Pillar 3: Exemplary Fiscal Stewardship

Priority:  1=Highest,  2=High, 3=Medium, 4 = Low, 5= V. Low

Goal 3.1 Develop a comprehensive, data-driven budget model with an annual target margin that directs available resources to achieve the greatest missional value and return.

1

OBJECTIVE 3.1.1 Improve the demand, cost, and contribution margin of all university academic programs.  (NOTE:  Priority upgraded to 1 from 3 by Pillar Team on 8/8/19)

3

3.1.1. A

Implement an annual process to determine the demand, cost and contribution margin of all university academic programs.

 

In Progress/ Continuous

Provost & CFO

Delaware Study and Austen Group Study. 7-11-2-19 Working team was deployed and charged spring 2019 to analyze at the "College" level then move to the program and course level

2

3.1.1. B

Establish target goals for each academic unit.

 

In Progress

Provost & CFO

No Update

4

OBJECTIVE 3.1.2 Improve the relative efficiency of all university administrative units versus similar institutions.

5

3.1.2.A

Implement an annual process to determine the relative efficiency of university administrative units versus similar institutions.

In Progress

CFO & Controller

 7-11-2019 Will be a part of the working team charge described in 3.1.1.

5

3.1.2.B

Establish target goals for each administrative unit based on industry standards and peer group data.

 

In Progress

CFO

 7-11-2019 Target goals are being worked on. Have yet to identify source for industry standards and peer group data.

2

OBJECTIVE 3.1.3 Improve the financial health and stability of the University.

3

3.1.3.A

Develop and implement a five-year comprehensive, data-driven budget model.

 

In Progress/ Continuous

Budget Director

7-11-2019 CFO, Controller and Budget Director presented to Board of Trustees at the October 2017 and May 2019 Finance and Facilities Committee meeting. The model continues to be refined.

3

3.1.3.B

Establish target values for annual key financial performance indicators.

 

Completed

CFO

 7-11-2019 CFO defined 23 KPI's in July 2018 and strategically presents to the Audit Committee and Finance and Facilities Committee at each of the Board meetings. Reviewed annually with ELT, BOT and Finance and Facilities Committee

1

3.1.3.C

Establish budgets to achieve an appropriate Board Operating Reserve Fund, which covers our bond covenant Days Cash on Hand requirements.

 

In Progress

ELT, IBC

 7-11-2019 CFO collaborates with the IBC and ELT to present for approval a budget and cash flow model that will achieve and exceed Board of Trustee and Bondholder covenants.

Goal 3.2 Undertake targeted enrollment growth.

2

OBJECTIVE 3.2.1 Strategically increase overall enrollment by attracting, recruiting and enrolling a diverse and academically qualified student body.

 

TBD

TBD

 Current staff researching historical information available to understand where this project stands.

2

3.2.1.A

Develop a strategic enrollment management plan.

 

In Progress

VPEM, Megan Sherar, and Bernie Bannin

Reviewing strategies to embed current connections to promote partners to AU Community and gain additional corporate connections 1) Improve internship connections

5

3.2.1.B

Promote Corporate Partners program.

 

In Process/ Continuous

Corporate Connections Staff

2) Leverage micro-credential opportunities 3) Leverage academic opportunities

1

OBJECTIVE 3.2.2 Improve overall retention of undergraduate and graduate student.  (NOTE:  Priority upgraded to 1 from 3 by Pillar Team on 8/8/19)

3

3.2.2.A

Develop a semi-annual process for collecting and disseminating retention and graduation results.

 

In Progress

Center for Academic Support

No Update

5

3.2.2.B

Establish target goals for retention of various student groups.

In Progress

Provost

No Update

Goal 3.3 Pursue fundraising, grant opportunities and other advancement strategies for increasing the University’s financial resources.

2

OBJECTIVE 3.3.1 Expand philanthropic support.

3

3.3.1.A

Execute a five-year comprehensive campaign.

 

 In progress

Margaret Pomfret

Two years completed.

3

3.3.1.B

Establish goals and action plans for all different areas of giving.

 

 In progress

 Margaret Pomfret

Fundraising priorities for years 3-5.

5

OBJECTIVE 3.3.2 Increase engagement with Alumni and parents.

5

3.3.2.A

Develop and implement a plan for increased engagement with parents.

 In progress

 Jeff Alix

 Will launch parent fundraising program in FY 19-20.

