ADMINISTRATION AND FINANCE 2008/09-2009/10 … 2.5... · 2008/09-2009/10 Strategic Planning Process...

ADMINISTRATION AND FINANCE2008/09-2009/10 Strategic Planning Process

DIVISIONAL ALIGNMENT PLAN by PRIORITIES FOR ACTION (PFAs)

VP NKU

Line Priority AreaArea Code

Strategic

Additional Recurring Funds

Additional Non-Recurring Funds

# # Priority (in thousands) (in thousands)

1 1 BOAS 113 SE PFA – 1 Conference Management – Creation of a student internship position for the summer conference season (12 week summer conference season).

Intern would gain experience in conference planning, budgeting, logistics, management, and client relations.

Annually; internship position would be evaluated based on desired job-related learning outcomes and career placement in the hospitality industry. (2wks x 40hrs = 480hrs x $9/hr - $4,320; no benefits)

$ 4.32 $ -

2 1 BOAS 111 SE PFA – 2 Event Scheduling and Support – Creation of a student intern position in the Office of Event Scheduling and Support for students majoring in Business Administration, Liberal Studies, Organizational Leadership and Information Technology (part-time academic year).

Introduction of technology based management system to a variety of university majors. Provide an NKU student with valuable work experience on the NKU campus so that the student is better prepared for a professional job search and work after their college experience.

Annual posting and filling of the position with qualified upper-class students with interest in technology based management systems. Annually; internship position will be reviewed for needed changes to the job description, job responsibilities and learning outcomes to ensure that the experience provides the desired job related and educational outcomes. (34wks x 20hrs = 680hrs x $9/hr = $6,120; no benefits)

$ 6.12 $ -

3 1 BOAS 114 SE PFA – 3 University Printing – Creation of a student intern position specifically designed for “graphic design” majors for on-site industry training (part-time academic year; full-time summer).

Enhance classroom learning with professional, on-site, industry experience. A second outcome will be to assist the intern in preparation for professional employment or graduate studies upon graduation.

Annually; internship position will be evaluated based on professional portfolio development, project work during the academic year and readiness for or acceptance into professional design positions or graduate school. (34wks x 20hrs = 680hrs plus 12wks)

$ 10.44 $ -

4 1 BOAS 112 SE PFA – 4 University All-Card – Expand duties of current student employment position to include more than the front-office customer service functions. This will provide the student with richer educational and work related experience and preparation for employment after graduation.

Include a diverse scope of training and work responsibilities for student employees; basic hardware support and first responder training will be included.

Annually; student employment position will be reviewed based on educational outcomes, effectiveness of student employee, enriched student experience and benefits to overall office function. (Increased Student Wages)

$ 2.50 $ -

5 1 FM-AVP 121 SE PFA-6 - Increase opportunity for meaningful student involvement in various areas of Facilities Management. Some examples of possible learning opportunities are: Recycling program and waste management, project management, Campus planning activities, inventory control and management, working in the various skilled trades.

Select and place 6 added students in meaningful positions throughout the organization

Lever fulltime facilities staff with student work study employees and interns where appropriate.

$ 44.00 $ -

TD = Develop talent, SE = Increase student engagement in learning, AQ = Ensure academic quality, RS = Engage in effective regional stewardship, FS = Recruit and retain outstanding faculty and staff, PA = Increase public awareness, FC = Expand NKU's financial base and capital assets, IE = Increase institutional effectiveness

College/Subdivision Priorities for Action (PFA) Desirable Outcomes Assessment Methods

Additional Funding (if applicable)

Administration and Finance of 24 pages 8/25/2008, 3:31 PM

VP NKU


Strategic







6 1 Audit 96 SE PFA 1 Utilize a work study student to test and analyze various sources of data to ensure compliance with rules and regulations.

After receiving the proper training the work study student is assigned projects such as completing departmental internal control questionnaires, procurement card analysis and capital equipment audits.

Working with the FOA staff an internal control questionnaire is prepared and completed for select departments to analyze management compliance. As appropriate the work study student will also monitor procurement card usage and identify those transactions in need of further review by FOA staff. Finally as time permits the work study student will complete capital equipment audits as designated by the FOA staff. A Work study budget already established. Funding is for a computer.

$ - $ 1.00

7 1 HR-Wellness

100 SE B. Increase opportunities for active learning through student research etc.

Percentage of graduate students conducting formal research thesis through the Wellness Dep’t to double from current levels of 1-2 per year to 2-4 per year by 2009-10.

a. Analysis of graduate student thesis work. b. Student satisfaction surveys at end of thesis completion. c. Tracking of the number of journal/presentations(continuing to support relationship with I/O Psych and expand into Nursing and Business)

8 1 HR-Wellness

100 SE C. Integrate student learning and employment by expanding both campus and community-based work-study etc. 2008-09 -increasing student wellness operating budget from $5K to $10K and student wellness IWS funds from $7K to $12. 2009-10 -increasing student wellness operating budget from $10K to $15K.. Graduate assistant position 2009/10$25K to assist with training and managing of peer to peer program model for student wellness. E. Increase student involvement in campus-based organization, including academic clubs.

Percentage of student wellness ambassadors to double from current levels of 3-4 per year to 6-8 per year by 2009-10. Percentage of practicum students to triple/quadruple from current levels of 20-30/yr to 80-120/yr by 09/10Percentage of students having exposure to dedicated and formal Wellness syllabus increasing 6 fold from current levels of pilot programming in U101 classes (10 classes) to all U101 classes and core Kinesiology/Nursing classes by 2009/10. Percentage of students on campus interfacing with targeted awareness raising initiatives to increase at a minimum of six fold from current levels of 500/yr to 3,000/yr by 09/10.Practicum students having community based workplace wellness placements to increase by current level of 0 in 07/08 to that of 50 by 2009/10.

a. development and review of a student wellness needs/interest survey 09 to determine on campus gaps and opportunities for syllabus and awareness/education initiatives b. ongoing tracking of student wellness touch points/marketing across campus (bulletin boards, table tent messaging etc.) c. tracking of practicum students participation rates. d. ongoing tracking of # wellness events supported by student engagements both on campus and in community venues. e. ongoing tracking of # of student participation rates in awareness raising initiative throughout campus. f. satisfaction surveys post student engagement/practicum experiences in Wellness. g. satisfaction surveys from external stakeholders utilizing practicum students through the Wellness Dep’t. h. ongoing tracking of the number of students reached through integration of formal wellness syllabus in all University 101 classes, Kinesiology, and Nursing classes. i. ongoing tracking of peer to peer educational opportunities through U101 and dorm education opportunities.

$ 10.00 $ 30.00


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Strategic







9 1 HR-Wellness

100 SE E. Increase student involvement in campus-based organization, including academic clubs.

Establishment of an on campus student wellness advisory board during 2008/09. Establishment of a wellness community in dorms by 2009/10.

Recommendations discussed, analyzed and implemented with the support of the Wellness Dep’t and appropriate stakeholders to enhance a healthy living campus culture for students at NKU. (could include, but not limited to increasing healthy food and beverage options in campus vending machines, establishing policies around sport competition/event food offerings that also reflect the diverse demographics of the student population, revisiting and making recommendations to current smoking policy, enhancingbuilt environment issues such as improving access for walking and bike trails, etc.

10 1 BOAS 114 SE PFA – 2 University Printing – Development of cooperative style programming with graphic design, marketing and other related majors which allows students to use University Printing resources to complete class projects and experience the full project life-cycle from inception to completion.

Participants will develop a comprehensive skill set which includes industry experience, technical knowledge and work –flow skills which will be a valuable asset as they enter the professional marketplace.

(1) Annually; department will complete a self- study on the number of students and their activities during time spent in the production and administrative areas of University Printing. (2) Annually; gather feedback from teaching faculty. (3) Annually; collect post-employment/post-project surveys from participating students.

$ 25.00 $ -

11 1 FM-Arch 123 SE PFA-AQ1-A - Ensure a supportive campus environment that enables students to thrive academically and socially, and fosters high quality relations with students by coordinating “in the field” learning experience by utilizing the campus construction projects as models.

Enhance the ability of Construction Management students to understand the built environment first hand. Create interaction between CM students and contractors and A&C staff.

Measure the number of interactions between students and contractors. Monitor the number of project site visits.

$ - $ -

12 1 Public Safety

115 SE PFA-7 Increase the number of students who successfully transition from NKU to employment through the police cadet internship program. (SE-C)

The number of students who enter the police cadet program will increase by 10% by 2009-10.

Compare baseline numbers of student completing the police cadet internship to the number doing so in each year between now and 2009-10. Students completing cooperative education, a practicum, or an internship will self-report the quality of the experience on an exit survey.

$ - $ -

13 1 FM-Arch 123 SE PFA-FS3-B - Recruit a new student intern to assure that the full mission is served.

To support the future project growth and to ensure outstanding service.

Compare the FTE to project lost ration of NKU to other regional universities.

$ 20.00 $ -

14 2 FM-Arch 123 AQ PFA-AQ5-A - Ensure a supportive campus environment that enables students to thrive academically by maintaining the major building systems (HVAC, electrical and roofs) of the existing buildings on campus.

Have properly maintained buildings to support the needs of the university.

Approval of project dollars and movement towards maintenance of the major building systems of existing buildings on campus.

$ 4,000.00 $ 4,000.00


VP NKU


Strategic







15 3 FM-Arch 123 AQ PFA-AQ6-A - Ensure a supportive campus environment that enables students to thrive academically by improving the existing campus infrastructure of the main plaza area, the existing signage and installing new banners.

Achieve a campus environment that enhances the learning experience.

Approval of project dollars and movement towards maintenance of the major building systems of existing buildings on campus.

$ - $ 4,000.00

16 4 HR 100 FS PFA-1 Develop and implement a tiered supervisory training program for new supervisors, experienced supervisors and leadership development. Build a curriculum for professional training and development courses. Regularly assess training needs. Identify and manage external providers.

08-09 - Develop Leadership NKU. - Plan, develop and pilot new supervisor training. - Initiate website for on-line training and resources

Measure participation rates and participant feedback. Measure transfer of knowledge

$ 25.00 $ 15.00

17 5 HR 100 FS PFA-4 Implement mission driven interviewing process and training. (FS-B)

Develop and pilot program and training 08-09. Complete roll-out of training to entire campus 09-10.

Hiring manager and selection committee members’ participation rate, feedback and survey results. $20 in 08-09 and $20 in 09-10.

$ 40.00

18 HR 100 FS HR will provide support and services:19 HR 100 FS – Development of campus-wide recruiting policies and

standards 09-10 Fully implement the model. Track hiring managers’ satisfaction.

20 HR 100 FS – On-line selection tools and resources 21 HR 100 FS – Sourcing strategies Measure access of online tools. 22 HR 100 FS – Strategic recruiting advice23 HR 100 FS – Candidate cultivation24 HR 100 FS – Enable shared candidate pools25 HR 100 FS – Manage external search engines/firms26 HR 100 FS • Create and maintain a campus wide compensation and

classification plan Complete analysis of internal and external equity prior to budget planning, use analysis to submit compensation priorities in budget process. First phase completed 06-07. Phase 2 of staff comp and benefits comparison to be completed in 07-08.

27 HR 100 FS – Establish salary guidelines based on market and other comparative data

Overall salaries at or above market.

28 HR 100 FS – Create standard classification guidelines29 HR 100 FS – Create compensation and classification policies Benchmarking 30 HR 100 FS • Conduct regular salary surveys and market reviews

31 HR 100 FS • Serve as the repository for all campus compensation and classification data


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Strategic







32 HR 100 FS • Create appropriate tools and processes to access compensation and classification levels and guidelines

33 HR 100 FS • Conduct benefits and retirement planning, auditing, and marketing

34 6 FM -CP 122 IE PFA 2 - Provide funding for the TANK shuttle to transport students from Lakeside dorm to campus, beginning August, 2008, for the fall and spring semesters only (i.e. costs do not include weekends or summers).

There will be 443 students living at Lakeside; it is desirable that they leave their cars at Lakeside. The shuttle will provide reliable, routine service to and from Lakeside.

Full occupancy of Lakeside and tracking of daily use (TANK will provide monthly use data).

$ 125.00 $ -

35 7 FM-AVP 121 IE PFA 4 - Improve campus outdoor environment. Enhance the campus environment through upgrades to the landscape. Add softscape and lighting in select campus areas, around campus buildings and at the major entrances to the campus. Add musical carillon to indicate time and enhance the outdoor experience. Provide materials and equipment to accomplish the work and add necessary staff to maintain the planting areas.

Added plantings to soften buildings, reduce the impact of the vast expanses of concrete and reduce the exterior environment to a more human and inviting scale. Develop entrances to the campus that announce arrival.

A richer more inviting environment throughout the campus. Develop outdoor meeting (hang-out) spaces for the students faculty and staff. A digital carillon in the student Union tower to provide music throughout the campus.

$ 81.00 $ 215.00

36 8 BOAS 114 Movement of University Printing Services to a full-cost Printing and Copying Services to match revenues with all expenses including all normal operating expenses plus capital expenses.

Outcomes will include: an annual balanced budget, development of a comprehensive caiptal plan which is to be funded through the breakeven budget, and continued/increased customer serivce and satisfaction.

Assessment will be measured with a balanced budget (review of account/financial statements, ability to purchase capital needs based on the capital plan, and customer surveys to determine customer satisfaction.

$ - $ -

37 9 FM -CP 122 AQ PFA 7 - Schematic design for the Health Innovations Center, to include floor plans and interior/exterior visual images and cost estimates.

Access to schematic design materials will expedite the design process, aid fundraising, and result in a better building.

Achievement of state, private and/or federal funding for the building; expedited completion of the project; and, client satisfaction.

$ - $ 400.00


VP NKU


Strategic







38 10 HR - Wellness

100 FS A. Create a competitive advantage in the recruitment and retention of a diverse staff/faculty, etc. B. Recruit and retain faculty, staff, etc C. Serve as a regional model for etc. Budget cycle 08/09 – need to enhance staff compliment in wellness dep’t to allow for Director flexibility to manage high level strategy initiative as well as continuing to build efforts for elements in the community stewardship area. Assistant Director of Wellness Position with salary range of $45-50K + benefits. Administrative Assistant with salary range of $20K + benefits. 09 - $5-7K - consulting for web redesign and marketing materials and content. 08/09 - $10-12K for the formal training and development of wellness council/committee members to fully understand the components of a healthy workplace culture and to have access to accredited assessment materials (will utilize internal resources to self-administer and evaluate surveys) Consultants will be flown in and deliver the training at NKU.

Compete on the basis of ‘a winning and healthy workplace culture’ – all outbound marketing will reflect this consistent message by 2009 with dedicated energy and resources being channeled into a continual improvement models for building towards and sustaining a healthy workplace culture.

Upgrade all marketing material/websites – HR and Wellness linkages by 2009. An internal organizational self-evaluation will be completed by Q1 09 that will focus on identifying organizational strengths and opportunities in respect to healthy workplace/culture criteria and the impacts on job satisfaction and high performance levels. Specifically, areas of supportive environment, physical environment, and health practices will be evaluated in the context of discerning a deeper understanding of the determinants for employee satisfaction and engagement. An organizational self-evaluation tool* (developed from a national healthy workplace awards program) will be administered and analyzed in the context of a broader wellness committee/council. A gap analysis will be the outcome from this, with intervention recommendations being proposed to senior leadership by Q3 09.

$ 119.00

39 HR - Wellness

100 FS F. Serve as a regional model for our commitment to healthy lifestyles by offering state-of-the-art health and wellness programs.

A wellness council/committee convened by Q3 08, with a diversity of faculty/staff representation. By Q1 09, baseline data measures with respect to aggregate employee health risks, economic impacts and supportive work cultural elements will be obtained and available for guiding the wellness committee in establishing an overall health promotion operating plan for the next two years. This will form the basis by which we can track and measure progress up against – will repeat process q2 years for evaluation purposes. NKU faculty/staff will obtain personal health assessment information and appropriate supports to manage their health towards achieving more positive outcome. By 09/10, receive a Bronze status awards from the Wellness Councils of America and be actively progressing towards a silver award. (see below, requires accurate tracking of internal health measures). By Q4 09, processes to track additional measures of organizational health costs will be

Monthly committee documentation will include listing of committee members and designated leader, team meeting agendas and minutes. Terms of reference established by Q4 08 – committee members will have an awareness of criteria markers for obtaining the first level bronze award through WELCOA and will have received formal training through external consultants as described above by Q4 Health risk appraisal (HRA) and biometric screening opportunities will be made available to all full and part time faculty staff in Q4 08. Hard copy distribution through an outside 3rd party vendor (KC Wellness Inc.) will be the route of choice to ensure complete confidentiality and anonymity. Biometric screenings will be scheduled over a two week period. Immediate one-one counseling will be offered at these screening events and those individuals who have presented in a high risk category (greater than 4 risk factors, and those presenting with chronic medical conditions) will be streamed and offered health coaching services through Hummingbird Coaching and Disease Management services through Disease Consortium.


VP NKU


Strategic







40 HR - Wellness

100 established and shared with the wellness committee for an overall evaluation matrix. These would include tracking for absenteeism, employee turnover, accident rates and associated worker’s comp at least biannually. Software program developed through the College of Informatics in collaboration with HR and payroll to be fully operational. 09/10 increase participation rates in faculty/staff wellness initiatives by another 15-20% from current levels of approx. 5-6,000 yearly. By 2010, health care utilization rates and costs trending towards more favorable outcomes. Benefit offerings in 09/10 will be tied to rewarding healthy lifestyle practices through monthly premium reductions. Ongoing efforts to enhance environmental supports including physical improvements to stairwells, vending machines and nutritional signage in cafeterias, ergonomics program.

This is based on health and productivity research that indicates high risk individuals contribute the greatest costs for the organization in terms of both direct and indirect.costs. Health promotion programs being offered currently and ongoing through the Wellness Dep’t will continue to be targeted to all with the goal of keeping the lower risk in low risk areas and curbing migration towards the more costly high risk zones. One year after initial health data collection and programming Q4 09, complete application process for awards submission to Welcoa. 08/09 – determine current tracking processes and generate reports biannually to wellness committee. Work with College of Health Informatics and pilot an integrated and more streamlined approach for data retrieval by 09/10 with monthly reporting capabilities to assess trend analysis in a more timely fashion. Ongoing tracking of participation rates. Biannual meetings with benefit provider to review and analyze health care utilization trend data. Q2 08 – stair walking campaign – currently grant process underway to obtain $20K (60/40 split with$35 per user/month (unlimited access both in and outbound with6 months of coaching support would be the minimum for expecti

41 Incentives for participating in the HRA are strongly encouraged – low incentive level of $25 gift card per participant = $3K-$5K. Incentives can also be utilized to drive the high risk into the supportive coaching and disease management programs – recommend offering similar level $3K-$5K with $25 gift cards. ??? costs not yet determined for staff time to develop ? $10K.

42

(possible outcomes could include the need for more aggressive health and safety measures, development of internal processes which ensure that careful consideration of health and well-being is made when designing and introducing any new work procedures – abate unnecessary stress, etc.)


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Strategic







43 HR - Wellness

100 FS E. Encourage and provide appropriate incentives for faculty and staff to be involved in entrepreneurial activities that are consistent with our mission and create additional revenue streams.

