Provost


Targets & Thresholds: S1% S:>90% F



Training for supervisors and department chairs for assessing performance metrics for employees/faculty.

Performance Metrics Assessment Training



HR and Provost Project Roles and Responsibilities:

Develop two training modules, one for supervisors (staff) and a second for department chairs (faculty) to properly evaluate employee task assignment and performance.

Intended Result(s):

Risks: (1) Supervisor and department chair turnover. (2) Clear separation between employees and management (3) Culture expectation of evaluation by employees

Assumptions and Constraints: That everyone taking training can properly implement best practices of employee evaluation.

Management Controls: Supervisor’s supervisor and department chair’s deans must be held responsible for failure of their direct reports to properly evaluate

Major Tasks: Creation of the training modules

Annual Delivery of training

Milestones: Evaluations that demonstrate a bell-shaped curve

Deliverables: Trained evaluators

Estimated Staff Commitments: HR/Provost office provides staff to create and deliver training



A FTE shared between HR/Provost office in the area of staff/faculty affairs.

Project Performance Measures:

Expecting 80-85% of staff and faculty are meeting their performance expectations for workload with 5-7.5% having performance issues at 5-7.5% exceeding expectation

Targets and Thresholds: Breakdown of evaluations

5-7.5 85-80 5-7.5


5 – Improve Campus Diversity SMT Members: Objective Owners: Scott Richardson Beth Merfish Dwayne Busby Lisa Jones Vivienne McClendon Aliya Beavers Vivienne McClendon Tyler Hall Omah Williams-Duncan

Description: Develop competencies and capacities that recognizes individuals and groups with diverse backgrounds and experiences and infuses diversity into learning, training and outreach opportunities as a means of increasing critical and flexible thinking skills, use of multiple perspectives, global awareness, and cross-cultural competency.


Increased engagement of students, faculty and staff in university programs related to diversity and inclusion initiatives

Implement Engagement Metric Add Diversity Programming

Enhanced integration of diversity across university activities

Increase Diversity Integration into Curriculum

Strategic Initiative(s): • Implement programming for students, faculty and staff that integrates diversity and inclusion • Incorporate campus wide diversity and inclusion training with intentional results



Objective: Improve Campus Diversity

Intended Result:


Track campus programming to identify diversity related events and activities.

Improve Campus Diversity


SMT: Scott Richardson, Dwayne Busby, Vivienne McClendon OO: Beth Merfish, Lisa Jones, Aliya Beavers, Vivienne McClendon, Tyler Hall, Omah Williams-Duncan


Intended Result Formula: # of campus programming that integrates diversity / total number of campus programming;

Increased engagement of students, faculty and staff in university programs related to diversity and inclusion initiatives

Unit of Measure: %

Measure Location: OIE

Measure Owner: Title IX

Data Source: HR, Provost, Student Affairs, UA, Title IX



Diversity Programming Verified / Validated by: Dean of Students

Presentation: Bar Graph


10% 40%



Objective: Improve Campus Diversity

Intended Result:


Develop a rubric to measure the integration of diversity in UHCL academia.



SMT: Scott Richardson, Dwayne Busby, Vivienne McClendon OO: Beth Merfish, Lisa Jones, Aliya Beavers, Vivienne McClendon, Tyler Hall, Omah Williams-Duncan


Intended Result Formula: # of academic courses and co-curricular courses that include diversity component / total number of academic courses and co-curricular courses

Enhanced integration of diversity in university academia.

Unit of Measure: %

Measure Location: HR, Provost and Student Affairs

Measure Owner: Title IX

Data Source: Develop a report that would collect data on courses offered; create a rubric to measure



Curriculum Diversity Integration Verified / Validated by: Title IX

Presentation: Line Graph


5% 20%



Initiative Name: Initiative Description: Add Diversity programming which

is designed to facilitate positive intergroup interaction, reduce prejudice and discrimination, and generally teach individuals who are different from others how to work together effectively and succeed in a global-oriented society. The purpose would be to measure the number of diversity programming offered on campus for students, faculty and staff..