3

3.3.2.B

Develop and implement a plan for increased engagement with alumni.

 

 In progress

 Jeff Alix

 Mentoring program established in FY 18-19. Implementing a campaign centered approach to alumni engagement in FY 19-20.

2

OBJECTIVE 3.3.3 Ensure superior stewardship of donor funds.

3

3.3.3.A

Identify industry best practices

 

 Completed

 Amanda Florio/Lorie Byron

No Update

3

OBJECTIVE 3.3.4 Increase grant funding.

5

3.3.4.A

More faculty and staff engaged in soliciting grants.

 Complete - Ongoing

 Sharon Lowe

 Held College Huddles to identify projects in FY 18-19. Will continue practice annually.

5

3.3.4.B

Enhanced potential to receive more grant awards.

 

 In progress

 Sharon Lowe

No Update

Goal 3.4 Develop industry-leading fiscal practices.

5

OBJECTIVE 3.4.1 Develop a University wide system to measure, monitor, analyze and report key performance indicators at the University and unit level.

3

3.4.1.A

Develop a non-academic review and assessment process for goal setting and evaluation at the unit/department level.

 

Completed

Executive Director of Institutional Effectiveness

Process, Forms and Systems have been developed. Pilot program started Summer 2018

5

OBJECTIVE 3.4.2 Establish a comprehensive system of reserves in academics, operations and debt management.

3

3.4.2.A

Establish a comprehensive system of reserves in academics, operations and debt management.

 

In Progress

CFO, Provost & IBC

7-11-2019 Being implemented as part of the new annual budget policies and procedures. Starting with the FY2020 budget.

3

OBJECTIVE 3.4.3 Develop a training system for key managers and staff to create a culture of fiscal responsibility.

5

3.4.3.A

Develop a training system for key managers and staff to create a culture of fiscal responsibility.

In progress/ Continuous Training

CFO & Budget Director

7-11-2019 Enhanced with new annual budget policies and procedures and implementation of BudgetPak. Training started September 2018 and will continue with process enhancements, refresh, and software enhancements.

5

OBJECTIVE 3.4.4 Research the possibility of implementing a responsibility-based (zero-based) budgeting model.

5

3.4.4.A

IBC, CFO & Jane Bauer

In progress

IBC, CFO & Jane Bauer

7-11-2019 Zero-base budgeting utilized for the 2021 fiscal year

Goal 3.5 Enhance campus facilities and learning environments to reflect the high quality of an AU education.

2

OBJECTIVE 3.5.1 Maintain facility master plans for major buildings or university sectors that include enough detail to inform advancement opportunities and strategic initiatives.

2

3.5.1.A

Conduct a major update of the campus master plan every 5 to 8 years.

 

In progress

Capital Planning Committee (CPC)

 The campus Master Plan was created in 2013. A "major Update" will redefine priorities based on current strategic goals, update scope and cost estimate documentation and produce updated drawings and/or plan documents

3

3.5.1.B

Conduct a biannual review of the campus master plan.

 

In progress

CPC

 A simple supplementary document that indicates the progress/changes to the campus master plan

5

3.5.1.C

Develop facility master plans for each major building or university sector and update as necessary, but not less than with every campus master plan update.

 

 on Hold

 CPC and individual Departments or Divisions

 Develop a plan for capital improvement, expansion, and/or renovation for each college or division as appropriate. The plan(s) will inform strategic decision making and prioritization.

5

OBJECTIVE 3.5.2 Adequately support the operating, deferred maintenance and capital renewal needs of existing facilities and grounds.

2

3.5.2.A

Develop and fund a 5-year schedule/projection for deferred maintenance and capital renewal needs.

 

 In progress

IBC & CPC

 Reinvestment in the physical assets of campus is essential to maintaining a quality learning, living and working environment. The campus deferred maintenance backlog will exceeds $25 million and by some metrics could be as high as $125 million. Addressing this backlog and keeping up with regular capital renewal requires a defined plan and supportive funding.

5

OBJECTIVE 3.5.3 Improve the on-going sustainability of campus operations that promotes an environmentally conscious campus while remaining fiscally responsible.

5

3.5.3.A

Identify and implement best practices in sustainable and environmentally conscious methods of operation.

 In Progress

 FMP

 Recycling Programs, Energy Conservation, Green Cleaning, etc.

5

3.5.3.B

Promote environmental awareness to campus constituencies.