By the end of 2009, completion of a feasibility study for the development of a center of excellence for workplace health at NKU which would include a revenue generation branch through a training center and speaker’s bureau, as well as a research wing that would attract grant and private sector funds. (discussion with Psychology dep’t already underway in visioning towards…pulling in Nursing and Business asap)

2008; convene a steering committee, comprised of both internal and external stakeholders, to begin addressing the feasibility of the center. There currently exists an overwhelming thirst for credible supports/best practice interventions in the arena of controlling health care benefit costs for organizations (#1 priority of our local chamber) Preliminary discussion already underway and potential funding sources look promising – currently targeting interest from the Mayerson Foundation as well as large insurance companies. Best practice models and national training syllabus has already been explored through Wellness and prior relationship with the Canadian National Quality Institute’s Health Workplace Branch on behalf of the State of Kentucky. Licensing arrangement of $250K established – State of Kentucky Office of Physical Activity and Wellness currently not in a position to fund and manage…outstanding opportunity exists for NKU to seize and develop a regional center of excellence for workplace health that would support businesses and address many of Vision 2015 goals.

44 11 FM -CP 122 FC PFA-12 Install Safety Lighting on new University Drive and new Johns Hill Road; the Transp. Cab. will not light the road. Funds will be needed in 2010-2011.

Safe access to campus for all Evidence of pedestrian and vehicular safety (accidents) $ - $ 300.00

45 12 Procure-ment

Services

97 IE PFA 2 - Develop policies for increased sustainability standards in all purchases (IE-J)

This PFA is to meet the purchasing goals in the American College & University Presidents Climate Commitment as signed by Dr. Votruba. 2. Add language to all solicitations asking vendors to submit their plans and procedures for reducing their carbon footprint and helping us increase sustainability on our campus.

Monitoring our purchases of energy and electronic equipment to ensure that we are working towards achieving these goals. Participation in AASHE events and benchmarking our progress with other universities. (Membership costs in AASHE (Association for the Advancement of Sustainability in Higher Education is $1,500; Travel/train expenses are $1,500; total request is $3,000)

$ 3.00 $ -

46 13 FM -CP 122 FC PFA-11 Enter into an Academic Space Lease to provide critically needed space for academic programs; trailers might be rented or space could be leased off-campus.

The campus space deficit is severe; relief is essential.

New programs and new faculty/staff positions cannot be added without access to new space.

$ 3,900.00 $ -

47 14 HR 100 FS PFA-2 Offer comprehensive HRA to employees and other covered family members to determine priority health/wellness needs. Conduct focus groups and employee survey to assess optional benefit offerings. Conduct market review of creative competitive benefit options. (FS-G)

70% employee participation in HRA in 08-09. Program development in 09-10 to respond to results of HRA. Optional benefit survey and market review 08-09.

Benchmarking. Employee satisfaction rates. Employee participation rates.

$ 160.00


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48 15 Public Safety

115 FS PFA-1 Provide the number of certified police officers to address past and future growth of the campus community. (FS-H)

DPS will increase the number of commissioned police officers to the average ratio of officers to students as compared to other regional universities.

Track the officer/student ratio of Kentucky universities and compare to the ratio of NKU officer/student.

$ 136.00 $ 15.00

49 16 HR 100 FS PFA-5 Change the HR Employment services model to offer more direct proactive support and services to hiring departments.

08-09 –Complete design of program and develop on-line resources.

Reduce “time to fill” 15 (08-09). 50 (10 new funding , 40 will be reallocated from within) (09-10)

$ 25.00

50 17 Audit 96 IE 6. Establish a hotline to be used by the NKU community to ensure the University is operating safely and that assets are secured and fraud/misuse is reported

6. A fraud hotline is operational by 12/31/08 6. A fraud reporting hotline is operational by 12/31/08. Current Background Check vendor may be able to provide this service at a substantially reduced cost.

$ 2.00 $ -

51 18 FM-Arch 123 AQ PFA-AQ2-A - Ensure a supportive campus environment that enables students to thrive academically by meeting the growing department needs with new or renovated office and teaching space.

Have adequate space to support the university’s predicted growth.

Measure the NKU administrative square footage to other regional universities square footage.

$ - $ 200.00

52 19 Audit 96 FS 2. Due to the PRISM implementation the FOA staff need to obtain specific training to augment our capability to perform audit SAP. 4. A defined career path is established for entry -level personnel that reinforces the benefit of internal auditing as a long-term career.

2. Both Director and Staff Auditor attend SAP directed training courses. 4. Staff auditors stay in FOA for several years while progressing through the career path. Each pay level should be approximately 5% higher than the previous.

2. Both employees gain knowledge and are capable of performing SAP related audits. 4. A job title and job descriptions for Staff Auditor, Internal Auditor and Senior Auditor are established.

$ 6.00 $ -

53 20 HR 100 FS PFA-6 Conduct comparative, competitive analysis of staff total compensation practices (compensation and benefits) with annual review. Compensation and Classification – in process

Attract and retain top talent. Improved budget planning for recruitment and retention. System to support maintenance of internal and external equity.

Monitor failed search and exit data. $ - $ 30.00

54 21 FM-AVP 121 IE PFA-1- Strive to move NKU toward being a high performance campus by incorporating sustainability strategies into facilities planning, design and construction. As part of the Sustainability effort, create a position reporting to the AVP for Facilities to oversee both the sustainability initiatives and manage the University’s energy program.

Highly energy efficient facilities, minimum storm water runoff, public or mass transit transportation alternatives, high quality indoor air, minimum VOC and off-gassing from products used. LEED certification of new facilities. Energy Manager/sustainability engineer on staff.

Life cycle costing for all facilities including; energy consumption projections, water consumption calculations and commissioning to ensure proper systems performance at building completion. Modeling of storm water run-off and life cycle comparison of alternative solutions. Monitoring of products selected fro construction to enhance indoor air quality post construction/renovation. Add a qualified energy manager to the Facilities staff to create, maintain and monitor progress.

$ 145.00 $ -

55 22 FM-Arch 123 AQ PFA-AQ7-A - Ensure a supportive campus environment that enables students to thrive academically by improving the interior spaces of the existing buildings including: carpet, paint, classroom furniture and lounge furniture.

Achieve a campus environment that enhances the learning experience.

Approval of project dollars and movement towards project goals.

$ - $ 400.00


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Strategic







56 23 FM -CP 122 AQ Schematic design for the new College of Business Building, to include floor plans and interior/exterior visual images and cost estimates; work to begin in ‘09-‘10 in preparation for the ’10 session.

Access to schematic design materials will expedite the design process, aid fundraising, and result in a better building.

Achievement of state, private and/or federal funding for the building; expedited completion of the project; and, client satisfaction.

$ - $ 400.00

57 24 BOAS 114 RS PFA – 4 University Printing – Investigate and evaluate the benefits of Chain of Custody Certification through the Forest Stewardship Council (FSC); mission of FSC is to promote environmentally appropriate, socially beneficial and economically viable management of the world’s forests.

Forest Stewardship Council certification to demonstrate that University Printing is committed to operational sustainability.

Certification of department. Assess customer reactions and perceptions of the value of department certification through customer surveys.

-$

$ 5.00

58 25 FM -CP 122 FC PFA-5 - Funding to relocate office functions displaced by Johns Hill Road construction: Center for Applied Ecology, KY Center for Mathematics and Latino & Cultural Affairs Center. These centers will move to three houses that have not previously been used for office purposes; significant renovation to the houses and construction of a small parking lot (Clearview Drive area) will be needed.

These centers will be forced to move; new, quality office locations are a necessity. Also, the KY Math Center is out-growing its current house.

Approval of project dollars and movement towards project goals.

$ - $ 100.00

59 26 115 IE Parking Services Restructuring - Restructuring of the Parking Services Office to a separate unit from Public Safety.

Parking Services will be able to function more independently and efficnetly and effectively in serving the NKU campus and community.

Annual review of the Parking Services operations including permits sold, reports, budgets and expenditures and customer satisfaction.

$ - $ -

60 27 FM-AVP 121 AQ PFA1A - Develop an annual capital planning process that identifies projects, improvements and renovations in sufficient time to complete the work based on the need of the academic schedule. This process would apply to projects under $250,000 and those funded annually through the University’s budget process.

Desired projects identified by October each year and approved for budget development by December.

The goal is to have design funding in place by February, completion schedules defined by March and design and bidding completed in time for summer construction. The success of this process depends on out-of-cycle consideration for small capital project funding.

$ - $ -

61 28 FM-AVP 121 AQ PFA1B - Improve Academic facilities through scheduled maintenance activity in classrooms and laboratories. Scheduled maintenance to include summer painting, ceiling replacements and floor surface and furniture upgrades.

Maintain and clean space to create quality learning environments.

Classrooms, laboratories and corridors painted on a three year schedule with heavily used spaces receiving more frequent attention. Ceilings surveyed and repaired annually. Carpet surfaces on a nine year replacement cycle and tile every 15 years.

$ - $ -

62 29 Procure-ment

Services

97 AQ PFA 1 - Increase the purchasing power of the University , to allow departments to accomplish more with their funding (AQ-A)

Increase the number of solicitations (Requests for Quotation, Invitations to Bid, and Requests for Proposals) by 25% in FY 2008-2009 and 50% in FY 2009-2010.

Comparison between current totals and future totals of solicitations.

$ - $ -


VP NKU


Strategic







63 30 Public Safety

115 AQ PFA-4 Create a NKU “Public Safety Advisory Committee” consisting of NKU police along with students and staff and faculty members students and representatives of the Office of the Dean of Students. (AQ-A)

By 2009-10, an advisory committee will review issues that affect the overall safety and well-being of NKU’s diverse community and will recommend various programs and actions to promote safety and security at NKU.

Minutes of meetings documenting public safety issues including recommendations for solutions.

$ - $ -

64 31 HR - Wellness

100 RS F. Sponsor programs that inform and encourage public dialogue to address the critical and sometimes controversial issues facing our community, our nation, and our world.

08/09 NKU’s strategic wellness team, (comprised of 17 members, both in/external stakeholders, as established through the Governor’s Office of Wellness) will support community partnerships and initiatives that address the goal of reducing the incidence of obesity in our community. Active participation in fall 08 Walktober event being planned, with target goals for increasing participation rates being set for February 08. 08/09 NKU to be a recipient of it’s 3rd certification of appreciation by the Commonwealth of Kentucky, Cabinet for Health and Family Services 08/09 Maintain membership and active involvements in NKY Chamber’s Health Advisory Committee, NKY Board of Health, NKY Tobacco Prevention Coalition, Campbell County Physical Activity Coalition and Partnership for Fit Kentucky Worksite Wellness branch.

Tracking of the regional participation rates in fall 08 Walktober – a region wide health promotion campaign. Monitor and evaluate coalition initiatives annually, assessing for impact on region’s health and well-being measures.

65 32 FM-O&M 124 FS Talent Retention …Solicit employee feedback to understand and reinforce changes /requirements necessary to develop and retain quality talent

Reduction in the annual turn over rate within the department.

Achieve a turnover rate of that which is the lowest on the campus.

66 33 FM-O&M 124 FS Diversity program - build an inclusive and welcoming environment that results in measurable growth for the individual and the business. Invest in training to insure we attain world-class diversity awareness.

Improved communication and teamwork in all aspects of the Facility Management group

Carry out group training in personality differences, communication techniques/preferences and conflict resolution strategies.

67 34 HR - Wellness

100 PA C. Obtain greater visibility for the achievements of students, faculty, staff through media outlets, etc. E. Use WNKU etc.

Media coverage of NKU wellness initiatives to increase by 25% by 2009/10 from current levels of 4-6 articles yearly in local print. 08/09 student wellness ambassadors to advertise monthly on WNKU. 09/10 student wellness ambassadors and membership from student wellness advisory committee to host a monthly wellness talk show on WNKU. Ongoing tracking of coverage


VP NKU


Strategic







68 35 Procure-ment

Services

97 FC PFA 3 - Work closely with Facilities Management and Public Safety to assist them with achieving their goals for improving the facilities and safety of the campus (FC-F, G, & I)

Keep the cost of goods and services down through effective and efficient bidding and contract negotiation, allowing the projects to more easily stay within budget and be completed on time.

Evaluation of the goals for these objectives and whether we were able to meet the cost estimates for goods and services.

$ - $ -

69 36 BOAS 111 IE PFA – 4 Event Scheduling and Support – Increase use of Astra Schedule and Space Scheduler website to share information regarding room scheduling process, contacts and associated services with the NKU Campus.

One location for the NKU Campus to reference for event and room scheduling information.

Annually; check scope and progress to insure that Event Scheduling and Support continues to develop the scope of resources for use by the campus.

$ - $ -

70 37 BOAS 113 IE PFA – 8 Conference Management – Develop a unified management approach engaging Student Union, Facilities Management, and Dining Services leadership to insure superior service to our conference attendees.

Conference Management will serve as a valuable link between external customers and the various Northern Kentucky University service departments to provide total scope management and facilitate the necessary work-flow within the university.

Annually; post event customer satisfaction surveys. $ - $ -

71 38 BOAS 112 IE PFA – 9 University All-Card – Annually establish goals and objectives, based on card industry developments and university strategic priorities; provide effective and efficient operations for the All-Card area.

Provide a campus card system that enhances patron experience, supports revenue generation and supports NKU’s strategic agenda.

Annually; review and make adjustments based on available technology, budget and university’s strategic agenda. (Cost - annual budget request)

$ - $ -

72 39 FM-Arch 123 FS PFA-FSI-E - Offer SAP-related training to improve A&C operational productivity and efficiency.

Enhance SAP operational efficiency in A&C project budget management. Internally train the project managers & staff to improve the: P.O., budget transfers and budget control processes.

Track the speed of the approval process and initiate a “follow-up” process so that the cost analyst can assess SAP project status at any time.

$ - $ -

73 40 FM-O&M 124 FS Review and adjust staffing levels to address past and future growth and ensure outstanding service.

As coverage areas change, we will add or reassign staff as needed to deliver quality service and support in all aspects of Operations & Maintenance.

Proper staffing levels are in place at the Lakeside dorms so that quality service is able to be delivered prior to its opening. Proper staffing levels are in place on the main campus so that quality service is able to be delivered around the clock on a consistent and uninterrupted basis. (2nd shift)

$ - $ -

74 41 BOAS 112 RS PFA – 7 University All-Card – Develop recruitment, performance planning and evaluation procedures based on the University’s strategic priorities and unit goals and objectives.

Maximize staff retention by matching hiring, training,and performance/reward goals to the university strategic goals and unit goals and objectives.

Annually; review of university and unit goals and objectives. Annually; assess employee performance appraisals.

$ - $ -

75 42 FM-O&M 124 TD Ensure clear action plans are developed and implemented around employee training desires.

Fulfill the development needs and desires of our Maintenance and Operations department, & associates, such that we are able to enrich the quality of our employees and promote from within.

Utilize a Training and Development Outline form as part of the annual development plan which details: the needs/desires of the associate, the department recommendations, a mutually agreed upon plan and a time frame in which it will be completed.

$ - $ -


VP NKU


Strategic







76 43 FM-Arch 123 FS PFA-FS1-B - Retain staff to assure that our full mission is served.

Supplement the existing departmental education budget by attending free “lunch box” training sessions provided by local architectural and engineering firms.

Measure the number of educational activities that are attended by each staff member.

$ - $ -

77 44 Public Safety

115 IE PFA-6 Maintain the police department’s law enforcement accreditation through the Kentucky Association of Chief’s of Police. (IE-C) MOVE TO NO COST PRIORITY SECTION

Public Safety will be recognized as maintaining the required policy and procedures of a professional police organization.

The department will receive a certificate of accreditation from the Kentucky Association of Chief’s of Police.

$ - $ -

78 45 Public Safety

115 IE PFA-5 Improve the communication between Public Safety andother statewide law enforcement agencies and computer networks. (IE-E)

All police vehicles will communicate effectively and efficiently using e-citations, electronic crash and NIBRS reports, and access the NCIC database.

mproved communications will be demonstrated by successfully communicating wirelessly from each vehicle through the Kentucky Law Enforcement Network Computer. Reports and citations will be transmitted wirelessly to the State Police from patrol vehicles instead of from desktop computers at police headquarters.

$ 0.50 $ 39.00

79 46 FM-Arch 123 AQ PFA-AQ3-A - Ensure a supportive campus environment that enables students to thrive academically by creating the schematic design for the proposed Health Innovations project, before the budget is proposed in the Capital Plan.

Achieving a project budget that includes the scope of the entire project reduces the design and constructions schedule once a project is funded.

Compare the budget and schedule of new projects against the schedule and budget of previously approved projects.

$ - $ 640.00

80 47 FM-AVP 121 FC PFA-3 - Update the Campus Master Plan: The University is currently in the process of updating the Campus Master plan. To ensure the long term viability of the finished plan (2008) it will be necessary to undertake a Utility/Storm Water planning effort. This effort will include mapping of all campus utilities and evaluating and documenting storm water impact for the entire campus.

Base map of all campus utilities including electrical distribution, steam and chilled water, water distribution, sanitary sewer, telephone and data distribution and storm sewers. Plans will also be developed to ensure the ability to serve new facilities in the locations defined by the master plan in the most efficient manner.

Accurate base map of all campus utilities and capacity data throughout the campus. This base map will need to be updated annually or as construction is completed. Workable plan for the expansion/upgrade of the utility distribution system.

$ 10.00 $ 235.00

81 48 FM-AVP 121 FC PF-5 - Assist with the development of the Foundation property at US-27 and Nunn Drive. Provide input to the NKU Foundation from the Campus Master plan to suggest means by which the development can enhance the student experience and serve as an appropriate entrance to the campus. Assist in the design of the development so that it is not only an asset to but emerges as a planned extension of the Bank of Kentucky Center (BOK) property.

A development that encourages student use. A development that presents an appropriate image for the campus entrance that serves not only the NKU population but the local community and those visiting the BOK.

A development that is in context with the campus, serves to announce arrival at the University and provides desirable retail; and other activities beneficial to our students, faculty and staff.

$ - $ 45.00


VP NKU


Strategic







82 49 BOAS 112 IE PFA – 10 University All-Card – All-Card administration relies heavily on changing technology to maintain services and to grow; offering an enhanced web product for patron inquires and real-time deposits is a goal we want to achieve in the nextfiscal year. Enhance interaction with the Information Technology department to work more effectively as a team.

1. Offer advanced real-time services (24/7) for student and parent access to All-Card accounts; access to include spending history, reporting of lost and stolen cards and other enhanced functionality. This will result in decreased office traffic for deposits, advanced customer service, increased convenience for patrons and increased use of card services. 2. System assessment and strategic planning in association with IT to sustain system reliability and enhance system functionality.

1. Monthly; review of deposits and sales by business unit. Annually; customer surveys. Dollars for maintenance 2. Annually; review relationship with Information Technology and assess system development and sustainability.

$ 9.00 $ -

83 50 HR-Wellness

100 TD E. Increase the number of graduate certificate and degree programs…..contract position/graduate assistant to assist with survey and data analysis ($5K- yearly x 2)

By the end of 2009, (a.) completion of a feasibility/gap analysis study in respect to the development of a graduate workplace health degree as well as the development of certification programs/syllabus inclusion for health coaching.