Implement programming for students, faculty and staff that integrates diversity



Title IX Project Roles and Responsibilities:

Who should be playing specific roles? Division level, need a project leader, etc. Student Involvement and Leadership staff will need to track diversity in their programming. Human Resources Training should inform employees of the diversity programming activities as part of their onboarding process. Faculty Senate encourage faculty to attend and participate in diversity programming activities. Title IX track the number of diversity programming on campus.

Intended Result(s):

Risks: • Majority of faculty and staff are not aware of the programs on campus. • Adding expectation of all programs/initiatives are included on the program will be an added expectation.

Enhanced integration of diversity across university activities.

Assumptions and Constraints: Never been budgeted for, never been done, what don’t we have that will act as a barrier? Not all students, faculty and staff know what programs are offered on campus.

Management Controls: Are there things like reports that already exist that helps supply the data? Things that would fund and/or

supply this initiative. Example: Enrollment has influence money over engaging certain student populations. Get Involved is a system used by the Student Involvement and Leadership Office. The system has many features, specifically relating to marketing events, organization and department communication, and more. The training will include information about how to post ALL events on University website calendar with the expectation that units will continue this practice of posting into perpetuity.

Major Tasks: • Strongly encourage the full utilization of Get Involved.

• Provide Get Involved training applicable to all university communities.

• Incentivize and promote

campus-wide training highlighting benefits to campus community.

• Track attendance at all trainings

to determine number of faculty, staff, students participate in training.

Milestones: Project management timetable, chunks

of deliverables, timeframes it takes to get to the next thing. 2 years or less. Get Involved Training Implement Get Involved Market and promote events Track events Collect, record and report data from programming

Deliverables: Ability to track, record and report on diversity programming. Get Involved will allow to better understand what programs contain a diversity component and allow us to better track attendance at events.

Estimated Staff Commitments: What do we think it will require? 5% of 10 peoples time, FTE? Etc. TBA



Best guess on how much things will cost. • Staff Training on Get Involved Platform • Faculty, Staff, and Student utilization of platform. • Student Involvement and Leadership staff creating reports of number of diversity programs and attendance. Budget would be based on the time commitment of the project lead

Project Performance Measures: How are we measuring? Survey-type of survey, counts, etc., Does A have to happen before B? People that attend events that continue to come back. Basic Count of how many programs are diverse in nature.

Targets and Thresholds: Increased number of Divesity Programs. # of campus programming that integrates diversity / total number of campus programming;

10% 50%



The measure, collecting and reporting on faculty teaching, research, and service to illustrate the implementation of a diversity component would highlight our commitment to diversity and inclusion in academics.

Enhanced integration of diversity in university academia.



Provost, Title IX Project Roles and Responsibilities:

Provost to encourage faculty to update course offerings and track content Title IX to track and report number of diverse course offerings through DMC.

Intended Result(s): Risks: Minimal Risk to create a new coding for

digital measures.

Assumptions and Constraints: That every college has an assessment person reviewing the Digital Measures Coding That all college uses Digital Measures Coding, if not, what platform do they use.

Management Controls: Platform to monitor research, service, and teaching.

Major Tasks: Write diversity statement for syllabi and inclusion in the syllabi platform (e.g.; Digital Measures) Determining the platforms that each college uses for syllabi and coding

Address Faculty Senate regarding change

Milestones: Strategic committee will create and implement the diversity statement by fall 2020. Track Course Offerings Report on Course offerings

Deliverables: Statement Annual Report

Estimated Staff Commitments: 10% of the Strategic Committee groups 1 and 5



$0, and staff member time.

Project Performance Measures: Creation of the statement and implementation into the Digital Measures

Targets and Thresholds: Increased number of diverse oriented courses. # of academic courses and co-curricular courses that include diversity component / total number of academic courses and co-curricular courses

20% 80%


6 – Improve Collaborative Community Presence SMT Members: Objective Owners: Rick Short Bill Amonette Ed Waller Christine Paul Joe Staley Alexis Alexander Marilyn Simms Karen Barbier Charles Crocker

Description: To improve alignment of resources with priorities and increase revenue, UHCL must create innovative, collaborative programs which engage our internal and external partners while valuing diversity and inclusiveness. Collaborative partnerships focus on increasing the scope of university initiatives and engaging key participants in achieving its mission.


