VP’s Strategic Plans:
Enrollment Management and Student Affairs ___________________________ 2
University Outreach _______________________________________________ 6
Office of the Provost ______________________________________________ 10
University Advancement ___________________________________________ 15
Information Technology ___________________________________________ 23
Extended Programs/Distance Learning ______________________________ 30
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Enrollment Management and Student Affairs
Strategic Plan 2005-2010
Vision
To become the core of a vibrant university community that attracts and retains students and provides
exemplary service.
Mission
The EMSA mission is to recruit and retain undergraduate students through to graduation. Within the
university and the communities we serve, we partner to provide student-centered programs and services to
promote student success.
Values: Student Service, Integrity, Student Success, Diversity, Engagement, Health and Well-Being
Critical Issues Facing Enrollment Management and Student Affairs
Enrollment growth
Retention
Residence Life Master Plan
Development of a student fee structure to improve and enhance student support
Improving facilities to include adequate and efficient workspace and enhance service areas
Creating a vibrant mountain campus
Expansion of campus recreational opportunities for students
Enrollment Management and Student Affairs’ Strategic Initiatives to Address University Goals,
Initiatives, or Priorities
1. Increase undergraduate enrollment
a. Implement and integrate the outreach and communication plan using the Lipman Hearne
recommendations. This includes increasing parental involvement, establishing summer
programs for rising High School juniors and seniors, and efforts to recruit High School
sophomores.
b. Using new electronic applications, improve and increase communication with prospective
students and their families.
c. Continue yield programs, telecounseling, and partnerships with internal and external
departments and organizations to attract and retain students.
d. Prepare facilities, educate staff, and develop services to support the efforts to increase our
international student population.
e. Target specific audiences, including Native Americans, to diversify the student body with
programs such as Nizhoni and Upward Bound and others.
f. Streamline all outreach efforts within the Division to reach enrollment goals.
g. Using leveraging and packaging, award financial aid more effectively and earlier in the
recruitment cycle.
2. Improve retention on the mountain campus.
a. Continue to identify factors that influence retention to better inform practices.
b. Strengthen academic support for students.
c. Continue to fund innovative programs through the President‘s Recruitment and Retention
Grant Program.
d. Implement appropriate recommendations from the report of the Task Force on the
Freshman Year.
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3. Implement the Residence Life Master Plan
a. Bring new Aspen Crossing Apartment complex on-line in Fall 2006.
b. Reduce the financial reliance on Residence Life locally generated dollars, including:
TRANSFERS
To NAUPD for Community service Aids UNS4726 (25,000)
To Counseling and Testing for Project Daylight
CAT2505 (15,000)
To Counseling and Testing for Salaries CAT2505 (308,000)
To Fronske Health Center SHC4764 (158,000)
To Student Affairs SSV2567 (52,000)
To Learning Assistance Center (25,000)
To Unions and Activities for After Hours STU2519 (25,000)
To ITS for computer labs operation CMS2501 (140,000)
To Development and Athletics from laundry revenue (300,000)
Total (1,048,000)
SALARIES
Dean of Students 0.33 (31,273)
Assistant Dean of Students 0.78 (32,916)
Administrative Associate (Student
Affairs) 1.00 (35,500)
Assessment Coordinator 1.00 (46,000)
3.11 (145,689)
Total (1,193,689)
c. Begin design phase of central campus suite project.
4. Provide services and activities that contribute to a vibrant and engaging campus.
a. Enhance coordination of campus-wide activities and increase week-end activities.
b. Identify, develop, and expand out-of-classroom learning opportunities.
c. Increase the quality and number of student employment opportunities.
d. Utilize the university calendar to inform the campus community of the numerous events
planned.
e. Design and implement the EMSA Staff Development and Training Program.
f. Develop a comprehensive plan to improve customer service, beginning with well-defined
standards of customer service.
g. Develop a comprehensive integrated plan for health, wellness, and recreation that will
contribute positively to the Mountain campus image and student retention.
h. Further develop student involvement in the disbursement of activities funds.
5. Secure new funding sources and reallocate existing resources to fund programs that demonstrate
success in preparing, recruiting, and retaining students.
a. Develop a plan to appropriately support student services with fee revenue.
b. Use assessment data to determine programs effectiveness and reallocate resources (people,
time, dollars) to programs that demonstrate success.
c. Create EMSA constituent data base and plan for development opportunities.