2008-2009, convene a steering committee comprised of internal and external stakeholders to (a.) conduct a national benchmark analysis for like graduate offerings (b.) develop and survey key regional stakeholders in collaboration with the NKY Chamber (ie. HR professionals, Benefit Managers, etc.) for obtaining needs assessment data in terms of corporate wellness uptake and job market analysis. Gather feedback from national Wellness organizations including WELCOA. c.) 2009-10 – steering committee analysis of the data sets with development of a visioning/recommendation document for a workplace health graduate degree program to senior leadership. 2008-09 work in collaboration with Hummingbird Coaching Inc. and University of Miami, along with internal departments of psychology and nursing, to pilot a coaching syllabus and certification program at NKU (offered at a graduate level only; enrollees in the program would be utilized through the Wellness Dep’t to provide additional health coaching supports to our own faculty/staff)

$ 10.00


VP NKU


Strategic







84 51 BOAS 111 AQ PFA – 1 Event Scheduling and Support – Development of a comprehensive training and development program for the “Event Scheduling and Support” program which is a piece of the larger, campus-wide ERP implementation.

To continue transition for the university community to a centralized on-line scheduling, conference management, billing, and survey program to insure priority optimization of all university space.

(1) Quarterly computation of training sessions held. (2) Annually; review percentage of total program implemented. 3) Annually; review percentage of all university space which is being managed by the Event Scheduling and Support program. (4) Annually; survey campus community to review the effectiveness and efficiency of the Event Scheduling and Support program.

$ 50.00 $ 75.00

85 52 BOAS 112 AQ PFA – 3 University All-Card – Ensure that students, faculty, and staff are aware of All-Card functionally and service designed to enhance their campus experience and allow access to superior and discounted services. Maintain stability of the system to eliminate down service periods.

Maximum usage of All-Card system for campus purchases and activities; provide convenience and security for All-Card transactions. Use of All-Card database/software as appropriate for university-wide projects (event attendance, tracking, building access and photo rosters).

Annually; tracking of usage, sales volumes and projects completed. Funding for marketing and promotion.

$ 25.00 $ -

86 53 FM-Arch 123 AQ PFA-AQ4-A - Ensure a supportive campus environment that enables students to thrive academically by creating the schematic design for the proposed Founders Hall project, before the budget is proposed in the Capital Plan.

Achieving a project budget that includes the scope of the entire project reduces the design and constructions schedule once a project is funded.

Compare the budget and schedule of new projects against the schedule and budget of previously approved projects.

$ - $ 260.00

87 54 FM-O&M 124 AQ PFA 1-14 - Ensure a world class campus environment that enables students to thrive academically and socially, and fosters high quality relations among students, faculty, and staff.

Increase operating budgets’ shortfalls for the last few years due to the age of the buildings and increased costs of tools and materials.

Internal ability for each department to fulfill their needs without having to transfer funds at the end of the year to meet basic needs.

$ - $ -

88 55 FM-O&M 124 AQ 1. Plumbing PFA-1 $ 12.00 $ - 89 56 FM-O&M 124 AQ 2. Transportation PFA-2 $ 16.00 $ - 90 57 FM-O&M 124 AQ 3. Horticulture PFA-3 $ 24.00 $ - 91 58 FM-O&M 124 AQ 4. Grounds PFA-4 $ 12.00 $ - 92 59 FM-O&M 124 AQ 5. Emerg Gen PFA-5 $ 14.50 $ - 93 60 FM-O&M 124 AQ 6. Safety Cert. PFA-6 $ 22.00 $ - 94 61 FM-O&M 124 AQ 7. Grounds PFA-7 $ 6.00 $ - 95 62 FM-O&M 124 AQ 8. HVAC PFA-8 $ 20.00 $ - 96 63 FM-O&M 124 AQ 9. Fire Alarm PFA-9 $ 8.50 $ - 97 64 FM-O&M 124 AQ 10. Admin. PFA-10 $ 17.50 $ - 98 65 FM-O&M 124 AQ 11. Electrical PFA-11 $ 10.00 $ - 99 66 FM-O&M 124 AQ 12. Carpentry PFA-12 $ 8.00 $ -


VP NKU


Strategic







100 67 FM-O&M 124 AQ 13. Locksmith PFA-13 $ 8.00 $ - 101 68 FM-O&M 124 AQ 14. Emerg Mgmt PFA-14 $ 7.20 $ - 102 69 FM-O&M 124 AQ PFA-15 Replacement of Albright Health Center’s pool

chemical controls system.New control system installed and operational so as to meet health and code requirements.

-$ $ 9.00

103 70 FM-O&M 124 AQ PFA-16 Replacement of aged equipment in Building Services, no longer cost effective to repair.

Purchase and receipt of new scrubbers, burnisher, carpet extractor, air movers, vacuums, carts and restroom cleaning machines.

$ 5.00 $ 35.00

104 71 FM-O&M 124 AQ PFA-17 Replace older worn out vehicle, 2 pick up trucks and 1 step van for the Labor crew.

Purchase and receipt of new vehicles for use on campus.

$ - 108.00$

105 72 FM-O&M 124 AQ PFA-18 Purchase of a rotary broom and utility hopper spreaders. With out this equipment the adequate removal of snow will be hindered.

Purchase and receipt of new equipment so snow removal is efficient as possible.

$ - $ 21.00

106 73 FM-O&M 124 AQ PFA-19 Replacement of aged equipment in Building and Grounds, no longer cost effective to repair.

Purchase and receipt of a one ton roller, a tractor, 2-each: utility vehicles, zero turn mowers and sprayers.

8.50$ 56.00$

107 74 FM-O&M 124 AQ PFA-20 Purchase of an infrared thermal imaging camera for locating hot spots in electrical panels, HVAC equipment and plumbing equipment.

Purchase and use of Infrared camera so the campus is kept safe from heat sources.

$ - $ 8.00

108 75 FM-O&M 124 AQ PFA-21 Replacement of aged equipment in Building and Grounds, no longer cost effective to repair.

Purchase of an aerator for use through out campus. $ - $ 9.00

109 76 FM-O&M 124 AQ PFA-22 Purchase of a wire puller for use in the electrical group to save time and effort.

Purchase and receipt of wire puller. $ - $ 5.00

110 77 FM-O&M 124 AQ Purchase of an Emergency generator for the Maintenance building.

Installation of an emergency generator so that Emergency activities for the campus can be maintained at the Maintenance building.

$ - $ 120.00

111 78 FM-O&M 124 AQ Soften the plaza walkway near the Fine Art building with the addition of green space near its entry.

Positive feedback and comments from present (and future) students and parents when visiting campus through out the year. COMPLETED

$ - $ 60.00

112 79 FM-O&M 124 AQ Create an arboretum along side the lake area so as to create an enjoyable horticultural experience.

Plants selected, planted, and used in NKU classes. Use of the arboretum is documented in course syllabi. GRANT MATCHED

$ - $ 8.00

113 80 FM-O&M 124 AQ Installation of automated irrigation systems through out campus so as to avoid the loss of plant material due to drought.

A project area will be identified for irrigation each year and installed by our own horticultural team. This will insure a landscape that is both functional and aesthetically pleasing.

$ 18.00 $ -


VP NKU


Strategic







114 81 BOAS 111 RS PFA – 1 Event Scheduling and Support – Identify, implement and manage an event management solution, hosted in the Office of Event Scheduling and Support, for Northern Kentucky University academic and community related events. Program features would include; web portal, event announcement, event marketing, payment, cancellation process, and web front-end to allow the Northern Kentucky region access to information regarding events sponsored by and held on the campus of Northern Kentucky University.

Selection, purchase, installation and implementation of an event management solution for Northern Kentucky University. Utilization of solution for the advertisement, communication, and marketing of events with regional population.

(1) First Year; actual identification, selection, implementation and management of the desired system. (2) Annually; review of marketing and communication efforts to access regional households; review number of regional households that were contacted by the program. (3) Annually; review number of web-site visits. 4) Annually; survey departments to determine if attendance at programs and activities increased. Dollars incude: Administrative Assistant 52wks x 30hrs = 1560hrs. 1569hrs x $12hr = $18,828 (salary) $18,828 x 40% = $7531 (benefits). Total Salary = $26,359; system maintenance of $5,000.

$ 40.00 $ -

115 82 BOAS 111 RS PFA – 2 Event Scheduling and Support – (1) Determine software solution and internal policies and procedures to link building, door and security requests for meetings and events to the current Space Scheduler online room request process so that the process will be fully automated, controlled and provide increased security. (2) Actively pursue and encourage the addition of all Astra controlled class and meeting rooms to Space Scheduler for community access to available spaces; this will assist in the full utilization of space on campus.

(1) Selection and purchase of software solution. Continued development of the Space Scheduler program. (2) Centralized scheduling for the entire campus. (3) Door unlocking requests will be available on-line during the room request process.

(1) Annually; report of percentage of access points controlled by this system.(2) Annually; review percentage of campus-wide space which is scheduled through the Astra system. $25,000 for Event Management Solution)

$ 5.00 $ 25.00

116 83 BOAS 111 RS PFA – 3 Event Scheduling and Support – Identify and secure a permanent office location for the Event Scheduling and Support office to allow the campus and community easy access for services.

Establishment of permanent office location for Event Scheduling and Support.

One time; establishment of the office. $ - $ 10.00

117 84 BOAS 112 RS PFA – 5 University All-Card – Fully utilize recruitment tools and conduct employee searches with integrity and high standards. Support current staff by utilizing good management practices, communicating expectations, rewarding performance, allowing participation in planning and decision-making where appropriate and allowing opportunities for professional development.

Retention and excellent staff performance. Annually; assess retention of high quality staff and annual performance reviews.

$ - $ 50.00


VP NKU


Strategic







118 85 BOAS 112 RS PFA – 6 University All-Card – As existing All-Card applications expand and new applications are added, it will become necessary to secure staff with adequate technical and communication skills to help manage all aspects of the program. The program will be moving away from extensive in-office, basic customer service as the scope of services shifts to focus on information and deposits, more creative outreach, and increased ‘behind-the-scenes’ technical enhancement.

Complete review of current JAQ’s for accuracy, adjustments to current positions to reflect organizational goals and objectives, and planning for additional staff support as needed.

Annually; review of strategic goals and objectives against actual performance of unit.

$ 10.00 $ -

119 86 FM-O&M 124 RS To contribute the sustainability of the campus environment by controlling a portion of storm water run off.

By 2008, the horticultural group will have installed a Rain Garden on campus with native plant material.

This Rain Garden will be used as an educational tool and as an example of good stewardship and sustainability to our faculty, staff, students and our community.

$ 2.00 $ -

120 87 BOAS 111 FS PFA – 1 Event Scheduling and Support – Participate in university wide training and development programs that are offered which are relevant to Event Scheduling and support.

Increase leadership skills of Event Scheduling and Support staff.

Annually; review of training programs that have been attended by Event Scheduling and Support Staff. Quarterly; review of post training surveys to insure training outcomes are being met by staff.

$ 10.00 $ -

121 88 BOAS 111 FS PFA – 2 Event Scheduling and Support – Annually determine if the addition of professional and/or student staff is necessary to insure the continued support and sustainability of the Event Scheduling and Support. Ongoing staffing level will be determined on an annual basis as decisions are made regarding the entire scope of the program, especially the on-line event management solution.

Continued offering of superior customer service to all faculty and staff using the solution to reserve rooms, while also offering superior service to all NKU departments that will use the selected event management solution.

Annually; review through quarterly surveying if appropriate staffing levels are present to insure desired superior service levels. (Recurring dollars: $5,000 - survey tool)

$ 5.00 $ -

122 89 BOAS 113 FS PFA – 3 Conference Management – Annually determine, as new buildings come on-line, additional staffing requirements to offer the same or increased levels of service to our external clients. Conference Management is currently collaborating with the new Student Union staff on the division of the new workload as they are hiring staff and developing policies and procedure for the new building.

To maintain or improve the level of customer service to external clients. This will contribute to the overall image of the University through the rapport established with the external community.

Annually; evaluate access to campus and services offered through a variety of post event survey methods. (Recurring dollars: $50,000 ? - salaries and benefits for staffing, $5,000 - survey tool)

$ 55.00 $ -


VP NKU


Strategic







123 90 FM-AVP 121 FS PFA-2 - Structured training and education program for Facilities Management directors and supervisory staff.

All directors complete the APPA institute and the leadership academy. All supervisory and management staff will be required to prepare and execute an annual training program which could include the APPA institute or the APPA supervisor’s toolkit.

Annual completion of one of the four required APPA institutes for each director. All directors to complete the entire four course institute within six years. Review the quality of the training and development plans for facilities supervisory staff and monitor the effectiveness of the implementation of those plans. Review the quality of the training and development plans for facilities supervisory staff and monitor the effectiveness of the implementation of those plans.

$ 15.00 $ -

124 91 FM-Arch 123 FS PFA-FS2-B - Recruit a new staff position to assure that the full mission is served.

To support the future project growth and to ensure outstanding service.

Compare the FTE to project lost ration of NKU to other regional universities.

$ 160.00 $ -

125 92 FM-Arch 123 FS PFA-FS1-D - Provide staff with professional development opportunities.

Staff that are trained in alignment with our strategic priorities.

NOTHING LISTED $ 40.00 $ -

126 93 Audit 96 FS 3. To obtain additional certification to ensure that the FOA is utilizing the industry’s best practices audit techniques.

3. Staff earns a professional certification related to internal auditing.

3. Staff earns certification as a certified internal audit, certified fraud examiner or certified information systems auditor or other appropriate certifications.

$ - $ 2.00

127 94 Procure-ment

Services

97 FS PFA 4 - Review and adjust staffing levels to address past and future growth and ensure outstanding service (FS-H)

By meeting the deadlines for bidding and awarding construction projects. Saving time and money by having an experienced employee dedicated to the needs of major/capital construction. (Recurring dollars: $55,000 - salary, $5,500 - insurance, $11,000 - variable benefits, total compensation $71,500; Non-recurring dollars - $5,000 - furniture and equipment for new position)

$ 71.50 $ 5.00

128 95 Public Safety

115 FS PFA-3 Institute a visitor parking fee and collection procedures in the new garage (Nunn and University). (FS-H)

All visitors pay for parking in the new garage (Nunn and University) with a garage attendant assisting visitors and collecting parking fees.

A report of year end visitor parking revenue will show a minimum of 10% above the cost of the garage attendant.

$ 23.00 $ 0.50

129 96 BOAS 114 FC PFA – 1 University Printing – Develop an in-sourcing program as a means of augmenting funding for University Printing’s equipment and staffing needs. Implementation would follow an established higher education model and jobs would be completed through a selective process, accepting work from appropriate educational and non-profit agencies.

Utilization of current and desired equipment and personnel and establishment of new revenue sources.

Quarterly; survey of customer satisfaction. Annually; review of increased revenue source. (Annual Maintenance - $10,000 plus cost of quarterly survey of customer satisfaction - $60,000))

$ 70.00 $ 400.00


VP NKU


Strategic







130 97 BOAS 113 FC PFA – 2 Conference Management – In association with University Housing, Student Union and academic departments; Conference Management will assist in the development and hosting of summer conferences and camps held on the Northern Kentucky University campus. Programs such as marketing, discounts, special policies and procedures, exemptions, and scheduling/assignment preferences are areas of interest. Additionally, Conference Management will seek additional opportunities to assist in educating and referring faculty to NKU Connections which provides valuable resources to faculty and staff.

(1) Provide diversity at NKU and in the community by providing facilities and services. (2) Contribute to the financial stability of the University. (3) Promote and maximize the use of NKU facilities, thus enhancing the overall reputation of the University. (4) Encourage interest in NKU to potential students attending campus conferences.

(1) Post camp and conference survey tools. (2) Annually; financial recap at the conclusion of each conference season. (3) Finally; census recap at the end of each conference season. (4) Annually; housing recap at the end of each conference season. (Dollars are for marketing and promotion.)

$ 25.00 $ -

131 98 BOAS 112 FC PFA – 3 University All-Card – Work with business partners and the campus community to standardize access systems using a centrally managed database for controlled access; enhance access, safety, and reduce theft.

Maintain accurate and up-to-date database to reflect current patron status, while allowing each responsible business unit to maintain access for their areas; reduce costs for training, hardware, software and system maintenance.

Monthly; review and make adjustments based on available technology, budget and university strategic priorities. (Maintenance cost.)

$ 5.00 $ 55.00

132 99 FM -CP 122 FC PFA-3 - Funding is needed to renovate vacated space in the University Center; approximately 25-30,000 square feet will be vacant and available for re-allocation. These funds will be leveraged by allocations from the CPE Capital Renewal allocation, which can fund HVAC/system type improvements, but cannot fund architectural reconfigurations.

Satisfactory renovation and reallocation of space to offices/departments in need of additional space and/or space assignments & realignments to further the vision and goals of the university.

Client satisfaction $ - $ 2.00

133 100 FM -CP 122 FC PFA6 - A Health Center Feasibility Study is needed to assess 1) ability to renovate and expand the Health Center; 2) programmatic needs for expansion areas; 3) construction costs; and, 4) potential funding streams. This project is a high priority for students, is a recruitment and retention tool, and is much need of upgrading.

A strategy, plan and cost for provision of additional indoor recreation facilities. The best approach to provision of additional facilities must be studied in depth; this project will position us to articulate a vision for future expansion of campus rec facilities.

Relocations accomplished to the clients’ satisfaction, within budget.

$ - $ 150.00

134 101 FM -CP 122 FC PFA-8 Increase funding for Property/Rental Mgmt fund center (#211010010) from $30,000 to $60,000 annually to maintain university owned houses; as the number of houses increase and they age, existing funds are very inadequate. This account has not been increased since its establishment (at least 12 years ago).

Ability to use the houses for office use or rental use as appropriate; a safe and relatively good condition is a prerequisite for most uses.

Full occupancy of the houses, with improved conditions. $ 30.00 $ -


VP NKU


Strategic







135 102 FM -CP 122 FC PFA9 - Schematic design for the Founders Hall Renovation project, to include floor plans and cost estimates. Because FH is nearly fully occupied, this project must include strategic execution planning for very early in project planning.

Access to schematic design materials will expedite the design process and result in a better project. It is essential that detailed planning be accomplished for accommodating current space functions while renovation is underway.

Achievement of a strategy for expansion/renovation of this important facility, with costs and revenue streams identified.

$ - $ 100.00


115 FC PFA-8 Relocate the Department of Public Safety to a facility that is conducive to the University Police’s law enforcement mission. (FC-G)

By fiscal year 2009 – 2010 a building plan and/or current building will have been identified for Public Safety’s use.

The Department of Public Safety will be located in a state-of-the-art facility that has a floor plan, equipment, and security procedures necessary to carry out the Department’s policing mission.

$ - $ 500.00


115 FC PFA-2 Upgrade garage access equipment by implementing a proximity card system. (FC-G)

Parking Service will accurately track garage usage to more efficiently utilized parking availability.

Parking Services will provide daily reports on space availability, visitor usage, and space turnover.