Constituents are aware of, attend, and participate in collaborative programming.

1. Measure awareness utilizing digital tracking, evaluation forms, event surveys, and inquiries made.

2. Measure attendance and completion of course/event/program

Leverage and increase the number of collaborations with community organizations, businesses, and educational partners such as other universities, community colleges and high schools.

1. Faculty from all academic programs represented at community colleges and high schools through guest lectures or program specific presentations.

2. Develop Memorandums of Understanding (MOUs) and affiliation agreements with external organizations and businesses that facilitate experiential learning opportunities for students.

Strategic Initiative(s): Faculty Outreach Program -- Development of faculty exchange or guest lecture programs with high schools and community colleges within the University of Houston-Clear Lake primary service region. Position Creation -- Create a position that manages university-wide outreach initiatives, collects data, creates a process, increases attendance at events, and tool that quantifies campus-wide community engagement, and liaises with various internal areas including Marketing & Communications to track the development and assessment of collaborations. Create a university-wide task force to investigate current resources and best practices for quantifying engagements.



Objective: Improve Collaborative Community Presence

Intended Result: Leverage and increase the number of collaborations with community organizations, businesses, and educational partners.

Objective Name Measure Description: Faculty from all academic programs represented at

community colleges and high schools through guest lectures or program specific presentations.

Improve Collaborative Community Presence


SMT: Rick Short, Ed Waller, Joe Staley, Marilyn Simms OO: Bill Amonette, Christine Paul, Alexis Alexander, Karen Barbier, Charles Crocker


Intended Result Formula: Simple counts. Number of events.

Improved collaborations with community organizations and businesses, community colleges, and high schools.

Unit of Measure: % of growth across all programs

Measure Location: Office of the Provost

Measure Owner: Provost

Data Source: Report from Deans and Department Chairs

Measurement Name Collection Frequency: 3 times per year

Reporting Frequency: Fall, Spring, Summer

Faculty Outreach Verified / Validated by: Deans

Presentation: Line Graphs

Targets & Thresholds: 50%

75% 80%




Intended Result: Leverage and increase the number of collaborations with community organizations, businesses, and educational partners.


The number of new MOU and/or affiliation agreements with businesses and other external organizations providing experiential learning opportunities for students.

Improve Collaborative Community Presence




Intended Result Formula: Number of MOUs and/or affiliation agreements signed that promote experiential learning for students university-wide

Develop Memorandums of Understanding (MOUs) and affiliation agreements with external organizations and businesses that facilitate experiential learning opportunities for students.

Unit of Measure: Number of MOUs and/or affiliation agreements signed university-wide

Measure Location: Office of Strategic Partnerships (SP)

Measure Owner: SP/University

Data Source: Reports from Deans, Associate Deans, and Contracts to SP

Measurement Name Collection Frequency: 1/semester

Reporting Frequency: 3 times per year

Verified / Validated by: SP


Targets & Thresholds: 15

30 50



Intended Result: Constituents are aware of, attend, and participate in collaborative programming


Measure awareness utilizing digital tracking, evaluation forms, event surveys, and inquiries made.

Improve Collaborative Community




Intended Result Formula: Simple counts.

Constituents are aware of, attend, and participate in collaborative programming

Unit of Measure: % of growth over year.

Measure Location: Marketing and Communications

Measure Owner: University Advancement (J. Staley)

Data Source: Career Services, Strategic Partnerships, University Advancement, University Auxiliaries, CE, Admissions, Centers and Institutes, Deans


Reporting Frequency: 3/year (Fall, Spring, Summer)

Verified / Validated by: University Advancement Staff






Intended Result: Constituents are aware of, attend, and participate in collaborative programming


Measure attendance and completion of course/event/program

Improve Collaborative Community




Intended Result Formula: Simple counts.

Constituents are aware of, attend, and participate in collaborative programming

Unit of Measure: % of growth over year.