 In Progress

 Sustainability Committee

 Social Media presence, Campus-wide recycling promotion.

4

OBJECTIVE 3.5.4 Implement reliable and robust technology solutions to support innovative and adaptable teaching and learning and efficient business operations.

5

3.5.4.A

Establish a Technology Governance Committee to manage and evaluate technology initiatives.

Completed

Don Tharp

 AU has established 3 lower level committees responsible for vetting appropriate technologies, policies and processes. Infrastructure and Security, Data Standards & Governance and Educational Technology, these 3 will review, discuss and vote on appropriate needs and capabilities to include reviewing purchase process and taking in 3 demonstrations to make sure our technology is not only responsive, but fits the holistic University need with training and implementation. Additionally, they will review the costs and suggest ranking of purchases and verify the money is available and if not do we need Grants, budget realignment or additional dollars - making sure then to notify the IBC and Capital Planning Committee. Once approved at this group level, they then will process it up the Technology Governance Committee for final technology review and decision. From that point it can go to IBC, CPC and/or ELT for approval/purchase or ranking.

1

3.5.4.B

Implement appropriate security measures and updates to ensure data and network integrity.

 

In progress

IT Department & Security Department

 AU has added a Security Analyst III and provides annual Continuing Education to meet the CISSP guidelines. We will continue to grow and education our Security Analyst until we're able to meet the required CISO requirements. The firewalls and associated software have been upgraded to meet 2019 required security standards and will continue to be updated annually as part of the budget process. We have migrated to CrowdStrike as our Endpoint solution that monitors machine communication across AU allowing our SA to intervene and take security measure to stop the threat. We have instituted currently Penetration Testing every 3 years with the goal to going to every 2-years to find where we are open to attack or need to beef up security measures. We currently are lacking in Phishing education and response capability due to funding. Our latest implementation of SIEM (Qradar) provides another layer of defense. Waiting on legal input to meet QDPR. Additionally, we're reviewing and working to implement a way ahead with the budget office to meet PCI compliance and protect PII along with it. Per Acceptable Use Policy we are upgrading and deleting Administrative Privileges to meet are more respectable compliance capability.

2

3.5.4.C

Establish appropriate refresh schedules for technology hardware and infrastructure.

 

In Progress

Don Tharp & Technology Governance Committee (TGC)

C2P2 . Requires purchasing approximately 600 computers annually on a 4-year cycle but will still have older machines that can meet operational standards for part-time workers and student workers. Network Infrastructure is on 4-year plan but is only 1/2 way purchased and implemented. Disaster Recovery was delayed to purchase required firewall and security capability to protect the operational system.

2

3.5.4.D

Maintain adequate network and WiFi bandwidth to meet operational, instructional, and student demand.

 

In progress

IT Department

Dorm wireless outsourced and upgraded Summer 2019. It will be covered for 5-years with LakeTec/Aruba partnership. Classroom, office space and green space upgrade is being reworked due to 2020 budget cuts. It will require additional WAPs and wiring to meet current student educational needs.

Goal 3.6 Recruit, retain and develop productive and successful administration and staff.

2

OBJECTIVE 3.6.1 Maintain a highly qualified, motivated and productive staff through establishing a safe and supportive work environment and competitive compensation/benefits.

3

3.6.1.A

Establish a non-academic program review process including a specific evaluation of employee qualifications and professional development needs.

 

In progress

Josh Hughes & Larry Bunce

Aligned with Pillar Objective 3.4.1 a) and enhanced performance evaluation process being developed

3

3.6.1.B

Conduct a salary equity study for all administration and staff positions.

 

In progress

Josh Hughes

Proposed to IBC as a strategic initiative in the FY2020 budget process

3

3.6.1.C

Conduct an employee satisfaction survey bi-annually.

 

 Completed

Josh Hughes

 This was done for the first time in 2019 and there are plans to repeat every 2 years.

5

OBJECTIVE 3.6.2 Optimize staff performance and promote advancement.

3

3.6.2.A

Establish a training and professional development program.

 

TBD

Josh Hughes

No update

3

3.6.2.B

Establish a uniform, annual evaluation process for all non-faculty personnel tied to strategic objectives.

 

 Completed

Josh Hughes

New evaluation system was rolled out in June 2019

3

3.6.2.C

Practice active succession planning.

 

TBD

Josh Hughes

No update