$ - $ 68.00

138 105 BOAS 111 IE PFA – 1 Event Scheduling and Support – Upgrade room scheduling software to Astra Schedule 7.0 when development is complete. Test, implement and train users in all areas using Astra for room and event scheduling.

Increased efficiency and functionality of Astra database and web client for event schedulers and campus end users.

Annually; review number of users, database management and processing speeds, and ease of use and functionally for end user customer base. $0.00 (unless Astra Schedule event management solution is added)

$ - $ -

139 106 BOAS 111 IE PFA – 2 Event Scheduling and Support – Utilize the Astra Schedule System data to report on the university’s total scope of room usage for events, number of events, requested events and percentage of available space which is available and used, especially during peak periods of usage.

Provide university community with valuable scheduling and availability information regarding room availability and usage throughout campus.

Annually; review of generated reports, sharing of information with key stakeholders throughout campus and review of available space utilization.

$ 5.00 $ -

140 107 BOAS 111 IE PFA – 3 Event Scheduling and Support – Complete the selection of an event management solution containing desired features and functionally which will be used to market NKU events and programs to potential and past event attendees.

Increase the ability of university departments offering educational opportunities to the public to market events, increase ability to communicate with event attendees efficiently through e-mail/web-site information to increase efficiency for event management.

Annually; review development and utilization of event management solution.

$ 5.00 $ 25.00

141 108 BOAS 114 IE PFA – 5 University Printing – Increase the effectiveness and efficiency of communications to assist other departments in the design and implementation of variable data printing, copying and mailing options for personalized documents. Additionally, partner with Admissions and Student Financial Assistance in recruitment efforts using available resources for cost-effective mailings to prospective students and parents.

Assist the university community in the development of personalized and targeted correspondence.

Annually; evaluate jobs completed using new technology and expanded scope of services. Annually; assess customer feedback responses from individual departments that have had work completed. ($25,000 plus annual software and equipment maintenance of $5,000)

$ 30.00 $ 35.00


VP NKU


Strategic







142 109 BOAS 114 IE PFA – 6 University Printing – Increase effectiveness and efficiency in the Mail and Distribution area. Additional space and staffing is required to insure superior customer service.

Effective and efficient mail services. Annually; assess data gathered through customer satisfaction surveys.

$ 25.00 $ 100.00

143 110 BOAS 113 IE PFA – 7 Conference Management – Conference Management, as a representative of the University to the community, will deal respectfully with all external clients seeking information and customized services for unique events; while being mindful of responsibilities to both the University and the client, we will frequently review and evaluate policies and practices to ensure superior effectiveness and efficiency.

(1) Community exposure to the NKU campus, which may result in increased enrollment and positive relationships with area community and businesses. This will result in mutually beneficial relationships for NKU. (2) Opportunities for NKU to host the community and area businesses.

Annually; post event customer satisfaction surveys. Annually; financial recap of activities. Annually; census recap of internal and external events. Costs for survey tool.

$ 10.00 $ -

144 111 FM -CP 122 IE PFA-1 - Operating budget increase for Campus & Space Planning; will allow training & conference attendance for Director & coordinator position, and will help with expenses for blackberry phone.

Increased productivity and knowledge of latest trends and best practices in facilities planning field

Ability to deal with complex and challenging planning issues

$ 4.00 $ -

145 112 FM -CP 122 IE PFA4 - Maintenance contract for Physical Facilities Database used by Campus Planning. (Recurring funding for this contract has been requested repeatedly but hasn’t been funded).

Increased use of data for decision making, utilization analysis and further refinement of space studies that will result from the master plan; assistance with troubleshooting of problems and increased reliability of system.

Ability to provide accurate planning data to campus community and to facilitate planning for future projects and growth.

$ 3.50 $ -

146 113 Audit 96 IE PFA - 5 - Improve internal communication by preparing and distributing an FOA newsletter to inform the NKU community of important internal control practices.

A twice-annual newsletter is prepared and distributed by the FOA staff

A semi-annual newsletter is distributed to each VP, Dean and Director via email and hardcopy. Additional funding for printing fees.

$ 0.50 $ -

147 114 Audit 96 IE 7. As NKU’s dependency on information systems increases so does the associated risk. It is important that a trained IT auditor SAP Security auditor review roles, authorization etc. for appropriateness.

7. An RFP is prepared to request proposals from qualified IT auditors to perform a complete IT and/or security audit.

7. An IT audit is conducted and problem areas identified and corrected so that the system works efficiently and effectively. This will result in fewer findings/comments by our external auditors.

$ - $ 20.00


VP NKU


Strategic







148 115 Comptroller

104 IE PFA-1- Recurring position required to provide essential master data maintenance and support for the new SAP FI system in the general accounting/financial reporting section. Recurring position required to provide essential support for the new SAP FI system in the post award grants and contracts administration. Recurring position required to provide essential maintenance and support for the new SAP FI system in the budgetary and PBC control section.

These new recurring positions are necessary to provide essential end user support and SAP system support/maintenance. The functions that these positions will provide are currently being performed by PRISM backfill funded positions. The conversion of these positions to recurring funds is necessary to maintain the existing SAP FI and HR support and functionality and reach a level of functionality that was envisioned when the SAP system was purchased. The recurring investment in personnel is necessary to keep the SAP system running.

These positions will provide the resources necessary to meet external and internal reporting deadlines and provide essential support and training for University departments. Customer service response times and other indicators of quality support will be monitored.

$ 175.00 $ -

150 117 Bursar 106 IE PFA-1 Increase level of service in Bursar Operations and the One Stop Call Center by permanently placing Bursar Operations position within the One-Stop Call Center. (IE-C,E,I)

This will permit the One-Stop Call Center to no longer be staffed on a part time basis which will better serve the needs of our students. It will also permit the back office to concentrate on the configuration and implementation of SAP Student Accounting.

Call records within the One-Stop Call Center. Steady progress being made in the SAP Student Accounting project. Request for dollars includes benefits (1FTE)

$ 35.90 $ -

151 118 Bursar 106 IE PFA-2 Increase the level of service in Bursar Operations to our students and family. As the University has doubled in size the number of Accounts Receivable specialists have remained static. (IE-C,E,I)

Increasing the number of Accounts Receivable specialists will better serve both our students and the University.

More timely collection effort.. Increase in the amount of collections. Request for dollars includes benefits (1/2 FTE)

$ 17.95 $ -

152 119 Bursar 106 IE PFA-3 Revamp the process of issuing refunds to students by giving them more options as to how to receive their funds. Getting funds to students quicker than can be done currently. (IE-C,E,I)

Contracting with Higher-One to handle our refund process.

Greater student satisfaction. Any costs should be covered by savings in the elimination of the current process.

$ - $ -

153 120 Bursar 106 IE PFA-4 Configure and implement SAP Student Accounting (IE-C,E, I)

Complete the implementation of SAP Student Accounting on time and operating correctly.

Greater integration of records. End user satisfaction. Easier to manipulate data for reporting purposes.

$ - $ -

154 121 Bursar 106 IE PFA-5 Have the ability to maintain and enhance the SAP Student Accounting module. (IE-C,E,I)

Being able to do things we have never done before such as e-billing, notices to student portals, more accurate communication methods. Continue to maintain a very, very complex system.

Greater student satisfaction, increase in collections. Making sure the system stays accurate and in compliance. Request includes benefits (1 FTE in 2010)

$ 50.00 $ -

155 122 Bursar 106 IE PFA-6 Increase the level of service in Bursar Operations to our students and family. As the University moves to it’s 2015 enrollment goals additional resources will be needed to deal with the increase. (IE-C,E,I)

Increasing the number of Accounts Receivable specialists will better serve both our students and the University.

More timely collection effort.. Increase in the amount of collections. Request includes benefits (1 FTE in 2010)

$ 35.90 $ -


VP NKU


Strategic







156 123 Bursar 106 IE PFA-7 Increase the level of service in Bursar Operations to our students and family. As the University moves to it’s 2015 enrollment goals additional resources will be needed to deal with the increase. (IE-C,E,I)

Increasing the number of Cashiers will better serve both our students and the University.

Timely processing of payments. No students in lines. Request includes benefits ( 1 ½ FTE’s in 2010)

$ 39.80 $ -

TOTALS - Recurring and Non-Recurring for FY 2008/09 - 2009/2010

10,085.13$ 13,561.50$


ANNUAL PLANNING PROGRESS REPORT FOR 2007-08

ADMINISTRATION & FINANCE

EXECUTIVE SUMMARY INTRODUCTION The division of Administration and Finance is committed to support the strategic mission of Northern Kentucky University by providing quality professional, ethical and integral leadership that produce sound fiscal stewardship and proficient management of the institution’s human, financial and physical resources. All units within Administration and Finance are committed to the development, implementation and continuous improvement of policies, procedures and services that are guided by the mission statement and core values of Northern Kentucky University. Administration and Finance strives to provide a climate conducive to the personal and professional development of all employees and one that ensures ethical standards and integrity of all endeavors. Administration and Finance consists of a number of areas/offices beginning with the Office of the Vice President for Administration and Finance with direct report offices including: Business Operations and Auxiliary Services (BOAS), Facilities Management, Financial and Operational Audit, Human Resources, Office of the Comptroller, Procurement Services, and Public Safety. BOAS has a number of areas reporting directly to it including: All Card Administration, Bank of Kentucky Center (contracted with SMG), Bookstore (contracted with Follett), Conference Services/Event Scheduling, Dining Services (contracted with Chartwells), University Printing, and Mail/Distribution Services. Facilities Management includes the Office of the Assistant Vice President for Facilities Management, Campus and Space Planning, University Architect/Design and Construction Management, and Operations and Maintenance. Human Resources include the Payroll/Tax area. The Office of the Comptroller includes Bursar Operations and Accounts Payable. The division of Administration and Finance is a diverse, multi-functional area of support to the University. OPPORTUNITIES AND CHALLENGES FY 2007-08 was an extremely challenging and demanding year presenting both opportunities and challenges. Administration and Finance was able, however, to continue to make strides in providing support to the University through its many services. Opportunities Opportunities for Administration and Finance were especially supported by administration through the investment of almost $2 million in recurring funds and $2.86 million in non-recurring funds. These dollars enabled Administration and Finance to: increase student employment opportunities; provide staffing, operating, consulting services and other start-up dollars for the Bank of Kentucky Center; expand the Wellness Program for students, faculty and staff; initiate a recycling program with new staff positions, advertising, recycle bins throughout campus and recycling equipment; make needed land acquisitions; be able to produce a new master plan for the campus; add three police officers; continue phase two of the PRISM project; provide staffing for the new Callahan Hall student residence; provide additional deferred maintenance to update and replace/repair buildings and systems; provide second shift staffing for Operations and Maintenance to better serve the campus; initiate a TANK Shuttle U-Pass for students, faculty and staff to ride the local bus system for free; increase some operating accounts in Administration and Finance that have seen increased costs and strain on operating budgets; continue providing benefits that were under-funded for a number of years; increase a position to full-time in Mail/Distribution Services to better serve the campus; add a parking specialist to the newly expanding Parking Services office; and provide some discretionary funds for the vice president. These funded initiatives were accomplished and completed in FY 2007-08 which allowed Administration and Finance to continue and expand its services to the University.

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In addition to receiving increased funding in FY 2007-08, Administration and Finance also had a great opportunity to review all of its services and funding due to a three percent (3%) budget reduction process as mandated by the Governor of Kentucky. All administrators and units within Administration and Finance took a hard look for potential identification of efficiencies, eliminations, restructuring of services, reallocations/reinvestments of dollars, and cost savings to better utilize human and financial resources. Challenges Challenges for Administration and Finance in FY 2007-08 were numerous. The budget reductions mentioned above caused a rescission of almost $200,000 for Administration and Finance. Reductions included: a loss of operating dollars for the Bank of Kentucky Center, University Printing, Deferred Maintenance, numerous units in Operations and Maintenance, University Architect/Design and Construction Services, Financial and Operational Audit; Procurement Services, and Public Safety; and a reduction in staff development and reserved expenditures dollars for the vice president. These unit accounts are now stretched to maintain the level of current services. For instance, Public Safety had to reduce its operating account, but has seen increased prices in gas for its cruisers which now stretches its budget to a maximum. While Administration and Finance was able to keep current staffing levels with the budget reductions except the loss of one vacant position in Operations and Maintenance, workloads, modest staffing levels and time constraints continue to pose challenges across the division. The PRISM project (SAP development) continues to make great demands on numerous offices across Administration and Finance causing long work hours and heavy workloads. Facilities Management personnel continue to experience intense workloads due to capital construction projects, new renovations (Callahan Hall), increased landscaping needs, and general maintenance of an expanded/larger and aging campus. Procurement Services has also seen increases in workloads due to issuing numerous new RFPs for the new health care contract, banking services, campus copiers, campus-wide emergency notification systems, security cameras and bids for the Bank of Kentucky Center, Student Union, Welcome Center Garage and Callahan Hall. In addition, workloads across the division expanded with the support of NKU’s reaffirmation of the SACS accreditation process, new planning process, budget reductions processes for FY 2007-08 and FY 2008-09. Another issue affecting workloads is the learning of the new SAP system across the division since the financial and human resources are used, updated and maintained primarily by Administration and Finance personnel. In FY 2007-08, the challenges definitely affected the work environment for all of Administration and Finance. Morale and the ability to continue at the current pace is of utmost concern for the Vice President for Administration and Finance and his administrative staff. HIGHLIGHED ACCOMPLISHMENTS FOR FY 2007-08 Major Capital Construction Projects – In FY 2007-08, we continued making excellent progress on the major capital construction projects of the Bank of Kentucky (BOK) Center, the Welcome Center garage, and the Student Union Center. The Bank of Kentucky (BOK) Center and Welcome Center garage were available to host the 2008 commencement ceremonies. NKU anticipates receiving a final certificate of occupancy in July, 2008 and the building will be fully operational in late summer/early fall. The BOK Center continues to receive rave reviews from all individuals that tour the facility. In addition, the decision to utilize the management firm, SMG, continues to demonstrate another good decision by Administration and Finance as ticketed event dates continue to increase, nearing 100 event dates for the building. The Welcome Center garage, which includes a new Welcome Center and Parking Office, also remains on schedule to open in time for fall semester, providing us with more than ample parking for the beginning of a fall semester. The Student Union remains on schedule for completion prior to the beginning of the fall semester and will revitalize the core of the campus. Another major capital construction project is the Center for Informatics. The RFP and presentations for design on the Center for Informatics have been completed. While we now have an energetic, forward thinking design, we confront scope issues and will need to work across divisional lines to insure this facility is completed to all parties’ satisfaction.

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Other major construction projects in FY 2007-08 include: the Callahan Hall Renovation, a 460-bed residence hall that is anticipated to be completed for fall, 2008 occupancy; and the Soccer Stadium which will see groundbreaking in fall, 2008 and completion in fall, 2009. Master Plan Process - This initiative will provide a road map for all future capital construction and will analyze space and land needs as well. The majority of the work on the Master Plan process will be completed by October 31, 2008. The final report will not be finished, but we will have completed the interview/meeting phase of the project and alternative options will have been selected. This project has proceeded smoothly. We have conducted the process in an open, transparent manner and have received feedback from all segments of the campus community as well as the community at large. While some might question the wisdom of such an open process, especially within the community, there is no one that can claim we have been discussing the plan behind closed doors and have had a hidden agenda. The belief of Administration and Finance leadership is that most of our colleagues are very happy with the preliminary master plan and we look forward to sharing the next phase of the project in the fall. PRISM - Financial Resources/Human Resources (Phase Two) - This project continues to be an extremely complex, difficult and challenging project. However, we proceed to make progress on the second phase of the project. This initiative will provide us with an opportunity to take full advantage of the flexibility and power of the SAP system. While both systems have now “gone live” they have done so with a minimum amount of enhancements. There are far more capabilities of the SAP software that we have yet to take advantage. This next phase of the project will provide us with this opportunity. This has not come without a price, apart from the escalating dollars needed to fund the project. The amount of time, dedication, and stress this has placed on our staff in the Office of the Comptroller and Human Resources is outstanding. Those most involved in the process have truly paid a price and the minimal dollars given as supplemental compensation does not come close to acknowledging the sacrifices they have made. The project has also taken a toil on the remainder of the staff who have been required to “pick up the slack” while the aforementioned have been working on the project. The ability of the staff to maintain their sense of humor and sanity during the past three years has been extraordinary. It is truly a testament to the dedication and loyalty they have toward the University. Support SACS Initiative – The Vice President of Administration and Finance chaired the SACS Finance and Resources Committee. It was the responsibility of this Committee to accumulate all required and requested information related to annual financial statements, auditing, budgeting, and all documents related to our control over financial and physical resources. The Committee was outstanding and based on the feedback received from Pat Moynahan and Doug Robertson, heads of the SACS process, the documents produced by the Committee were exemplary and places this section of SACS compliance in very good condition. Expanded/Improved Services – Administration and Finance (A&F) continued to expand its offerings of quality services to the University community. The All Card operation continues to expand services; allowing parents and students to place dollars on their ID card via the web. Procurement Services has taken the University on-line with its purchasing functions, greatly streamlining the process and eliminating much of the paper process. The first ever Internal Audit newsletter was produced and this department continues to increase internal audits. Public Safety continues to stress community policing and we remain a very safe campus. Again, being a leader in sustainability, A&F added four electric vehicles in the Operations and Maintenance and Parking Services operations. Recycling efforts were increased across campus. NKU participated in “RecycleMania” placing 10th out of 91 in this national competition compared to similar-sized universities in production of recycled materials. While the Office of the Comptroller and Human Resources have been preoccupied with PRISM, A&F still managed to award a new health insurance contract with virtually zero increase to the university and our faculty and staff. Human Resources was also successful in implementing an expanded benefit program. The auxiliaries continue to perform well and provide positive cash flow. With the upcoming openings of the Bank of Kentucky Center and Student Union, A&F continued to work closely with our business partners, SMG and Chartwells, to insure that the level of amenities and services provided in both of these facilities meet campus expectations. Areas of focus included: a complete review of all final plans and food concepts to be included in the Student Union and the Bank of Kentucky Center, continued sale of Premium Seats and Private Suites in the Bank of

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Kentucky Center, and continued work with SMG on attracting programming to the BOK Center that is conducive with the University mission. All of the above accomplishments, in their own unique way, support “The Talent Imperative” and align with institutional priorities!! CONCLUSION Administration and Finance had an extremely challenging year in FY 2007-08; as you can see, one filled with accomplishments. We continue to take pride in the manner in which we support the mission of the university and consider it an honor and privilege to contribute to the academic and social successes of our students

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ASSESSING PROGRESS

INCREASE STUDENT ENGAGEMENT IN LEARNING C. Integrate student learning and employment by expanding both campus and community-based work-study, cooperative education, practica, and internship opportunities. Administration and Finance (A&F) continues to employ students as a part of its team while engaging students in relevant and meaningful employment and work assignments. In FY 2007-08, A&F employed a total of approximately sixty (60) students who are considered a vital part of our teams/groups since contributing to the workflow and production of many functions within the division. In FY 2007-08, A&F received an additional $25,000 for student employment in the areas of Human Resources ($20,000) and the Office of the Comptroller ($5,000). Both areas are large and multi-functional and employ student workers, cooperative education and internship students to perform a wide range of functions. Human Resources (HR) successfully utilizes and trains student employee in professional HR activities such as providing HR services to employees and applicants and to support HR staff in professional HR activities. In FY 2007-08, HR provided an internship opportunity for a student to work directly with the benefits manager. In the Office of the Comptroller, a significant amount of the funding is dedicated to cooperative education positions which benefit the students since they perform real accounting functions in an office environment. The University benefits in turn because the salary and benefits associated with student positions is less than the salary and wages associated with regular employees at a comparable level. Besides employing students to provide real-work learning experiences, A&F was involved in several other ways to develop student talent. For instance, Human Resources partnered with the master’s capstone course I/O Psychology class to engage students in meaningful work and service learning. The Senior Director of Human Resources worked with a team of four students for the entire semester to develop employee on-boarding and employee exit programs for NKU. The result was the development of a framework to enhance the hiring and orientation process at NKU. In addition, the basic components of a manager’s toolkit, to support NKU mangers when processing employees through orientation and exit, were developed. This relationship saved NKU more than $10,000 in consulting dollars. In addition, the Department of Public Safety has joined with the Department of Political Science and Criminal Justice to revise the student internship program (cadet). A new format has been developed with new goals and objectives. Many tasks have been added/deleted to enhance the program. Two students so far have applied for these internships. The Director of Public Safety has met with the Criminal Justice Department and a close working relationship has been formed with clear goals of what the internships should accomplish. The first interns for this new program will start this fall 2008 semester. Another instance of engaging students in learning/work opportunities occurred in the Facilities Management area where a student contributed major changes in sustainability through the promotion of recycling efforts on campus including: conducting a survey, purchasing and placing new recycling bins throughout campus, and producing publicity for awareness purposes. A student also assisted the President’s Climate Commitment Task Force through research and writing. As you can see, A&F continues to promote student learning and employment with real and meaningful work experiences and opportunities.