Measure Location: Marketing and Communications

Measure Owner: University Advancement (J. Staley)

Data Source: Career Services, Strategic Partnerships, University Advancement, University Auxiliaries, CE, Admissions, Centers and Institutes, Deans


Reporting Frequency: 3/year (Fall, Spring, Summer)

Verified / Validated by: University Advancement Staff





Initiative Name: Initiative Description: Faculty Outreach Program --

Development of faculty exchange or guest lecture programs with high schools and community colleges within the University of Houston-Clear Lake primary service region.

Faculty Outreach Program

Initiative Owner: Strategic Objective(s) Covered: Improve Collaborative Community

Presence

Office of the Provost Project Roles and Responsibilities:

Identify opportunities and respond to and facilitate requests for faculty involvement.


University appears unresponsive

Improved collaborations with external constituents. Increased enrollment. Name recognition. Enhanced reputation.

Assumptions and Constraints: Decentralized culture can inhibit sharing of resources

Management Controls: Office of the Provost Deans Center Directors

Major Tasks: Identify faculty experts.

Create and prioritize slate of opportunities.

Milestones: Creation of an outreach process.

Repository of faculty expertise

Establish community impact reports

Deliverables: Consistently inform the university community of the impact of this endeavor.

Estimated Staff Commitments: Speaking, consulting or special project work by faculty



Budget neutral

Project Performance Measures: Number of engagements

Targets and Thresholds: All colleges participate

10 30 50


Initiative Name: Initiative Description: Create a position that manages

university-wide outreach initiatives, collects data, creates a process, mechanism, and tool that quantifies campus-wide community engagement, and liaises with various internal areas including Marketing & Communications.

Position Creation


Presence

University Advancement Project Roles and Responsibilities: Champion for strategic hiring committee


No resources to fund position.

Streamlined event scheduling and planning. Comparative data for event improvement. Stronger relationships with external and internal event space users.

Assumptions and Constraints: Funding; not priority

Management Controls: University Advancement reports Positive feedback on events

Major Tasks: Manage all aspects of events.

Maintain data for all events.

Milestones: Creation of a job description

Approved search

Filling the position

Deliverables: Position is filled within 3 months of posting

Estimated Staff Commitments: 1 FTE



$80,000 - $100,000

Project Performance Measures: Fill and retain position

Targets and Thresholds: Acceptable applicant pool

15 30 60



Create a university-wide task force to investigate current resources and best practices for quantifying engagements.

University Task Force


Presence

University Advancement Project Roles and Responsibilities: Identify partners for the task force


Task force that is not inclusive

Creation of task force that can identify the best practices. More and better events/engagements.

Assumptions and Constraints: University recognizes value of task force or does not (constraint).

Management Controls: Semi-annual reports

Major Tasks: Identifying participants for task force

Investigating best practices

Creating measurables and offering recommendations

Milestones: Establishment of task force and meetings on a regular basis. Improved engagements based on recommendations

Deliverables: Semi-annual reports to appropriate leadership.

Estimated Staff Commitments: Time commitment by task force members



No budget necessary

Project Performance Measures: Increased/improved attendance/involvement in university-sponsored activities.

Targets and Thresholds: More unique participants at events/engagements.

30 50 100


7 – Improve Student Experience Process SMT Members: Objective Owners: Ed Waller Tim Richardson Russel Miller Joan Pedro Debby Shulsky Jason Barkmeyer Steven Berberich Dorothy Kirkman OIE member Aaron Hart Lillian McEnery Rob Bartsch Mike McMullen Kara Hadley-Shakya

Description: Increase access, success and engagement pathways for all types of students, including domestic, international, residential, commuter, graduate and undergraduate students.


Improve and increase a campus wide set of activities and initiatives to enroll, retain and graduate students Improve the development of student marketable skills through experiential learning, critical thinking and globalization opportunities.

Enrollment rates, new and continuing Retention rates Graduation rates Co-curricular metrics % change in participation of elective experiential learning experiences/study abroad from year to year (from objective 3)

New/revised curriculum index (modified from objective 3)

Strategic Initiative(s): Establish an access, success and engagement committee to oversee the student experience (academic and co-curricular). Create opportunities for faculty to develop innovative teaching and research experiences for students.

Ensure Strategic Partnerships and Global Learning and Strategy have resources to continue to identify and develop new experiential learning opportunities (from objective 3).