6. Effectively use technology to recruit and retain students.
a. Use tools such as the National Student Loan Clearing House, CIRP Survey, E-mail
communications with prospects, Chat Rooms technology, and CSI/ACT data to enhance
recruitment.
b. Enhance websites.
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c. More fully utilize Peoplesoft.
d. Implement document character recognition imaging.
7. Create an environment that embraces our diverse student population to promote a successful
university experience.
a. Develop practices for effectively recruiting a diverse pool of candidates for staff positions.
b. Encourage stronger participation in leadership positions from multicultural students.
c. Increase the numbers of diverse student employees.
d. Include diversity training for staff in all EMSA Training Programs.
8. Continue to include broad participation and integration of the budget into the EMSA strategic
planning process.
Resource Implications
New resources generated from the in-state application fee have been identified and will be allocated over the
next two years to invest in Document Character Recognition Imaging for the division. The expected cost is
estimated to be $300,000- $400,000 depending upon the number of offices participating.
Human resources have been dedicated to the implementation of Liquid Matrix. The initial investment is
$67,000 for salaries and employment related expenditures.
Resources have been reallocated to the purchase of more Student Search names and bio-demographic data to
improve the yield of apply to admit to enroll. ($100,000 - $150,000 per year)
Resources have been reallocated to create a common understanding of enrollment management, retention,
assessment, and recruitment issues, opportunities, trends, and threats through training and seminar
participation ($20,000 - $30,000 per year).
A health fee increase of $17 per semester (for a total of $32 per semester) is needed to replace and reallocate
the $450,000 of annual Residence Life support for counseling and health services in support of the next
phase of the Residence Life Master Plan.
A further increase in the health fee of $29 per semester (for a total health fee of $61 per semester) would
allow for the construction of a new facility which would combine Disability Support Services, Counseling
and Testing, and Fronske Health Center in a multi-use building, possibly housed in a residential hall. This
would free up one-story facilities and allow for the potential of construction sites for the implementation of
the University Master Plan.
Additional resources will be required to support the implementation of the Peoplesoft 8.9 upgrade. Analysis
is not complete, therefore the financial impact has not yet been determined.
Division resources in excess of $15,000 have been allocated in support of the 2005 Navajo Nation parade.
This is in keeping with the University‘s goal to become the nation‘s leading university serving Native
Americans.
Results or Indicators of Accomplishment
1. Enrollment growth by market segment (freshman, transfer, in-state, out-of-state, and ethnic groups).
2. Increase in undergraduate Mountain Campus retention.
3. Open Aspen Crossing Apartment Complex at full-capacity.
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4. Residence Life financial support of other departments is reduced and redirected in support of the Residence
Life Master Plan.
5. Number and variety of activities, and quantity and diversity of attendance, including week-end events.
6. Student leadership support for proposed tuition, fees or fee increases is achieved and proposed tuition, fees
or increases are approved and implemented.
7. Customer service standards are developed and implemented.
8. Resource allocations occur and effective programs receive re-allocated funds.
9. Additional external development funds are received.
10. Increase in diversity of new hires.
11. Number of diversity trainings occurring in EMSA and the rates of attendance.
12. A menu of EMSA training opportunities is published and attendance is tracked.
13. Liquid Matrix, Target X, and other recruitment and retention products are successfully developed, launched,
implemented, and expanded as warranted.
14. Hardware, software, and implementation of new technology utilized to enhance services within the division.
15. The number of partnerships with EMSA and with other campus departments and external organizations.
16. The EMSA Strategic Planning process is continued and enhanced.
17. Removal of mountain logo occurs in publications, websites, and all other communication/promotional tools.
18. Progress on implementation of the Lipman Hearne recommendations.
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UNIT NAME, DATE, AND YEARS COVERED BY PLAN
UNIVERSITY OUTREACH – EXECUTIVE VICE PRESIDENT – FY 2006
I. Unit Vision/Mission/Values
A. Vision: to create positive awareness of the university and its future direction.
B. Mission: To promote effective communication and to expand and enhance all outreach efforts
through collaboration, public service and educational programs that encourages pride and
reputation to key constituents.
C. Values: The unit prides itself on integrity, accessibility and reliability of information and
adheres to the highest marketing, communication, and journalistic standards and to the
efficient use of university facilities.