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ENSURE ACADEMIC QUALITY A. Ensure a supportive campus environment that enables students to thrive academically and socially, and fosters high quality relations among students, faculty, and staff. Administration and Finance continues to enable students to thrive in all ways by providing an environment conducive to learning including safe, modern, ample, maintained campus facilities and services along with sound fiscal stewardship. Facilities Management continues to maintain buildings, grounds, classrooms and faculty/staff offices with major and minor repairs in FY 2007-08 including: painted all classrooms, installed/repaired whiteboards; installed sidewalk on Kenton Drive; installed ADA ramp next to Founders Hall; installed stairs on emergency exit on back side of Albright; added automatic irrigation in several areas throughout campus; created an arboretum; prepared Florist building for occupancy; replaced furniture in several departments; completed office renovations in: Steely Library 131/133, 301, Founders Hall 105, 312; Landrum Hall 501/503, Covington Campus and Fine Arts 406; completed housing property renovations at: 11 Clearview, 221 Johns Hill Road, and Honors House; modified and painted commencement ramp and stage for the first graduation in the Bank of Kentucky Center; replaced faculty and student showers plumbing fixtures in Albright Health Center; replaced painting and plumbing hardware at Callahan Hall; redesigned and repainted lots K & L, and installed a crossover ramp internal to the lots; created gravel lot behind Kenton Garage; and renovated moot court room (Nunn Hall) for the Chase College of Law. Facilities Management was also enabled to do the following since receiving a net increase of $225,000 in non-recurring funds for deferred maintenance issues in FY 2007-08: replaced domestic hot water boiler in Albright Health center; replaced an emergency generator in the Fine Arts building, installed water filtration unit in the Power Plant to improve quality water in system and reduce maintenance, pressure cleaned and sealed exterior of Founders Hall and Nunn Hall, replaced carpet and floor tile in AS&T and BEP, replaced carpet in several offices, replaced heat exchanger in UC kitchen area, replaced free standing HVAC units in radio station, replaced dead trees behind Nunn Hall/Founders Hall, replaced HVAC controls and Variable Air Volume boxes in Bursar’s office area, replaced damaged/dirty ceiling tile campus-wide, replaced elevator motors in Founders Hall, completed roof/flashing repairs campus-wide, and replaced damaged concrete on the Plaza area. Other efforts of Facilities Management in the area of major capital construction for FY 2007-08 include: finalizing the completion and opening of the major construction project of the 9,400 seat area, The Bank of Kentucky (BOK) Center; opening the BOK Center for commencement ceremony in May, 2008, a full three months before substantial completion; finalizing the completion and opening of the major construction project of a 668-space parking garage near the BOK Center; finalizing the completion and opening of the Welcome Center for students returning in the fall of 2008; finalizing the completion and opening of Callahan Hall, a 460-bed residence hall near NKU for students returning in the fall of 2008; finalizing the completion and opening of the major construction projection of the Student Union Center for students returning in the fall of 2008; created a landscape bed in front of the Fine Arts building to

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“soften” the plaza; upgraded and restriped parking lots providing 362 additional spaces; and renovated numerous office areas to provide for expanded departments and added staff. Of significant importance to supporting the campus was the contributions resulting from the Emergency Communications Task Force as appointed by President Votruba and chaired by Vice President for A&F, Ken Ramey. The Task Force was a collaborative effort involving Public Safety, Information Technology, Academic Affairs, Student Affairs, Procurement Services, Business Operations and Auxiliary Services, Facilities Management and the Vice President for Administration and Finance. This task force researched emergency needs for NKU’s campus, other campus systems, and vendor equipment; constructed and proposed a budget; and purchased, installed and implemented a campus-wide emergency communications system that includes: outdoor sirens, indoor audio messaging, monitors on buildings, cameras in the parking lots and residence halls, and the Norse Alert which is an electronic notification systems that communicates emergency notices via text, voice and email messages, and calls to cell and landline phones. This system alerts students, faculty and staff of emergency situations involving such events as weather warnings and difficulty or threatening individuals or circumstances. NKU administration supported this effort with $1 million that included $800,000 in equipment as well as other services and items. The entire emergency communications system is in place, has been tested, and is working appropriately. Other areas of A&F contributed to ensuring a supportive campus environment include Public Safety, Office of the Comptroller, Procurement Services and Financial and Operational Audit. Public Safety added three new police officers, purchased two new patrol bicycles and certified one-half of the police officers to patrol on bicycles with every shift having one or two officers patrolling on bicycles to promote better community policy on campus with students, faculty, staff and others; and obtained surplus laptop computers from surplus property and purchased vehicle mounts with the laptop being installed in the patrol vehicles with all officers being trained in MDT (mobile date terminal) operation which allows officers access to information and recording of information more promptly. Public Safety also implemented a Motorist Assist Program (MAP) with a guard position responding to all calls for assistance with vehicles. The MAP guard is able to assist in jumping batteries, gaining access to a locked vehicle, and can install and remove wheel immobilizers for Parking Services. The campus community now has a reliable and timely response to their vehicle malfunctions. Sound fiscal management continues to be a priority for A&F. In an effort to increase the purchasing power of the University and allow departments and projects to accomplish more with their funding, Procurement Services exceeded their targeted FY 2008-2009 goal of a 25% increase and the FY 2009-2010 of a 50% increase goal in the number of solicitations (Requests for Quotation, Invitations to Bid, and Requests for Proposals) with an actual increase in FY 2007-08 in the number of solicitations by 56%. (While the number of formal Requests for Quotation decreased slightly, these numbers do not include internet procurement card purchases where informal quotes are standard practice but not specifically cataloged.) In addition, the Office of the Comptroller continues to provide sound fiscal management as evidenced by external audits that contain and confirm no material findings for over 30 years. The Office of Financial and Operational Audit continues to perform internal audits that examine internal controls and processes, make recommendations, and review recommendations for implementation. As you can see,

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A&F continues to enable students to thrive in all ways by providing an environment conducive to learning including safe, modern, ample, maintained campus facilities and services along with sound fiscal stewardship.

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ENGAGE IN EFFECTIVE REGIONAL STEWARDSHIP

B. Deepen our regional commitment to P-12 education, economic development, local government planning, non-profit capacity building, environmental preservation and enhancement, and health care, particularly in ways that complement Vision 2015. Administration and Finance (A&F) continues and expands its services to the regional campus community by providing excellent services to its members including utilization and management of the Bank of Kentucky Center, event scheduling for campus space, sustainability, and program/exhibits open to the public. In addition, A&F continues its relationships with community representatives including city and community officials/politicians and state representatives. The Bank of Kentucky (BOK) Center is significant in displaying NKU’s effective regional stewardship. With non-recurring funding of $505,350 in FY 2007-08 for the BOK Center, A&F’s Business Operations and Auxiliary Services was able to fund operational and consulting expenses and hire all professional and support staff positions based on the approved schedule submitted by SMG, the management firm for the BOK Center. SMG was able to alter the hiring schedule slightly to allow NKU to recover some of the funding assigned for this task. SMG has also begun contracting with clients, advertising the events and the BOK Center, sold ten of the twelve luxury suites, and sold between 40-50% of the total available advertising inventory. The sales and marketing staff are currently engaged in the sales process for building inventory as they are now able to host potential clients and show them the building as well as where their advertising staff might be. Currently, SMG has sold five hundred of the one thousand seats the building has designated for premium seating. Sales and marketing staff continue to work on this project as interest historically grows closer to the announcement of the calendar of athletic and entertainment events. The BOK is currently ahead of schedule for construction and will meet its opening date for fall, 2008. A major contribution of NKU’s in the support of effective regional stewardship is the collaboration of NKU and the City of Highland Heights in the incorporation of NKU’s campus into the City limits. In this agreement, the City and NKU benefit in many ways. NKU received needed property and buildings while the City will receive a recurring 1% payroll tax beginning July 1, 2008. This collaborative agreement was a win-win situation for both parties and is a great example of NKU’s commitment to effective regional stewardship. Other areas services for the regional campus community include: full campus-wide use of the event scheduling software; expanded Wellness Program offerings held throughout the campus, a campus-wide recycling program was initiated and advertised with three new recycling positions, new recycling equipment, and new recycling bins throughout the campus supporting this effort. Last year, NKU took great strides in reducing waste on campus by expanding the recycling program. In support of the NKU Presidents Climate Commitment Task Force, we reduced campus waste even further by competing in RecycleMania, a 10-week competition among U.S. college and university recycling programs. The purpose of RecycleMania was to increase awareness of and involvement with campus waste reduction and recycling efforts. Schools compete by measuring the total waste (trash + recyclables) collected on campus

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http://access.nku.edu/campusplan/climatecommitment


http://www.recyclemaniacs.org/index.htm



from January 27-April 5. In the spirit of friendly competition, the Recycling Program set an ambitious goal for the NKU community: generate less than 3 lbs of waste per person each week which was the waste per person collected by the winner of last year's RecycleMania. NKU shined in RecycleMania! When the final results were tallied, NKU placed 10th out of 95 schools participating in the “Waste Minimization” competition.

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RECRUIT AND RETAIN OUTSTANDING FACULTY AND STAFF A. Create a competitive advantage in the recruitment and retention of a diverse faculty, staff, and administration through exemplary salary and benefits practices. A&F’s Human Resources (HR) department continues to create a competitive advantage in the recruitment and retention of a diverse faculty, staff and administration through exemplary salary and benefits practices. In FY 2007-08, the first phase of the new staff salary compensation plan was launched for over 900 current staff positions after conducting a comparative, competitive analysis of staff total compensation practices (compensation and benefits) in the two previous years. A new salary structure was created and all employees falling below the minimum as determined by the market were adjusted to the minimum. HR established plans to continue the process until every staff position is at the appropriate level of compensation. Policy was developed and approved to monitor and maintain market position while moving forward. In addition, HR established salary guidelines based on market and other comparative data, created standard classification guidelines, and created compensation and classification policies. An example of these new policies and guidelines is the ability of hiring managers to hire with a starting salary up to a mid-point salary level depending upon qualifications of the new employee. In addition, HR plans to perform an annual review (Compensation and Classification in process) during the budget process and conduct regular salary surveys and market reviews, , and create appropriate tools and processes to access compensation an classification levels and guidelines. HR serves as the repository for all campus compensation and classification data. Besides creating a competitive advantage for the recruitment and retention of outstanding staff with the launching of the new staff salary compensation plan in FY 2007-08, HR’s benefits area received approval by the Board of Regents (May, 2008) to begin extending to faculty and staff health insurance benefits to others who have not been covered in the past. Eligibility for the “Extended Family Dependent” coverage begins in January, 2009 and includes any member of the households of faculty and staff who:

Is age 18 or older and mentally competent to consent, and Is either not related by blood to the employee, or if a blood relative (or relative by adoption or

marriage) is of the same or younger generation of the employee, and Is not legally married to anyone, and Is not currently eligible for any part of Medicare, and Must be residing in the employee's household and have done so for a period of at least 12 months,

and Must be financially interdependent (for example, have joint checking account or joint mortgage)

for 12 months or longer, which could be demonstrated upon request by providing proof of existence of at least one of the following:

A joint mortgage or lease or other evidence of common residence such as joint utility bills Durable property or health care power of attorney Joint ownership of a motor vehicle Joint checking account/credit account

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Designation of each other as the primary beneficiary in a will, life insurance policy, or retirement plan

This approval by the Board of Regents is a significant change in benefits that has been requested and sought after for some years by administration, faculty and staff. In addition, HR’s benefits area along with the support of the Health Utilization Committee, initiated an RFP for medical coverage. After a three-month selection process, the contract was awarded to Humana. We now offer a broader selection of plans and coverage to our employees including a consumer driven, high deductible plan that includes a Health Savings Account. In FY 2007-08, the Wellness Program was greatly enhanced. The Wellness Program now reports directly to HR instead of having a dual reporting relationship with HR and Campus Recreation of Students Affairs. The Wellness Program established a “front door” in its new location in Founders Hall. The program staffing level was restructured and was able to add a new position of assistant director. All these efforts enabled NKU to provide a competitive advantage over other area employers.

B. Recruit and retain faculty, staff, and administrators who have the interest and ability to assure that our full mission is served. In FY 2007-08, A&F’s Human Resources (HR) department took steps toward changing the HR Employment Services model to one of a more direct proactive support and service to hiring departments. HR was extremely successful in providing proactive support and service to the Office of the President (OP) in the search for the position of Assistant to the President by meeting with the president and the OP staff to hear, understand and recommend necessary qualifications for the position, screening applicants, conducting initial and follow-up interviews, checking references and coordinating the timeline and paperwork efforts for the search. HR also offered proactive and support services to the Office of the Vice President for Administration and Finance in the replacement process for the Assistant to the Vice President. HR will continue to develop these services in the upcoming FYs 2009 and 2010 as well as developing and implementing a mission driven interviewing process and training. Other areas of support in recruiting and retaining faculty, staff and administrators is HR’s continuing efforts to advertise available positions and benefits in professional and diverse publications and on an expanded on-line web page; reviewing and updating the comprehensive benefit package such as beginning to offer health coverage in FY 2009-10 for household members not usually covered in previous years, implementing the staff compensation plan; and continuing to offer professional development and travel in the times of budget reductions.

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C. Serve as a regional model for employee leadership development by implementing an integrated training program in supervision, leadership, career advancement, and succession planning. In FY 2007-08, Administration and Finance’s Human Resources department was heavily involved in bringing up Phase 1 of the HR module of SAP. During this fiscal year and the preceding two fiscal years, almost all HR staff members participated in the development, testing and implementation go-live date of October 1, 2007. Therefore, the proposed planning in the areas of development and implementation of a tiered supervisor training program for new supervisors, experienced supervisors and leadership development, building a curriculum for professional training and development courses; regularly assess training needs; and identifying and managing external providers will primarily occur in FYs 2009 and 2010. HR did hire an SAP training manger who will lead the training team in developing and implementing a full range of SAP-related hands-on and on-line classes/resources, communication resources, and retooling opportunities to improve operational productivity and efficiency relating to the HR module of SAP. In addition, HR did continue offering courses such as MBA Essentials, a 12-week course that is a sharply focused overview of the topics most commonly covered in the MBA programs of the nation’s most prestigious Business Schools. F. Serve as a regional model for our commitment to healthy lifestyles by offering state-of-the-art health and wellness programs.

The Wellness Program was reassigned in FY 2007-08 to report directly to Administration and Finance (A&F) instead of a dual reporting structure of A&F and Student Affairs. With the reassignment came a recurring existing budget of $100,000 in addition to the current funding in A&F under the Human Resources department. A redesign of the staffing structure occurred resulting in reclassifications for the director and coordinator positions and a majority of the reassigned funding going to a new position of assistant director, who is scheduled to begin in August, 2008. The Wellness Program established a new home office equipped with furnishing to model ergonomic choices. In FY 2007-08, NKU’s Wellness Program was recognized in both regional and national publications receiving accolades for its programming. In addition, the director of the Wellness Program was asked to serve on the Governor’s Wellness Task Force. Successful programming for faculty, staff and students has continued including: Healthy Mondays, speaker series, Weight Watchers, on-site classes, health raisers, wellness road shows, and student health 101.

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G. Engage in an annual review of benefits that includes such areas as wellness, work-life balance, and creative management of benefit dollars. Administration and Finance’s Human Resources department conducts a review of benefits on a continuous basis and no less than annually. As a result of the annual review of benefits in FY 2007-08, NKU saw significant changes in health care offerings for all its employees. After exploring benefit offerings from numerous vendors over a three-month period, the benefits area with the support of the Health Utilization Committee, selected the health care offerings of Humana. The offerings are a broader selection of plans and costs for NKU employees including a consumer- driven, high deductible plan that includes a Health Savings Account. Healthcare utilization is monitored monthly. In FY 2007-08, a significant change in benefits offerings was approved by the Board of Regents (May, 2008) that will include offering healthcare coverage to extended family for those in the households of faculty and staff who have in the past not been covered. Eligibility for the “Extended Family Dependent” coverage, beginning in January, 2009, includes the following criteria:

Must be age 18 or older and mentally competent to consent, and Is either not related by blood to the employee, or if a blood relative (or relative by adoption or

marriage) is of the same or younger generation of the employee, and Is not legally married to anyone, and Is not currently eligible for any part of Medicare, and Must be residing in the employee's household and have done so for a period of at least 12 months,

and Must be financially interdependent (for example, have joint checking account or joint mortgage)

for 12 months or longer, which could be demonstrated upon request by providing proof of existence of at least one of the following:

A joint mortgage or lease or other evidence of common residence such as joint utility bills Durable property or health care power of attorney Joint ownership of a motor vehicle Joint checking account/credit account Designation of each other as the primary beneficiary in a will, life insurance policy, or

retirement plan Beginning in FY 208-09, HR plans to implement the offering of comprehensive health risk assessments to employees and other covered family members to determine priority health/wellness needs; conduct focus groups and employee survey to assess optional benefit offerings; and conduct market review of creative competitive benefit options. These assessments will direct future programming efforts. A&F’s HR department also saw the support of NKU administration with the funding of on-going benefits such as the faculty/staff Employee Assistance Program with St. Elizabeth Medical Center, FEBCO (flexible spending accounts) and Ceridian for COBRA benefits. These benefits have been funded in the past, but due to cost increases, they became under-funded. Securing the $40,000 in recurring funding allows HR to continue to offer these important benefits for all employees of NKU.