Objective: Improve Student Experience Process

Intended Result: Improve and increase a campus wide set of activities to enroll, retain and graduate students


Monitor enrollment trends across the colleges and programs.

Improve Student Experience Process


SMT: Ed Waller, Joan Pedro, Steven Berberich, Aaron Hart, Mike McMullen OO: Tim Richardson, Debby Shulsky, Dorothy Kirkman, Lillian McEnery, Kara Hadley-Shakya, Russell Miller, Jason Barkmeyer


Intended Result Formula: 5 year trends of student enrollment (new and continuing; FTE and SCH) broken down by programs.

Improve and increase a campus wide set of activities to enroll, retain and graduate students

Unit of Measure: Whole numbers


Measure Owner: Exec Director OIE/AVP EM

Data Source: OIE

Measurement Name Collection Frequency: Each long semester


Enrollment Trends Verified / Validated by: AVP SSI








Track retention rates across various programs





Intended Result Formula: Year over retention rates


Unit of Measure: percentage

Measure Location: SSI

Measure Owner: AVP SSI

Data Source: EAB Navigate

Measurement Name Collection Frequency: Entering cohorts each long semester

Reporting Frequency: Each long semester

Retention Rates Verified / Validated by: AVP SSI






Intended Result: Improve the development of student marketable skills through experiential learning, critical thinking and globalization opportunities.


graduation rates across various programs





Intended Result Formula: 3 year (transfer) and 6 year (freshman) rates, tracked over 5 years


Unit of Measure: percentage


Measure Owner: Exec Director of OIE

Data Source: OIE

Measurement Name Collection Frequency: After each long semester


Graduation rates Verified / Validated by: AVP SSI








Composite score of the number of co-curricular activities and the Percentage of the students engaged in a co-curricular activity.



VP Student Affairs and AVP Student Success initiative


Intended Result Formula: Counting the number of activities per year (50%); Number of students over the student population (50%)


Unit of Measure: Whole number

Measure Location: Student Affairs

Measure Owner: Interim Director of Student Life

Data Source: Student Affairs



Co-curricular metric

Verified / Validated by: VP for Student Affairs



TBD TBD






# of students participating in experiential learning and study abroad.



SIO/Exec Director of Strategic Partnerships Feasibility (1 – 5): 5

Intended Result Formula: Number of students/student cohort (e.g. undergrad)

Improve the development of student marketable skills through experiential learning, critical thinking and globalization opportunities.

Unit of Measure: %

Measure Location: Global Learning and Strategy, Strategic Partnerships, Colleges

Measure Owner: SIO/Exec Director of Strategic Partnerships

Data Source: Global Learning and Strategy, Strategic Partnerships, Colleges



Experiential Learning Metric

Verified / Validated by: SIO/Exec Director of Strategic Partnerships

Presentation: Graph


10% 20%






New/revised curriculum index (per college) Recommend tracking a % increase over 5 years 10% new/resigned curriculum



Deans, AVP for Academic Affairs Feasibility (1 – 5): 5

Intended Result Formula: Sum of new/revised classes/total number of classes


Unit of Measure: %

Measure Location: Colleges

Measure Owner: AVP for Academic Affairs

Data Source: Colleges



Revised Curriculum Index

Verified / Validated by: Provost

Presentation: graph


10% inc.




Establish a success and engagement committee to oversee the student experience.

Success and Engagement Committee (SEC)



AVP SSI and AVP for Student Life


Identify members, schedule meetings, set mission, agenda and assess work.

Intended Result(s): Risks: Getting the correct mix of key

stakeholders with a broad view of role for this topic.


Assumptions and Constraints: There will be wide-spread buy-in. Will the committee have resources to utilize? Do we have the right expertise?

Management Controls: Oversight by Provost and VP Student Affairs Resources

Major Tasks: Create the committee

Establish its charge and process in a manner that incentivizes it to reward innovation.

Milestones: Form committee and its charge/process

Assess current state of success and engagement processes at UHCL Develop process to increase and improve S/E processes

Deliverables: Makes a positive impact on achieving the stated objective

Estimated Staff Commitments:



Committee makes budgetary recommendations for new programs or improvement to existing programs to either Academic or Student Affairs.