II. Critical Issues Facing This Unit In Relation to University Goals and Priorities
A. Strengths:
1. wide range of staff expertise
2. strong support from the President and cabinet
3. clear direction and purpose
4. ―can do‖ attitude by directors, managers and staff
5. offering internships, externships and work study for students to aid
with retention of students and to bring new ideas to the subunits
B. Weaknesses
1. financial instability
2. inaccurate perception of the unit and subunits by the campus
3. lack of clarity on which of the tri-part mission the unit has as a focus of the future
work
4. understaffed
5. a weak overall web image and presence universitywide
C. Opportunities
1. new staff bring new ideas and experience
2. strengthening and expanding community collaborations
3. improve perceptions of the unit
4. high profile of the subunits, e.g. Center for high Altitude Training, Skydome, KNAU‘s
service to Native Americans, marketing office,
5. use of newer technologies by all sub-units
6. raising the profile of the university
7. encouraging the upgrade of the university‘s total web presence
D. Threats
1. resistance to change and its impact on staff and their work both on and off campus
2. cutback in staff/workload issues
3. campus silos
4. limitation in funding
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III. Unit Strategic Initiatives to Address University Goals, Initiatives, or Priorities
A. Office of Public Affairs
1. Build contacts with national media
2. Use the Strategic Plan to organize communications strategies
3. Work with the Office of University Marketing on identifying key marketing messages
4. Improved use of Inside NAU by conducting a survey to determine the effectiveness of
the newsletter and other communication needs
5. Produce an updated version of Horizons magazine
B. Office of University Marketing
1. Promote the established university goals through marketing and communications
efforts that include developing collateral, conducting advertising initiatives,
participating in events and presentations, and other means as appropriate both
internally and externally.
2. Collaborate with units to assure a consistent, uniform university message
3. Collaborate with units to implement the new image across campus and constituencies
4. Promote the university as a diverse institution and help identify opportunities to
advance the inclusion of minorities.
C. KNAU
1. Develop and execute the FY ‘06 Development Plan
2. Foster a culture of diversity, community and citizenship through mobilizing KNAU
RadioActive Friends groups and assessing the needs of the various communities
3. Becoming the nation‘s leading university serving Native Americans through obtaining
stable funding the Indian Country News Bureau and locating the Center for Native
American Public radio at the university
4. Signed expansion in Cottonwood and Prescott
D. Center for HAT and Skydome
Pursue key strategies:
1. Improve and maximize use of multi-use of facilities for professional sports teams and
Olympic training
2. Renegotiation of contracts
3. Improve marketing and customer service to attract a broader audience for both
training and spectators
4. Increase revenues by improving the facilities and increasing the number of programs
and events
5. Improve the opportunities for internships, externships and work study for students to
aid with retention of students and facilitate the undergraduate residential experience
Resource Requirements (incremental and internal reallocation): Staffing (specify category and
numbers), Student Support, Operations, Capital, Facilities (numbers and types)
1. Hire more students to assist in each individual subunit
2. Hire a university photographer on state dollars (1 FTE at $50,000)
3. Obtain more funding for communication and marketing for specific
populations/campaigns
4. Skydome equipment repair and replacement necessary for university and
community events to be successful
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IV. Unit Strategic Initiatives To Address Unit Goals or Initiatives
A. Office of Public Affairs
1. increase and improve the president‘s contact with students, faculty, and staff on
campus; improve the president‘s home page and image on and off campus
2. use staff to focus more on national publicity and substantial issues, e.g. ABOR
3. collaborate with University Marketing to develop materials for the university‘s use
4. work with DL/EP to promote One Community ad campaigned through the state
5. initiate effort to have the president personally recognize special faculty and staff
accomplishments (e.g., years of service; awards)
B. Office of University Marketing
1. continue to move forward on the university‘s marketing, branding, and identity
2. continue to move forward on the athletics image through working with Phoenix
Design Works
3. develop a new university website that includes more advance functionality and
increased information to promote the university; facilitate increased enrollments;
advance ARU and establish a campus-wide web team
4. Work with Collegiate Licensing Corporation to register the university mark and
develop standards for usage by on and off-campus vendors
C. KNAU
1. execute the station‘s Development Plan for the station
2. promote KNAU RadioActive Friends Group in other areas of the
state
3. advance the Indian Country News Bureau and Center for Native American Public
Radio
4. Work with University Marketing to revamp the webpage
D. Center for HAT and Skydome
1. develop and implement new, revenue-generating programs; work toward achieving
financial stability.