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H. Review and adjust staffing levels to address past and future growth and ensure outstanding service. In FY 2007-08, all areas of Administration and Finance did an extensive review of staffing levels due to the recurring reduction in state appropriations to NKU for FY 2007-08 and FY 2008-09. Numerous options were explored such as outsourcing various functions, elimination of certain positions, and adjusted/modified work week schedules. In addition, Human Resources developed a plan and policy to assure all areas of NKU were taking the appropriate approach when determining to cut positions and lay-off employees. After the extensive review of staffing levels in A&F in reference to meeting budget reduction goals, no outsourcing or adjusted or modified work schedules were needed to meet reduction goals. However, one full-time, regular, second-shift HVAC position that was vacant at the time was eliminated. The review of staffing levels did include recurring expansion needs for areas within Facilities Management due to several new buildings coming on-line (BOK Center, Student Union Center, Callahan Hall). A number of new positions were funded to meet these needs.

L. Develop recruitment, performance planning, and evaluation procedures based on the university’s strategic priorities and unit goals and objectives. As proposed in the planning process for FY 2007-10, Administration and Finance’s Human Resource (HR) department began to shift the employment services model to offer more direct proactive support and service to hiring departments. HR was extremely successful in providing proactive support and service to the Office of the President (OP) in the search for the position of Assistant to the President by meeting with the president and the OP staff to hear, understand and recommend necessary qualifications for the position, screening applicants, conducting initial and follow-up interviews, checking references and coordinating the timeline and paperwork efforts for the search. In addition, HR offered proactive and support services to the Office of the Vice President for Administration and Finance in the replacement process for the Assistant to the Vice President. HR will continue to develop these services in the upcoming FYs 2009 and 2010. Throughout fiscal years 2009 and 2010, Human Resources will continue to develop and implement a mission driven interviewing process and training, and will provide support and services for: the development of campus-wide recruiting, performance planning and evaluation policies, procedures and standards, on-line tools and resources, sourcing strategies, strategic recruiting, performance and evaluation procedures advice, candidate cultivation, the enabling of shared candidate pools, and management of external search engines/firms.

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INCREASE PUBLIC AWARENESS OF NKU I. Expand opportunities for community citizens to participate in campus activities and programs. A&F continues to support community citizens participation in campus activities and programs by facilitating the activities on campus (parking, traffic, set-up for activities, policing, etc), as well as offering programs such as community policing programs and supporting utilization of the Health Center. In FY 2007-08 A&F’s Facilities Management areas continued to make contributions in these efforts by setting-up for on-campus activities such as orientation for incoming freshmen and parents, walk-a-thons, off-campus group activities, visits by legislators, tours of the Bank of Kentucky Center, graduations, theater, musical and athletic events as well as maintaining the Health Center. Public Safety was involved in facilitating parking and traffic for these events as well as the use of the Health Center. In addition, Public Safety conducted community policing events/presentations such as the Rape Aggression Defense Program, Safety Day to promote safety for children by informing participants about car seats for children, fingerprinting and photographing children, and partnering with Campbell County Police to offer an extended Citizens Police Academy Program. This program has received excellent reviews from participants that included community folks, students, faculty and staff.

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EXPAND NKU’S FINANCIAL BASE AND CAPITAL ASSETS E. Encourage and provide appropriate incentives for faculty and staff to be involved in entrepreneurial activities that are consistent with our mission and create additional revenue streams. A&F continues to review its activities and services for possible changes in fee and chargeback structures, full-costing of some services, creation of auxiliary services, and exploring other options to generate revenue streams. This review brought changes in the creation of an auxiliary and increase in revenues due to fee rate changes. After an extensive and collaborative review of Parking Services throughout FY 2007-08, a unanimous decision was made by the VP for A&F, Public Safety, Business Operations and Auxiliary Services, Office of the Comptroller and Budget Office to structure Parking Services as a self-supporting auxiliary. This change is effective in FY 2008-09 beginning on July 1, 2008 and moves the reporting relationship from Public Safety to Business Operations and Auxiliary Services. The fee process in FY 2007-08 will bring additional revenues beginning in FY 2008-09. New fees will be initiated by: the All Card Office so that University ID cards for special groups on campus will be issued; Conference Management increased room rental rates for groups that utilize space on NKU’s campus; University Printing will increase rates slightly to continue to provide services at the current and expanded levels; Operations and Maintenance doubled the rate for lost key replacement and slightly increased the charge for use of a mini-bus due to increased costs of operations; Parking Services increased current parking fees across the board and introduced new parking fees part-time faculty, frequent visitors permit, garage/departmental visitor parking, Callahan Hall parking, and citation violations for failure to pay garage fee, unauthorized use of permit, and unauthorized removal of wheel lock device. In addition, the fee process also included new chargebacks beginning July 1, 2008 in University Printing for graphic designing and in Mail/Distribution Services for bulk-mailings. The new chargeback fees will help offset increases in operational expenses.

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F. Update the campus master plan and seek funding for its implementation, placing a high priority on renovating Founders Hall, constructing a health innovation center and other academic facilities, expanding indoor and outdoor recreational space and outdoor athletic facilities, and creating comfortable indoor and outdoor gathering places, ample green space, and attractive walkways. Administration and Finance continues to makes efforts toward updating the campus master plan, maintain and request funding for renovating Founders Hall, construct a health innovations center and other academic facilities, expand indoor and outdoor recreational spaces and outdoor athletic facilities, and create comfortable indoor and outdoor gathering places, ample green space, and attractive walkways. In FY 2007-08, the Master Plan update progressed on schedule, providing focus on important planning issues related to future growth and improvement to the physical campus. Two campus committees are assisting with the work effort, and on-campus visits by the master planners have resulted in good dialogue and progress on the plan. In September, 2008, the master planners return to campus to present the results of two focus area studies, and in January, 2009, will present the final master plan to the campus. In FY 2007-08, Administration and Finance (A&F) received an additional $50,000 in non-recurring funds to increase the scope of the Master Plan Update project. The funding is for contracted services of professional facilities planning and other related project expenses. Maintaining and building new academic facilities continue to be a priority for A&F’s Facilities Management (FM). Founders Hall is NKU’s number one capital project that still has received no funding after numerous requests at the state level. Currently, Facilities Management is simply trying to maintain the conditions of Founders Hall. Renderings of the Health Innovation Center were produced to assist University Advancement in fundraising. Progress was seen in FY 2007-08 for the Center for Informatics including the selection of the architectural/engineering contractors with plans to break found in the spring of 2009. In other academic buildings the following was accomplished: painted all classrooms in the fall of 2007; installed/repaired whiteboards; prepared Florist building for occupancy; replaced furniture in several departments; completed office renovations in Steely Library 131/133, 301, Founders Hall 105, 312; Landrum Hall 501/503, Covington Campus and Fine Arts 406; modified and painted commencement ramp and stage for the first graduation in the Bank of Kentucky Center; replaced faculty and student showers plumbing fixtures in Albright Health Center; replaced painting and plumbing hardware at Callahan Hall; and renovated moot court room (Nunn Hall) for the Chase College of Law. Other deferred maintenance repairs include: replaced domestic hot water boiler in Albright Health Center; replaced an emergency generator in the Fine Arts building; installed water filtration unit in the Power Plant to improve quality water in system and reduce maintenance; replaced carpet in several offices; replaced heat exchanger in UC kitchen area, replaced free standing HVAC units in radio station; replaced carpet and floor tile in AS&T and BEP; replaced damaged/dirty ceiling tile campus-wide; replaced elevator motors in Founders Hall; and conducted roof/flashing repairs campus-wide. Other efforts of Facilities Management in the area of buildings and expanding NKU’s financial base and capital assets include major capital construction projects such as: finalizing the completion and opening of the major construction project of the 9,400 seat area, The Bank of Kentucky Center (BOK); finalizing the completion and opening of the major construction project of a 668-space parking garage near the BOK

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Center; finalizing the completion and opening of the Welcome Center for students returning in the fall of 2008; finalizing the completion and opening of Callahan Hall, a 460-bed residence hall near NKU for students returning in the fall of 2008; finalizing the completion and opening of the major construction projection of the Student Union Center for students returning in the fall of 2008; upgraded and restriped parking lots providing 362 additional spaces; and renovation of numerous office areas to provide for expanded departments and added staff. Expanding indoor and outdoor recreational space and outdoor athletic facilities includes a couple of accomplishment for FY 2007-08 with more expected in FYs 2009 and 2010. In FY 2007-08, Facilities Management continued to renovate and repair existing facilities, but had no additional funding for expansion. With the opening of the Bank of Kentucky Center, additional indoor recreational and athletic space will be available as well as an increase in use of Regents Hall for open gym activity may occur. Efforts were made in FY 2007-08 toward creating additional comfortable indoor and outdoor gathering places. Facilities Management replaced lounge furniture in several buildings and is planning added work in the AS&T lounges, added more outdoor seating areas around campus, and planted trees to enhance outdoor spaces and make them more inviting. In addition, green space was added around campus with approximately 60 new trees, new planting beds, upgraded softscape on the plaza near the Fine Arts building, areas around AS&T, the new parking facilities near the new Welcome Center and the back area of the Bank of Kentucky Center, and dead trees behind Nunn Hall/Founders Hall were replaced. An automatic irrigation system was installed in several areas throughout campus. In addition, an arboretum area east of the lake was created. Facilities Management applied for and received a grant of $8,000 in matching funds to develop this area as an arboretum. The grant required that we use native trees, thereby, reducing the need for fertilizers and other care to maintain them. Over 40 trees were planted this spring and summer and plaques identifying each of them were placed at the base of the tree. The arboretum not only enhances the appearance of the lake and walkway area, but provides an educational opportunity for our students and the community. Additional attractive walkways were installed on Kenton Drive, an ADA ramp next to Founders was installed, and stairs on emergency exit on back side of Albright Health Center was installed. Other items by Facilities Management to increase attractive walkways include the pressure cleaning and sealing of the exterior of Founders Hall and Nunn Hall, replacing damaged concrete on the Plaza level, and the redesign and repainting of parking lots K & L.

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G. Renovate and upgrade faculty offices and public areas. A&F’s Facilities Management areas continue to renovate and upgrade faculty offices and public areas as funds are available. In FY 2007-08, Facilities Management continued to maintain buildings, grounds, classrooms and faculty/staff offices with major and minor repairs including: painted all classrooms, installed/repaired whiteboards; installed sidewalk on Kenton Drive; installed ADA ramp next to Founders; installed stairs on emergency exit on back side of Albright; added automatic irrigation in several areas throughout campus; created an arboretum; prepared Florist building for occupancy; replaced furniture in several departments; completed office renovations in: Steely Library 131/133, 301, Founders Hall 105, 312; Landrum Hall 501/503, Covington Campus and Fine Arts 406; completed housing property renovations at: 11 Clearview, 221 Johns Hill Road, and Honors House; modified and painted commencement ramp and stage for the first graduation in the Bank of Kentucky Center; replaced faculty and student showers plumbing fixtures in Albright Health Center; replaced painting and plumbing hardware at Callahan Hall; redesigned and repainted lots K & L, and installed a crossover ramp internal to the lots; created gravel lot behind Kenton Garage; and renovated moot court room (Nunn Hall) for the Chase College of Law. Facilities Management was also enabled to do the following deferred maintenance issues in FY 2007-08 that benefit students, faculty, staff and visitors as well s impact public areas including: replaced domestic hot water boiler in Albright Health center; replaced an emergency generator in the Fine Arts building, installed water filtration unit in the Power Plant to improve quality water in system and reduce maintenance, pressure cleaned and sealed exterior of Founders Hall and Nunn Hall, replaced carpet and floor tile in AS&T and BEP, replaced carpet in several offices, replaced heat exchanger in UC kitchen area, replaced free standing HVAC units in radio station, replaced dead trees behind Nunn Hall/Founders Hall, replaced HVAC controls and Variable Air Volume boxes in Bursar’s office area, replaced damaged/dirty ceiling tile campus-wide, replaced elevator motors in Founders Hall, roof/flashing repairs campus-wide, and replaced damaged concrete on the Plaza area. Other areas of impact to faculty, students, staff, visitors and public areas by Facilities Management for FY 2007-08 include major capital construction that includes: finalizing the completion and opening of the major construction project of the 9,400 seat area, The Bank of Kentucky Center (BOK), for commencement ceremony in May, a full three months before substantial completion; finalizing the completion and opening of the major construction project of a 668-space parking garage near the BOK Center; finalizing the completion and opening of the Welcome Center for students returning in the fall of 2008; finalizing the completion and opening of Callahan Hall, a 460-bed residence hall near NKU for students returning in the fall of 2008; finalizing the completion and opening of the major construction projection of the Student Union Center for students returning in the fall of 2008; created a landscape bed in front of the Fine Arts building to “soften” the plaza; upgraded and restriped parking lots providing 362 additional spaces; and renovated numerous office areas to provide for expanded departments and added staff. In addition to renovations, upgrades and construction projects that impact faculty, students, staff, visitors and public area, the Facilities Management area of Campus and Space Planning received an additional

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$100,000 in non-recurring funds for land acquisition. The dollars were used to purchase properties at: residences at 16 Clearview ($160,000); 211 Johns Hill Road ($80,000) and 13 Clearview ($161,000); and a business at the main entrance to NKU’s Highland Heights campus - Victor H. Brown Florist at 2622 Alexandria Pike, ($630,000). Land purchases in FY 2007-08 totaled $1,031,000. These land acquisitions are extremely important to the growth and expansion of the University. H. Participate actively in the planning of the NKU Foundation development adjacent to the Bank of Kentucky Center to help ensure congruency with the university’s architecture and mission. Administration and Finance, particularly the offices of the VP for A&F and Facilities Management, did participate in the planning of the NKU Foundation development, however, the participation in FY 2007-08 was minimal since it was the first year for the new director of the NKU Foundation. Administration and Finance has worked closely with the NKU Foundation since the beginning of the project, and has expended considerable resources improving Parcel B which is actually projected in the second phase of the development. The Vice President for Administration and Finance serves on the Negotiating Committee for the project and the Assistant Vice President for Facilities Management serves on the NKU Foundation Properties Inc Board of Directors as the vice president. A&F anticipates active participation in fiscal years 2009 and 2010 as NKU and the NKU Foundation continue to proceed in selecting a developer to finance, design, build, lease, and manage a mixed-use development on the 12-acre tract of land located at the corner of U.S. 27 and Nunn Drive, at the entrance to NKU’s Highland Heights campus. The project is to include a substantial office component, a hotel with conferencing capability and integrated retail occupancies compatible with university and office uses. The site is a premier location for market-based, university associated development and is located in the Technology Commercialization Triangle and the county’s Enterprise Zone. It is currently zoned Mixed Land Use (MLU).

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I. Ensure a safe and secure campus environment that fosters university community, student engagement, and academic success. Administration and Finance made significant contributions to ensure a safe and secure campus environment in FY 2007-08. Of great importance to the campus was the contributions resulting from the Emergency Communications Task Force as appointed by President Votruba and chaired by Vice President for A&F, Ken Ramey. The Task Force was a collaborative effort involving Public Safety, Information Technology, Academic Affairs, Student Affairs, Procurement Services, Business Operations and Auxiliary Services, Facilities Management and the Vice President for Administration and Finance. This task force researched emergency needs for NKU’s campus, other campus systems, and vendor equipment; constructed and proposed a budget; and purchased, installed and implemented a campus-wide emergency communications system that includes: outdoor sirens, indoor audio messaging, monitors on buildings, cameras in the parking lots and residence halls, and the Norse Alert which is an electronic notification systems that communicates emergency notices via text, voice and email messages, and calls to cell and landline phones. This system alerts students, faculty and staff of emergency situations involving such events as weather warnings and difficulty or threatening individuals or circumstances. NKU administration supported this effort with $1 million that included $800,000 in equipment as well as other services and items. The entire emergency communications system is in place, has been tested, and is working appropriately. A&F continues and expands its efforts/services to ensure a safe and secure campus environment through the areas of Facilities Management and Public Safety. Facilities Management (FM) continues to maintain existing and new buildings, buildings systems, grounds, classrooms and faculty/staff offices while meeting ADA and building code compliances. Major and minor repairs and updates by FM in FY 2007-08 that encourage a safe and secure campus environment include: installed sidewalk on Kenton Drive, installed ADA ramp next to Founders, installed stairs on emergency exit on back side of Albright, modified and painted commencement ramp and stage for the first graduation in the Bank of Kentucky Center, replaced faculty and student showers plumbing fixtures in Albright Health Center, redesigned and repainted lots K & L, installed a crossover ramp internal to the lots, replaced domestic hot water boiler in Albright Health Center, replaced an emergency generator in the Fine Arts building, installed water filtration unit in the Power Plant to improve quality water in system and reduce maintenance, replaced carpet and floor tile in AS&T and BEP, replaced carpet in several offices, replaced heat exchanger in UC kitchen area, replaced free standing HVAC units in radio station replaced HVAC controls and Variable Air Volume boxes in Bursar’s office area, replaced elevator motors in Founders Hall, roof/flashing repairs campus-wide, and replaced damaged concrete on the Plaza area. Some of these efforts were enabled by a net increase of $225,000 in non-recurring funds for FY 2007-08. Public Safety provided significant contributions in the area of ensuring a safe and secure campus environment. Public Safety added three new police officers, purchased two new patrol bicycles and certified one-half of the police officers to patrol on bicycles with every shift having one or two officers patrolling on bicycles to promote better community policy on campus with students, faculty, staff and others; and obtained surplus laptop computers from surplus property and purchased vehicle mounts with the laptop being installed in the patrol vehicles with all officers being trained in MDT (mobile date

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terminal) operation which allows officers access to information and recording of information more promptly. Public Safety also implemented a Motorist Assist Program (MAP) with a guard position responding to all calls for assistance with vehicles. The MAP guard is able to assist in jumping batteries, gaining access to a locked vehicle, and can install and remove wheel immobilizers for Parking Services. The campus community now has a reliable and timely response to their vehicle malfunctions.

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INCREASE INSTITUTIONAL EFFECTIVENESS C. Establish and meet high standards for both quality and efficiency in all dimensions of our work. A&F continues to review, establish and implement high standards for both quality and efficiency in all dimensions of work. Examples of these successes in FY 2007-08 include:

Expanding the staffing levels in Facilities Management’s (FM) Operations and Maintenance (O&M) to include second shift staffing in various shops of an electrician, and electrician’s assistant, two general maintenance mechanics, a groundskeeper and a plumber. O&M received $250,000 in recurring dollars for these positions, however, one vacant position of a general maintenance mechanic was forfeited in the budget reduction process to take place in FY 2008-09. These newly acquired positions will help to deliver the much needed facilities services to the campus facilities after normal work hours. At the same time the department was able to redesign work schedules of the power plant staff to make that operation more efficient, provide necessary coverage and stabilize the work schedules of all staff members. In addition to an improvement in the operation of the plant this adjustment was a significant morale booster.