Project Performance Measures: See KPIs being tracked




Create opportunities for faculty to develop innovative teaching and research experiences for students.

CETL-OSP Initiatives



AVP AA and Director, CFD, Director of OSP, VP Advancement



Improve and increase a campus wide set of activities to enroll, retain and graduate students (and) Improve the development of student marketable skills through critical thinking.

Assumptions and Constraints:


Major Tasks: CETL: Offer RFPs for mini-grants targeting curriculum reform OSP/Academic Affairs: explore ways to incentivize innovative research experiences.

Milestones: Using CETL and OSP develop mechanisms to incentivize creative proposals for new teaching and research experiences Continue to develop proposals for external funding (grants/fundraising)

Deliverables: Development of innovative teaching and research experiences.




Minigrants: est. 50-100K to seed teaching innovations out of CETL. OSP current has indirect funds and university has received external grants to support student research however additional central funds (200-500K) would be needed to seed innovative

ideas to further student research experience (fundraise?)


Targets and Thresholds: 15% increase in new teaching and research experiences over the 5 year period.



Ensure Strategic Partnerships and Global Learning and Strategy have resources to continue to identify and develop new experiential learning opportunities

Experiential Learning



SIO and Exec Director of Strategic Partnerships




Assumptions and Constraints:


Major Tasks:

Milestones:

Deliverables:


8 – Improve Business / Academic Operations SMT Members: Objective Owners: Kathy Dupree Nick Kelling Krista Buckminster Brian Stephens Pat Cuchens Mark Denney Aston Hibbits Eric Herrera

Description: Increase productivity for all resources required to support business and academic operations


Access to Data Warehouse % of Budget Managers with access to data warehouse % of Budget Managers using data warehouse

Access to Data Visualization Tools % of Budget Managers with access to data visualization tools % of Budget Managers using data visualization tools

Managers have process improvement targets % of Managers with process improvement targets

Strategic Initiative(s): • The creation of a common data warehouse • Development common data visualization dashboards: Financial, Enrollment, Academic Utilization • Development of training on data visualization tool • Develop process improvement training integrated into budget submissions to support stretch goals



Objective: # 8: Improve Business / Academic Operations

Intended Result: Access to Data Warehouse

Objective Name Measure Description: Percentage of Budget Managers who have access to

common data warehouse. Measurement over a 3-year average with a target goal of 100%

Improve Business / Academic Operations


SMT: Kathy Dupree, Brian Stephens, Mark Denney OO: Nick Kelling, Pat Cuchens, Aston Hibbits, Eric Herrera, Krista Buckminster


Intended Result Formula: Number of Budget Managers with access to common data warehouse / total number of Budget managers at institution

Access to Data Warehouse Unit of Measure: Percentage


Measure Owner: Director of OIE

Data Source: Unit Created



Percentage of Budget Managers with access to data warehouse

Verified / Validated by: SVPAA

Presentation: Numeric


90% 100%




Intended Result: Using Data Warehouse

Objective Name Measure Description: Percentage of Budget Managers using data warehouse.

Measurement over a 3-year average with a target goal of 90% Evidence of use will be in annual assessment plan





Intended Result Formula: Number of Budget Managers using data warehouse / Total number of Budget Managers at institution

Access to Data Warehouse Unit of Measure: Percentage



Data Source: Assessment Plan - AMS



Percentage of Budget Managers using data warehouse




75% 90%




Intended Result: Access to data visualization tools

Objective Name Measure Description: Percentage of Budget Managers with access to data

visualization tools. Measurement over a 3-year average with a target goal of 100%





Intended Result Formula: Number of Budget Managers with access to data visualization tools / total number of Budget managers at institution

Access to data visualization tools Unit of Measure: Percentage



Data Source: Report from Data Visualization Tool



% of Budget Managers with access to data visualization tools




90% 100%




Intended Result: Use of data visualization tools

Objective Name Measure Description: Percentage of Budget Managers using data visualization

tools. Measurement over a 3-year average with a target goal of 90% Evidence of use will be in annual assessment plan