Expanding staffing levels in FM’s Operations and Maintenance (O&M) for the new student residence hall, Callahan Hall, including four custodians, two floor care, two general maintenance mechanics, one maintenance mechanic supervisor, one horticulture and one superintendent. All the positions have been filled utilizing the almost $380,000 in recurring dollars in FY 2007-08 and will help to deliver the much needed facilities services to students that are to be housed at the new Callahan Hall residences. To date this staff is supporting the building renovation efforts that are ongoing. The horticulture position was reallocated to the new Student Union Center.

Expanding staffing levels in Public Safety with three additional police officers. With $136,340 in recurring funds for the positions and $15,273 in non-recurring funds for uniforms/equipment. With the additional officers, the Department of Public Safety was able to address past and future growth of the campus community. These new positions will increase the sense of security and the law enforcement presence on all shifts. The addition of these positions also increase the officer-to-student ratio to equal that of other universities in the Commonwealth. One new position was quickly filled and another a few months later. These two positions assisted in meeting most of our expectations/outcomes. However, the last position has not been filled due to availability of qualified applicants. At least six (6) applicants were conditionally offered this position. The conditional offer was subsequently withdrawn after our standard background investigation due to undesirable polygraph tests, failure of physical fitness tests, or inadequate character investigations.

Expanding staffing levels in Parking Services/Public Safety with the addition of a parking specialist. In FY 2007-08, $37,171 in recurring dollars was received for this position that increased the institutional effectiveness of the University by allowing Parking Services to grow along with university enrollment. The desired outcome for this new position was to make possible the implementation of a new parking management system that would allow for more positive interactions between the campus community and Parking Services. Success of this position can be documented by the implementation of new programs and services such as on-line payment for permits and citations, completion of parking appeals, email notification of unpaid citations, and the daily documentation of funds received.

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Increasing the position of mail clerk from a part-time to a full-time position. In FY 2007-08, $14,419 was received by Mail/Distribution Services to convert the position to full-time. The current position and employee was increased to full-time. This action allowed the Mail Room operations to continue to function in an effective and efficient manner with the continued increased demand for services.

Expanding FM’s Operations and Maintenance dollars for Deferred Maintenance. In FY 2007-08, $250,000 in non-recurring dollars were invested in O&M which allows them to provide on-going facilities services, maintenance and replacement to campus facilities in order to provide a working, comfortable and safe environment to students, faculty and staff. Of the $250,000 increase, $24,992 was relinquished to assist in funding the Governor’s budget cut.

Initiating the TANK Shuttle and U-Pass Program. In FY 2007-08, $25,000 were received by FM’s Campus and Space Planning office to contract with TANK for shuttle service to NKU students, faculty and staff. The TANK shuttle operated successfully for approximately three weeks at the start of the 2007 fall semester, easing the parking crunch on campus. The U-Pass has been extremely successful, averaging 10,000 to12,000 trips per month and will continue in FY 08-09 and include access to Cincinnati METRO as an additional feature. The NKU Shuttle will begin operation in August 2008 and provide service on days classes are in session from Callahan Hall to the main campus in a continuous loop in 15-minute intervals.

Continuing to fund the under-funded, recurring benefits for faculty and staff including the Flexible Spending Account (FEBCO), Ceridian (COBRA Adm.), and the Employee Assistance Program at St. Elizabeth Medical Center, Edgewood, KY. These benefits have been utilized significantly by faculty and staff, but have increased in cost over the past several years. The funding of $41,500 assisted in retaining these benefits as a part of the benefit package offered to all faculty and staff.

Increasing operating budgets of direct reports to the VP, A&F in FY 2007-08. The Vice President for Administration and Finance distributed a total of $35,000 with $5,000 being distributed to each of his seven direct reports to supplement their operating budgets. Most of these operating budgets have not been increased in many years, but continue to have increased demands/costs. Several of the accounts have actually seen decreases due to budget reductions over the years. The seven direct reports include: Facilities Management, Office of the Comptroller, Business Operations and Auxiliary Services, Financial and Operational Audit, Procurement Services, Human Resources and Public Safety.

Requesting and receiving an additional $71,910 in reserved expenditure dollars for the Vice President for Administration and Finance. These dollars are discretionary and may be transferred for most purposes within budget policy for unrestricted NKU dollars. In FY 2007-08, $60,000 was used immediately to provide trees and softscape for the plaza level entrance to the Fine Arts building. Additional dollars were used to fund operating dollars for the Wellness Program, signage, educational opportunities (MBAEssentials), and project renderings.

Deciding collaboratively with the VP of Administration and Finance, the VP for Planning, Policy and Budget, the Budget Office, Public Safety, Parking Services, Business Operations and Auxiliary Services, and the Office of the Comptroller to move Parking Services to a full auxiliary in July, 2008. This move allows Parking Services to become fully self-supporting. Through the efficient collection of citations, registrations, and visitor fees, funds will be made available to

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provide for improvements to current parking lots and garages as well as the construction of future lots and garages.

Deciding to install new access controls equipment in the Welcome Center Garage and the University Garage in FY 2008-09. This equipment will allow only current students and employees who have purchased a parking hang tag to park in these locations by conveniently using their NKU all-card. The equipment will also provide a process for charging visitors at an hourly rate.

Planning to move the location of Parking Services to a more centralized location within the Welcome Center Garage beginning in the fall semester, 2008. This location near the center of campus will provide much better access to Parking Services for the campus community.

Purchasing two new patrol bicycles for Public Safety officers and certifying approximately one-half of the officers to patrol on bikes. Every shift has one or two officers patrolling on bicycles. The shift to more police on bikes will assist in reducing our dependence on expensive vehicle patrol and provide for better community policing on campus. In addition, a hybrid police cruiser will be purchased in FY 2008-09.

Obtaining surplus laptop computers for Public Safety vehicles and purchasing vehicle mounts. Laptop computers were installed in the patrol vehicles. All officers have been trained on the MDT (mobile date terminal) operation. All equipment is expected to be operational by the 2008 Fall Semester and will allow police officers prompt access to information and the ability to record information.

Implementing a Motorist Assistance Program (MAP). The job description for the guard position from the Covington Campus was expanded to include the duties of a MAP officer. This position responds to all calls for a battery jump or a locked vehicle. Additional duties are to install and remove wheel immobilizers for Parking Services. Implementing the MAP program freed officers from having to respond and leave their law enforcement/security functions. The campus community now has a reliable and timely response to their vehicle malfunctions.

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E. Increase the capacity and use of our information technology infrastructure to support improved learning outcomes, expanded access to educational programs, effective external communications, increased productivity, and data-driven decisions. Administration and Finance (A&F) continues to add great reliance on and support of information technology in most of its operations and services. In FY 2007-08, SAP demands on A&F’s Office of the Comptroller, Human Resources, and Bursar Operations continued including: further development of Phase 2 of the financial module (FI); implementation of the Human Resources (HR) module that went live on October 1, 2007; continued development and testing of the campus management (CM) module for student records and billing. Successes with SAP include: the FI module was utilized for the first time in closing the financial records/book for FY 2006-07; individuals had the ability to utilize and produce numerous on-demand, live reports from the Business Warehouse (BW) for financial and human resources reporting; the HR module was utilized to produce payrolls and W2s for the first times this fiscal year; and the employee self-service feature was brought on-line for employees to review payments and benefits. In addition to SAP affects on various A&F areas, Bursar Operations are now completely computerized with communications, billing and notices via information technology. In addition to SAP, new first-time uses of information technology were implemented by A&F for across-campus uses including: on-line web-based benefit enrollment; event and room scheduling which is a separate software package from SAP, and the Norse Alert which is an electronic notification systems that communicates emergency notices via text, voice and email messages, and calls to cell and landline phones. This system alerts students, faculty and staff of emergency situations involving such events as weather warnings and difficulty or threatening individuals or circumstances. The Norse Alert system is a part of the emergency communications systems totaling a $1 million investment including equipment totaling $800,000 and provider services of approximately $20,000 annually. These new uses of information technology are critical to the safety, service and convenience of all who are served by NKU. In FY 2007-08, Administration and Finance requested the funding for the PRISM Project and received $361,033 in recurring dollars and $2,252,718 in non-recurring dollars to continue the project development of SAP. In April, 2007, the PRISM Project was reassigned to report to Information Technology, a major department in Academic Affairs. Therefore, the progress report on this project will be submitted by Academic Affairs.

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H. Successfully complete the SACS reaffirmation of accreditation process and the development and implementation of the Quality Enhancement Plan. Throughout FY 2007-08, Administration and Finance (A&F) contributed substantially to the successful completion of the SACS reaffirmation of accreditation process. Mr. Ken Ramey, Vice President for Administration and Finance, served as a member of the SACS Leadership Team to oversee, coordinate and manage all aspects of its reaffirmation, including its Compliance Certification and the development of its QEP. In addition, Mr. Ramey chaired the Finance and Resources Committee (FRC), one of seven compliance committees established for the NKU reaffirmation of accreditation process. The FRC members included many A&F personnel including: Ken Ramey, VP for A&F, Larry Blake, Assistant Vice President for Facilities Management, Russell Kerdolff, Comptroller, Lawrence Meyer, Director of Financial and Operational Audit, Linda Reynolds, Associate to the VP for A&F/Senior Manager as well as non-A&F members Dr. Duke Thompson, Associate Professor of Finance and Co-op Coordinator for the Department of Economics & Finance, and Angela Schaffer, Associate Director of Budget. The FRC provided information to support SACS compliance issues on core requirements (2.11.1, 2.11.2), comprehensive standards (3.10.1, 3.10.2, 3.10.3, 3.10.4, 3.10.5 and federal requirements. The FRC provided supporting information and documentation including such items as: annual budget documents for FY 2004-2008; budget policies; audited financial reports for FY 2005-2007 for NKU and the NKU Foundation; management comment letters FY 2006-2007; Moody’s Report-Bond Rating and Financial Analysis to 2007; NKU Foundation web page link; audited A133 reports for FY 2005-07; narrative regarding controls over financial and physical resources; University regulations/policies regarding cash collection, investments, purchasing, sale of surplus personal property, external fund raising, records management; travel, agency accounting, payment and refund, and moveable equipment; inventory procedures; Bursar web link, procurement services web link; list of internal audit reports; internal audit web page link; human resources web link; external funding reports link to Office of Research, Grants and Contracts; information regarding compliance with Title IV program responsibilities; facilities management web links, facilities reports for areas such as campus planning reports; building replacement values, space projection and inventory, class laboratory utilization, residence hall inventory, parking inventory, campus master plan, and preventative maintenance process chart; maps, and buildings and descriptions; and policies and descriptions for a safe environment as provided by Public Safety. Thus, the FRC provided substantial amounts of important and relevant data to support the SACS accreditation process. In addition, to supporting the SACS reaffirmation process through the efforts of the Finance and Resources Committee, Administration and Finance was also represented on the Planning and Assessment Committee by Linda Reynolds, Associate to the VP for A&F/Senior Manager. Ms. Reynolds provided a comprehensive review and supporting documentation for the planning and outcomes assessment process for Administration and Finance for the last ten years. Information included: a narrative explaining the informal and formal planning process for the division; divisional structure; official communications from the president to the Executive Team (vice presidents) as well as the VP for A&F to his direct reports for goals and accomplishments for the years; responses to the president and the VP, A&F, presentations of goals and accomplishments; processes for planning tied to budget expansion and reduction processes; on-going planning through staff meetings with VP and direct reports as well as individual standing meetings

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of direct reports with the VP, A&F; surveys to identify customer needs and wants for bookstore and food services as well as associated student fees; and several planning process successes (PRISM, ESCO project). The information provided for the Planning and Assessment Committee provided a strong and compelling case for the planning and outcomes processes in Administration and Finance over the past ten years. Another area of support by Administration and Finance for the reaffirmation of accreditation process for NKU is the proof of its management team’s level of competence. This proof involves the submission of job analysis questions (job descriptions) for all director level and above positions as well as the appropriate credentials/paperwork supporting the current managers in their positions. This process should be complete by the end of July, 2008.

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I. Improve internal communications within and across divisions, levels, and leadership groups throughout the organization. Throughout FY 2007-08, Administration and Finance (A&F) made great efforts to improve internal communications within and across divisions, levels and leadership groups throughout NKU. A few examples include: 1) A&F along with others initiated a new emergency notification system, the Norse Alert, to communicate campus-wide emergency situations via text, voice, email, phone and outdoor speakers and audio messaging to students, faculty and staff. 2) Vice President Ramey scheduled and attended lunches with almost all deans and departmental chairs to discuss needs and service levels that could be provided by A&F. 3) As a part of the planning process, A&F held an off-campus, all-day planning retreat with all A&F department heads and direct reports to the VP where each division was represented by its VP and other representatives and every college was represented by its dean or associate dean. This retreat provided much necessary insight to the finalized plans for A&F over the next couple of fiscal years to meet the responses and needs of the other divisions and colleges. 4) Human Resources (HR) conducted informational group meetings and individual consultative meetings to explain new health insurance plans, costs and benefits for all faculty and staff. In addition, HR provided on-line benefit enrollment and cost calculation of benefits for the first time. 5) The SAP self-service function was initiated in FY 2007-08 which gives all faculty, staff and student workers access to personal benefit and payroll information at any time. 6) The Office of the Comptroller provided additional basic and advanced training in SAP’s FI and BW modules/functions. 7) The Office of Financial and Operational Audit initiated a new audit newsletter to promote awareness of the office and current audit issues as well as promote open communications across the campus. 8) Business Operations and Auxiliary Services provided training for its new space scheduler software. 9) The Wellness Program conducted numerous programs to promote health across campus by making the information/program available in various buildings. 10) VP, A&F, Facilities Management, Business Operations and Auxiliary Services met on many occasions to discuss with campus administrators issues involving the new BOK Center, parking garage, Student Union Center, and Callahan Hall which were all major projects affecting athletics, food services and many other offices/areas of the University. 11) Extensive meetings were held with leadership in the College of Informatics to develop and program the plans for the new Center for Informatics for which ground will be broken in 2009. 12) VP, A&F continues to meet with executive team members, Faculty Senate, Staff Congress and Staff Congress Executive Team, A&F staff, and others across campus and the community as initiated by the VP and others to promote the mission and vision of NKU. 13) A new Administration and Finance newsletter will be launched in fall of 2008 which will highlight A&F initiatives, accomplishments and other items of interest.

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J. Strive to make NKU a high performance campus by incorporating sustainability strategies into the following: integrated facilities planning, design, construction, and commissioning; energy generation and management; indoor environmental quality; and transportation alternatives. Administration and Finance, specifically Facilities Management (FM), made great contributions towards making NKU a high performance campus by incorporating sustainability strategies. During the budget expansion process for FY 2007-08, plans were presented to increase the recycling area of Operations and Maintenance for which new recurring funding was received for three full-time, regular positions totaling almost $98,000 in new recurring funds. These positions include a lead recycler, who will help to drive the recycling initiative on campus, and two recyclers who will assist in supporting the recycling initiative on campus. All three positions were filled in FY 2007-08 as planned. In addition, $44,000 in non-recurring funds was approved and utilized for the purchase of recycling equipment. As a result of enhancing the recycling efforts on NKU’s campus, we are now able to recycle aluminum, glass and plastics with an average for these materials now at 2.2 tons per month. This is material that is averted from the land fills. We have also increased our paper recycling tonnage by 268% over the last year, from 3.7 to 9.9 tons per month, a positive contribution to our environment. In support of the NKU Presidents Climate Commitment Task Force, we reduced campus waste even further by competing in RecycleMania, a 10-week competition among U.S. college and university recycling programs. The purpose of RecycleMania was to increase awareness of and involvement with campus waste reduction and recycling efforts. Schools compete by measuring the total waste (trash + recyclables) collected on campus from January 27-April 5. In the spirit of friendly competition, the Recycling Program set an ambitious goal for the NKU community: generate less than 3 lbs of waste per person each week which was the waste per person collected by the winner of last year's RecycleMania. NKU shined in RecycleMania! When the final results were tallied, NKU placed 10th out of 95 schools participating in the “Waste Minimization” competition. In addition to the increased recycling efforts on campus, FM-Operations and Maintenance purchased equipment that promotes sustainability. This equipment includes: two propane powered lawn mowers that create less than ½ the carbon emissions as gasoline or diesel powered units; and three electric vehicles for use by the operations staff that are being tested to ensure they adequately meet the needs of the maintenance operation. Parking Services also bought one, which will be used with the Motorist Assistance Program (MAP). If these vehicles prove to be successful, more will be added to replace other gasoline vehicles in the Facilities management fleet. The department of Public Safety (PS) will also purchase a hybrid police vehicle in FY 2008-09 to promote sustainability as well as to provide cost savings to the PS budget. In support of alternative transportation, FM-Campus and Space Planning initiated the TANK Shuttle and U-Pass Program. In FY 2007-08, $25,000 were received by FM’s Campus and Space Planning office to contract with TANK for shuttle service to NKU students, faculty and staff. The TANK shuttle operated successfully for approximately three weeks at the start of the 2007 fall semester, easing the parking crunch on campus. The U-Pass has been extremely successful, averaging 10,000 to12,000 trips per month and will continue in FY 08-09 and include access to Cincinnati METRO as an additional feature. The NKU

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http://www.recyclemaniacs.org/index.htm



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Shuttle will begin operation in August 2008 and provide service on days classes are in session from Callahan Hall to the main campus in a continuous loop in 15-minute intervals. Finally, in an on-going effort to promote sustainability on campus, NKU’s president, Dr. James Votruba, created a task force to address the activities associated with meeting the goals of climate commitment. The task force, entitled the NKU President’s Climate Commitment Task Force, is chaired by Mr. Larry Blake, Assistant Vice President for Facilities Management. This committee oversees the development and implementation of the American College and University Presidents Climate Commitment. Task Force members are charged with engaging the NKU community in climate change education and emissions reduction efforts. This involves: 1) Taking immediate actions to reduce NKUs greenhouse gas emissions; 2) Completing an inventory of NKUs greenhouse gas emissions; 3) Producing a long-term Climate Action Plan for NKU that establishes a target date and interim milestones for becoming climate neutral; and describes how climate change will be integrated into the curriculum. Communication regarding these efforts can be found at the following web link http://access.nku.edu/campusplan/climatecommitment/.

http://access.nku.edu/campusplan/climatecommitment/actions2.htm

http://access.nku.edu/campusplan/climatecommitment/inventory2.htm

http://access.nku.edu/campusplan/climatecommitment/action_plan2.htm

http://access.nku.edu/campusplan/climatecommitment/action_plan2.htm

http://access.nku.edu/campusplan/climatecommitment/

ADMINISTRATION AND FINANCE2008-09 Strategic Planning Process

Division Alignment Plans

DIVISION ALIGNMENT PLANS - University-wide Priorities

Lead Division* Strategic Initiatives Division Responsibility Collaborators

DEVELOP TALENT (TD)The university’s primary role is to develop talent in Northern Kentucky and the commonwealth. To sustain our commitment to talent development and meet the ever-expanding needs of our region and the commonwealth, we will:

A. Build a commitment to seek a postsecondary degree in the minds of elementary, middle, and high school students, as well as in the minds of working adults who lack such degrees.

AA

B. Encourage and support an increase in the number of persons in our region who are prepared for postsecondary degrees.

AA

C. Offer educational and enrichment programs to serve high ability and talented youth, in their schools and on our campus, face-to-face and through technology, in the summer and during the school year.

AA

D. Increase our undergraduate enrollment, retention, and graduation rates consistent with available financial and physical resources and CPE targets.

AA

E. Increase the number of graduate certificate and degree programs and our enrollment of graduate students to address the needs of the region and the commonwealth.

AA

F. Enroll and retain a more diverse student body, including more students of color and students from other parts of the world.

AA / SA

G. Increase our enrollment of transfer students, adult learners, and low-income students in Northern Kentucky to raise the educational attainment levels in the region and the commonwealth.

AA

H. Compete for high performing students while maintaining our commitment to broad-based student access.I. Expand opportunities for working adults to earn undergraduate and graduate degrees and certificates through programs delivered in non-traditional ways, such as off-campus, web-based, cohort, and work-site based programs.

AA

J. Increase need-based financial aid to provide access for a larger number of students.

AA

Administration and Finance Page 1 of 11 pages 8/25/2008, 3:32 PM



K. Assure a coordinated, broad-based retention program that serves students throughout their undergraduate experience.

AA / SA

INCREASE STUDENT ENGAGEMENT IN LEARNING (SE)Active engagement with the university and the learning process is associated with deeper learning and student success. To promote this active engagement, we will: A. Maintain an “up close and personal” approach to education by increasing student interaction with faculty and staff inside and outside of class, retaining small classes, and ensuring outstanding advising for all students.

AA / SA

B. Increase opportunities for active learning through student research and creative work, service learning, and alternative spring break programs.

AA

C. Integrate student learning and employment by expanding both campus and community-based work-study, cooperative education, practica, and internship opportunities.

AA / AF / SA

AF will provide continued opportunities for student engagement in learning through relevant and meaingful work as interns, coops, graduate assistantships and student employees.

All Units; New opportunities proposed in Business Operations and Auxiliary Services - Conference Management, Event Scheduling and Support, University Printing, and All Card; AVP for Facilities Management (Recycling Program); University Architect and Design and Construction Services; Human Resources; Human Resources - Wellness; Financial and Operational Audit; Public Safety; and the Office of the Comptroller.

D. Expand opportunities for students to study abroad and learn from international students enrolled at NKU.

AA / SA

E. Increase student involvement in campus-based organizations, including academic clubs.

SA / AA

F. Enhance co-curricular, cultural, social, recreational, and wellness programs to address the distinctive needs, interests and availability of our commuting, residential, and non-traditional students.

SA




ENSURE ACADEMIC QUALITY (AQ)Nothing is more fundamental to our value as a university than the quality of our academic programs. To ensure exemplary academic programs and a rich learning environment, we will:

A. Ensure a supportive campus environment that enables students to thrive academically and socially, and fosters high quality relations among students, faculty, and staff.

ALL UNITS

AF will enable students to thrive in all ways by providing an environment conducive to learning including safe, modern, ample, maintained campus facilities and services along with sound fiscal stewardship.

AVP for Facilities Management, FM-Campus and Space Planning, FM-University Architect, Construction and Design Services, FM-Operations and Maintenance, Public Safety, and All Card

All other divisions of NKU

B. Internationalize the NKU learning experience by infusing a global perspective in the curriculum, partnering with overseas institutions, increasing faculty exchanges, and expanding opportunities for faculty to work and study abroad.

AA

C. Foster teaching methods that establish clear expectations, set high standards, encourage maximum effort, provide prompt feedback, demonstrate respect for diverse talents and ways of learning, and provide students with challenging and creative work that is central to their learning.

AA

D. Provide a curriculum that aligns with our mission and the needs of our region.

AA

E. Assess student learning through outcomes-based indicators that relate to clear program and course objectives.

AA

F. Create a more diverse faculty to ensure that our students learn from faculty who reflect a breadth of experiences and perspectives.

AA

G. Reflect in measurable ways the full breadth of our teaching, research, and public engagement mission in the goals of each academic unit, in ways that are consistent with unit expertise and disciplinary focus.

AA

H. Promote areas of academic and research excellence that fit with our mission, build on our strengths, and align with the needs of our region.

AA

I. Expand the honors program to meet the needs of our growing number of high achieving students.

AA

J. Ensure that our library and technology resources are structured and supported to meet the needs of our students and faculty as we continue to grow and expand our programs.

AA




ENGAGE IN EFFECTIVE REGIONAL STEWARDSHIP (RS)Northern Kentucky University is vital to the economic and social progress of this region. To support our region, particularly the six focal areas of Vision 2015 – economic competitiveness, educational excellence, livable communities, urban renaissance, effective governance, and regional stewardship – we will:

A. Contribute to the realization of Vision 2015 by building faculty/staff capacity and academic programs in needed areas, preparing graduates in disciplines that advance the vision, and partnering with various community entities to address regional challenges.

AA / GCR

B. Deepen our regional commitment to P-12 education, economic development, local government planning, non-profit capacity building, environmental preservation and enhancement, and health care, particularly in ways that complement Vision 2015.

UW AF will continue and expand its services to the regional campus community by providing excellent services to its members including utilization and management of the Bank of Kentucky Center, event scheduling for campus space, sustainability, and program/exhibits open to the public. In addition, AF will continue its relationships with community representatives including city and community officials/politicians and state representatives.

Business Operations and Auxiliary Services, Office of Event Scheduling, AVP for Facilities Management, FM-Operations and Maintenance, VP for Administration and Finance

C. Encourage and support our region in the development of an international community that attracts, retains, and celebrates people from all regions of the world.

AA

D. Assist the region in preparing for the significant growth in the number of older adults, by offering academic programs that prepare professionals to work with senior citizens, supporting relevant research and public programs, and offering learning opportunities that serve senior citizens.

AA

E. Support excellence across all levels of education—from the preparation of early childhood educators through the development of doctorally prepared education leaders.

AA

F. Sponsor programs that inform and encourage public dialogue to address the critical and sometimes controversial issues facing our community, our nation, and our world.

P / AA / UA

G. Provide access to the visual and performing arts, giving special attention to reaching those without such access.

AA

H. Develop and implement processes to assess the quality and impact of our public engagement and outreach work.

AA / PPB




RECRUIT AND RETAIN OUTSTANDING FACULTY AND STAFF (FS)Great universities depend on outstanding faculty and staff committed to the full breadth of the institution’s mission. To recruit, retain, and nurture outstanding faculty and staff at NKU, we will: A. Create a competitive advantage in the recruitment and retention of a diverse faculty, staff, and administration through exemplary salary and benefits practices.

UW AF will conduct comparative, competitive analysis of staff total compensation practices (compensation and benefits) with an annual review (Compensation and Classification in process), establish salary guidelines based on market and other comparative data, create estandard classification guidelines, create compensation and classification policies, conduct regular salary surveys and market reviews, serve as the repository for all campus compensation and classification data, and create appropriate tools and processes to access compensation an classification levels and guidelines.

Human Resources

B. Recruit and retain faculty, staff, and administrators who have the interest and ability to assure that our full mission is served.

UW AF will change the HR Employment Services model to offer more direct proactive support and services to hiring departments, and develop and implement a mission driven interviewing process and training.

Human Resources, all units within AF All other divisions

C. Serve as a regional model for employee leadership development by implementing an integrated training program in supervision, leadership, career advancement, and succession planning.

AF AF will develop and implement a tiered supervisory training program for new supervisors, experienced supervisors and leadership development; build a curriculum for professional training and development courses; regularly assess training needs; and identify and manage external providers. In addition, at the departmental level, AF will review training needs specific to positions especially as related to SAP, and ensure clear action plans are developed and implemented around employee training desires

Human Resources, all units within AF All other divisions

D. Provide faculty and staff with professional development opportunities that are aligned with our strategic priorities, including those targeted at active learning, student engagement, assessment, internationalization, and technology-enhanced teaching.

AA

E. Offer a full range of SAP-related training and retooling opportunities to improve operational productivity and efficiency.

AA

F. Serve as a regional model for our commitment to healthy lifestyles by offering state-of-the-art health and wellness programs.

AF / SA AF will develop, implement and serve as a regional model for NKU's commitment to healthy lifestyles by offering state-of-the-at health and wellness programs including a web redesign, increased marketing materials, expanded staff, formal training and development of wellness council/committee members to fully understand the components of a healthy workplace culture and to have access to accredited assessment materials (will utilize internal resources to self-administer and evaluate surveys) Consultants will be flown in and deliver the training at NKU.

HR-Wellness




G. Engage in an annual review of benefits that includes such areas as wellness, work-life balance, and creative management of benefit dollars.

AF AF will engage in an annual review of benefits (and compensation as a whole) including wellness, work-life balance, creative management of benefit dollars, benefits and retirement planning, auditing and marketing, and vendors. In addition, HR plans to offer comprehsnvie health risk assessments to employees and other covered family members to determine priority health/wellness needs; conduct focus groups and employee survey to assess optional benefit offerings; and conduct market review of creative competitive benefit options.

Human Resources

H. Review and adjust staffing levels to address past and future growth and ensure outstanding service.

UW All areas of AF will review and adjust staffing levels to address past and future growth and ensure outstanding service on an annual basis during the planning/budget processes.

All units of AF

I. Review and adjust faculty workloads and the relative number of tenured and tenure-track faculty, full-time lecturers, and part-time adjuncts, based upon comprehensive benchmarking, the need to address future and past growth, and the importance of addressing the full breadth of the university mission and the needs of the region.

AA

J. Strengthen our criteria and processes for post-tenure review of faculty, to ensure they are clear and consistently applied and promote academic quality and full engagement in the life of the university.

AA

K. Develop and implement procedures that allow faculty to periodically shift their teaching, research, and public engagement emphases in concert with their department’s mission and goals.

AA

L. Develop recruitment, performance planning, and evaluation procedures based on the university’s strategic priorities and unit goals and objectives.

AF / AA AF will change the HR Employment Services model to offer more direct proactive support and services to hiring departments, develop and implement a mission driven interviewing process and training, and HR will provide support and services for: the development of campus-wide recruiting, performance planning and evaluation policies, procedures and standards, on-line tools and resources, sourcing strategies, strategic recruiting, perorman and evaluation procedures advice, candidate cultivation, the enabling of shared candidate pools, and managment of external search engines/firms.

Human Resources All other divisions




INCREASE PUBLIC AWARENESS OF NKU (PA)Greater recognition of NKU’s strengths and contributions to regional and state goals enhances the university’s stature and capacity to serve its mission. To increase public awareness of the university, we will: A. Implement an effective process for routinely gathering information that is most important to share with our external constituents, such as accomplishments and successes of our students, faculty, and graduates.

UA

B. Develop a comprehensive strategy to share the university’s accomplishments and successes with our external constituents, and do so in a manner that most effectively targets each constituent group.

UA

C. Obtain greater visibility for the achievements of students, faculty, staff, and the university in general through local, regional, and national media outlets and through increased direct written communication addressed to selected constituent groups.

UA

D. Expand our paid advertising in written and electronic media. UAE. Use WNKU and our own television resource - Insight Channel 18 - to promote the university, showcase our achievements, and engage faculty in dialogue on important public issues.

UA

F. Improve our web presence through the ongoing web rebuild project.

UA

G. Encourage greater faculty participation as experts on government and community boards and in public dialogue.

AA

H. Increase the number of community and business leaders serving on university advisory boards and participating in academic and co-curricular programs.

AA

I. Expand opportunities for community citizens to participate in campus activities and programs.

UW AF will continue to support communnity citizens participation in campus activities and programs by facilitating the activiies on campus (parking, traffic, set-up for activities, policing, etc), as well as offering programs such as community policing and health-related programs and supporting utilization of the Health Center.

AVP for Facilities Management, FM-Campus and Space Planning, FM-University Architect, Construction and Design Services, FM-Operations and Maintenance, Public Safety, and All Card

All other divisions of NKU

J. Engage an increasing number of alumni in focused efforts designed to promote the university among all external constituents.

UA




K. Enhance intercollegiate athletic programs and facilities to strengthen our capacity and ability to engage the community and to help NKU align with other high quality educational institutions with whom we seek to identify.

SA

EXPAND NKU’S FINANCIAL BASE AND CAPITAL ASSETS (FC)

In order for the university to serve a growing student body and meet the expectations set for us by our region and the commonwealth, we need additional resources and more and better facilities. To strengthen and sustain our financial base and capital assets, we will:A. Develop a long-term university financing strategy to support Vision 2015 goals and our growth to 26,000 students by 2020.

PPB / GCR

B. Seek the investments necessary from the state to support current operations and enrollments, keep college costs affordable for students, support planned enrollment growth, and expand regional stewardship responsibilities.

GCR

C. Increase external grants and contracts, particularly in areas that address regional and state challenges and goals.

AA

D. Develop greater private fundraising and donor stewardship capacity, link fundraising efforts to our strategic, unit, and capital priorities, and ensure that fundraising efforts complement efforts to secure state funding and other sources of revenue.

UA

E. Encourage and provide appropriate incentives for faculty and staff to be involved in entrepreneurial activities that are consistent with our mission and create additional revenue streams.

UW AF will continue to review its activities and services for possible changes in fee and chargeback structures, full-costing of some services, creation of auxiliary services, and exploring other options to generate revenue streams.

All units All other divisions

F. Update the campus master plan and seek funding for its implementation, placing a high priority on renovating Founders Hall, constructing a health innovation center and other academic facilities, expanding indoor and outdoor recreational space and outdoor athletic facilities, and creating comfortable indoor and outdoor gathering places, ample green space, and attractive walkways.

AF / GCR AF will continue its processes to update the master plan (already in process), provide schematic designs and planning for the renovation of Founders Hall and new construction of the College of Informatics, Health Innovation Center, College of Business, and continue planning and implementing changes for academic facilities, indoor and outdoor recreational space and outdoor athletic facilities, creating comfortable indoor and outdoor gathering places, ample green space and attractive walkways as funds are available.

AVP for Facilities Management, FM-Campus and Space Planning, University Architect and Design and Construction Services.

All other divisions




G. Renovate and upgrade faculty offices and public areas. AF AF will continue to renovate and upgrade faculty ofices and public areas as funds are available.

AVP for Facilities Management, FM-Campus and Space Planning, University Architect and Design and Construction Services.

All other divisions

H. Participate actively in the planning of the NKU Foundation development adjacent to the Bank of Kentucky Center to help ensure congruency with the university’s architecture and mission.

UA / AF AF will actively participate in the planning of the NKU Foundation development adjacent to the Bank of Kentucky Center to help ensure congruency with this Univerisity's architecture and mission.

VP for A&F, AVP for Facilities Management, FM-Campus and Space Planning, University Architect and Design and Construction Services, Business Operations and Auxiliary Services, Office of the Comptroller.

NKU Foundation and community representatives

I. Ensure a safe and secure campus environment that fosters university community, student engagement, and academic success.

AF AF will continue and expand (as funds are available) its efforts/services to ensure a safe and secure campus environement through maintenance of existing building and buildings' systems, installing safety lighting, creating publc gathering places, and increasing community policing.

AVP for Facilities Management, FM-Campus and Space Planning, FM-University Architect, Construction and Design Services, FM-Operations and Maintenance, Public Safety

All other divisions

INCREASE INSTITUTIONAL EFFECTIVENESS (IE) High-performing, learning organizations set high standards and hold themselves accountable. To improve effectiveness across all dimensions of our work at NKU, we will:

A. Implement a comprehensive performance system that measures, monitors, and reports progress toward executing the university’s strategic priorities and achieving stated goals and objectives at all levels of the organization.

PPB

B. Integrate and align planning, budgeting, assessment, and accountability processes to support continuous improvement and prudent fiscal stewardship.

PPB




C. Establish and meet high standards for both quality and efficiency in all dimensions of our work.

ALL UNITS

AF will continue to review, establish and implement high standards for both quality and efficiency in all dimensions of work. Some examples include: restructuring of Parking Services, movement of University Printing to full-costing, developing a unified managemnet approach for Conference Management while engaging management from Student Union, Facilities Management, and Dining Services leadership to insure superior service to our conference attendees, and University All-Card services to grow by offering an enhanced web product for patron inquires and real-time deposits, and increasing the levels of service in Bursar Operations and the One Stop Call Center by permanently placing Bursar Operations position within the One-Stop Call Center, and maintaining state accreditation of Public Safety.

All units, Public Safety/Parking Services, Conference Management, University All Card, Bursar Operations, Public Safety

All other divisions

D. Implement a comprehensive, coordinated enrollment strategy and set five-year and annual enrollment goals for the university and targeted populations.

AA / PPB

E. Increase the capacity and use of our information technology infrastructure to support improved learning outcomes, expanded access to educational programs, effective external communications, increased productivity, and data-driven decisions.

AA / ALL UNITS

AF will increase its capacity and use of our information technology infrastructure to support effective external communications in reporting to off-campus agencies and others, increased productivity within all units, but especially the Office of the Comptroller (SAP-Phase 2), Bursar Operations (SAP-student modules), Financial and Operational Audit, Human Resources (SAP-HR) Facilities Management (SAP module), Event Scheduling (separate scheduling module) and the Office of the VP for AF, and data-driven decisions within all areas of AF

VP for Administration and Finance, Office of th eComptroler, Bursar Operations, Financial and Operational Audit, Human Resources, Facilities Management, Event Scheduling, and all other areas of AF

Information Technology and other areas of NKU

F. Facilitate efficient and effective decision-making at the university by consolidating and standardizing university databases, data collection, and data reporting.

PPB

G. Create a comprehensive, long-term approach to obtaining information and feedback from our stakeholders—such as students, employers and alumni—to improve programs and services.

PPB

H. Successfully complete the SACS reaffirmation of accreditation process and the development and implementation of the Quality Enhancement Plan.

AA / ALL UNITS

AF will participate in all phases of SACS reaffirmation as needed. In addition, in FY 2007-08 the VP for A&F chaired the Finance and Resources Committee, one of seven committees in the SACS reaffirmation process, and will continue his responsibilities and duties as needed.

All units, VP for Administration and Finance

AA




I. Improve internal communications within and across divisions, levels, and leadership groups throughout the organization.

ALL UNITS

AF will continue to improve internal communications within and across divisions, levels and leadership groups by better utilizing electronic communications, reaching out to other divisions, levels and leadership groups (fraud hotline, on-line space scheduler, audit newsletter, AF newsletter, collaborating with others such as Conference Management along with Facilities Managment, Dining Services and Student Union personnel), and providing enhanced services (Bursar Operations expansion of services to students and families).

All units within AF. Those cited include Financial and Operational Audit, Event Scheduling, Conference Management, Bursar Operations

All other divisions

J. Strive to make NKU a high performance campus by incorporating sustainability strategies into the following: integrated facilities planning, design, construction, and commissioning; energy generation and management; indoor environmental quality; and transportation alternatives.

AF AF will continue and expand incorporating sustainabilty strategies into integrated facilities planning, design, construction and commissioning, energy generation and management (Procurement Services policies and standards, University Printing certification from Chain of Custody Certification through the Forest Stewardship Council); indoor environment quality; and transporation alternatives (TANK shuttle)

AVP for Facilities Management, FM-Campus and Space Planning, FM-University Architect, Construction and Design Services, FM-Operations and Maintenance, Procurement Services, University Printing, and Event Scheduling

All other divisions


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