Intended Result Formula: Number of Budget Managers using common data visualization tools / total number of Budget managers at institution

Access to data visualization tools Unit of Measure: Percentage



Data Source: Assessment Plan: AMS



% of Budget Managers using data visualization tools




75% 90%




Intended Result: Process Improvement Goals


Percentage of Budget Managers using established Process Improvement techniques to support Budget Stretch Goals and/or Budget Initiatives Evidence of use will be in annual assessment plan





Intended Result Formula: Number of Budget Managers using new process improvement techniques in the annual assessment plan / total number of Budget managers at institution

Annual Process Improvement Goals Unit of Measure: Percentage

Measure Location: Planning and Budget

Measure Owner: Director of Planning and Budget

Data Source: Budget Submission: Hyperion



% of Budget Managers with process improvement goals in order to achieve budgeted stretch goals

Verified / Validated by: VPAF



75% 90%




Creation, though internal or external means, a single data warehouse containing Financial, Student, workload, and other data elements derived from automated data sources such as: PeopleSoft, Hobsons, RaisersEdge, Touchnet, T2 (Parking) and others.

Creation of common data warehouse

Initiative Owner: Strategic Objective(s)

Covered: #2, #4, #8, #10, #11, #12 & #14

UHCL CIO, Director OIE Project Roles and Responsibilities:

Evaluate options, propose course, and oversee implementation/development/maintenance

Intended Result(s): Risks: 1: failure will hinder success of several

objectives, 2: wrong course will hinder outcomes, 3: improper implementation will lead to disuse.

The creation of a common data warehouse

Assumptions and Constraints: Assumption: Software Compatibility Constraint: Availability of resources (staffing, budget, technology); Learning curve for employees to new software

Management Controls: Software/Databases: OIE, UCT, A & F, HR, FMC Financial – Budget / A & F Security Officer (UHS UCT)

Major Tasks: Select data warehouse architecture

Form & lead Data governance group

Create and make assessable data dictionary

Milestones: Cost proposal, Mapping database

Creation/Updating, pilot testing Implementation (Fall 2020 / Spring 2021)

Deliverables: Launch of common data warehouse Introduction to data warehouse to potential users

Estimated Staff Commitments: Use of current staff



Budget for new, technologies, maintenance, etc. Estimate $175 - $275K per year

Data necessary to make operational decisions is accessible to all budget managers


Budget managers with access to data warehouse Budget managers using data warehouse

Targets and Thresholds: Efficiency, sound decision making, central location for routine data information

7.5 85 7.5



There are several data visualization tools, select the one that will deliver the best outcomes for UHCL

Selection of Data Visualization tool


#2, #4, #8, #10, #11, #12 & #14

UHCL CIO, Director OIE Project Roles and Responsibilities:

Evaluate options, propose selection, and oversee implementation and training

Intended Result(s):

Risks: 1: failure will hinder success of several objectives, 2: wrong course will hinder outcomes, 3: improper implementation will lead to disuse.

Development common data visualization dashboards: Financial, Enrollment, Academic Utilization l

Assumptions and Constraints: Assumption: Software Compatibility Constraint: Availability of Resources (staffing, budget, technology); Learning curve for employees to new software

Management Controls: Software/Databases: OIE, UCT, A & F, HR, FMC Financial – Budget / A & F Security Officer (UHS UCT)

Major Tasks: Locating visualization dashboard that will encompass enough tools for majority of departments needs Create and make assessable ready-made dashboards

Milestones: Cost proposal, Mapping database

Creation/Updating, pilot testing Implementation (Fall 2020 / Spring 2021)

Deliverables: Launch of visualization dashboards for data warehouse Introduction of visualization dashboards to potential users

Estimated Staff Commitments: Use of current staff


Estimated budget and type of funds by year: Budget for new, technologies, maintenance, etc.

Estimate $175 - $275K per year


Budget managers with access to data visualization tools Budget managers using data visualization tools

Targets and Thresholds: Visual reporting, da

Documents

Strategic Objective Commentary · 2020. 6. 9. · Ongoing commitment to valuing Diversity and Inclusion: baseline assessment with reevaluation 6 or 9 months to ensure that diversity