2. create an associative link between the center and the Olympic movement for the public
and sponsors
3. provide superior customer service to visiting international clientele leading to higher
participation numbers and increased revenues for the university and facilitate the
undergraduate residential experience
4. develop collaborative teamwork and communication between all
university systems when hosting professional and Olympic sports teams.
5. improve the use of all multi-sport facilities, including Rolle Activity Center, du Bois
Center, Skydome, and Lumberjack stadium to promote the university.
Resource Requirements (incremental and internal reallocation): Staffing (specify category and
numbers), Student Support, Operations, Capital, Facilities (number and type)
1. new computers and work stations for new Center HAT coach - $1500
2. hire more student writers; more student workers
3. $90,000 for equipment for Liquid Matrix work
4. $300,000 for marketing advertising initiatives
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5. $85,000 for ICNB but will be raised by KNAU from non-state sources
6. Up to $25,000 for renovation of the entrance to Center Hat along with fencing around the
track – Funding pending grant proposals
V. Results or Indicators of Accomplishment
A. Monitoring of going feedback/continuous improvement loop from a range of constituents, e.g.
alumni, faculty, staff, community (Flagstaff), prospective students, etc. to demonstrate
improvement of image, communications.
B. Use of a variety of methodologies in the monitoring work, e.g. focus groups, surveys, word of
mouth.
C. Gauging improvements with monitoring efforts, e.g. enrollments, improved revenues,
improved listenership and/or readership, wider use of facilities for off campus constituents,
aligning results with marketing and communications efforts, use of Vocus, number of web
hits, number of inquiries in all subunits, use of telephone logs, etc.
D. Financial stability will be achieved through sustained fundraising efforts in auxiliary areas.
E. Improved facilities through the sports training camps on campus.
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Office of the Provost
Strategic Plan
May, 2005
NOTE: For the most part, the initiatives and issues in this plan are presented at a relatively high
level. There is additional detail on the components of these items available on request.
Unit Vision/Mission/Values:
Northern Arizona University educates citizens for work and for life. The Office of the Provost and
all of its component parts promote the practice and integration of high-quality undergraduate and
graduate education with scholarly activities related to research, education and public service. We
value independent thought, quality, diversity and inquiry.
Critical Issues Facing this Unit in Relation to University Goals and Priorities:
1. Providing support for existing and growing programs through distribution or re-distribution of
available resources to enhance quality and build program reputation.
2. Retaining quality faculty and staff in the face of salary compression, inversion and market
issues.
3. Address college budgets so academic units can maintain the staffing and operations
needed for effective and quality performance, particularly in view of the rejection of
undergraduate course fees for FY06
4. Obtaining additional resources to invest in support of the university’s academic mission,
ensuring the best possible learning experience for NAU students
a. maintain small class sizes
b. ensure tenure-track faculty are available to teach in lower-division courses.
c. Provide high-quality classrooms and labs for a high-quality learning experience
5. Ensuring that research functions are staffed and facilities are maintained in a manner
sufficient for the university to not be subject to penalties or audit difficulties
Unit Strategic Initiatives to Address University Goals, Initiatives or Priorities
Goal 1: Provide undergraduate educational excellence in a residential learning community.
Goal 3: Increase enrollment and retention
Educational excellence is a product not only of course content but also of support of learners. In
addition to attracting and retaining a strong and educationally-focused faculty, the office of the
provost offers academic advising concentrating in particular on the experience of first-year
students. Articulation services help to match students’ non-NAU academic success with NAU
program plans. Career counseling is available to students throughout their academic
experiences. An assessment function is in place to assure that our academic programs are
effective. A growing focus is support of international students through partnerships with a
number of universities in the Far East.
The President has suggested that the university pursue accreditation through NCATE, the national
education accrediting agency.
Initiatives:
Near-term
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Focus on the freshman year experience
o University-wide supplemental instruction program
o Develop specialized advising services for students at risk
o E-learning involvement in freshman class redesign
Implement the developing partnerships with Chinese universities
Review and revise the Liberal Studies program
Redistribute resources as they become available to areas of growth and performance
Implement results from the Course Scheduling and Curricular Design task force to better
regularize course offering times thus increasing student flexibility
Adjust course staffing to avoid the last-minute quest to find part-time faculty to fill in
fundamental courses
Continue to implement program assessment throughout the curricula and shift funding
burden back to state inasmuch as possible (NCA issue)
Develop a strategic plan for honors
Expand faculty development program to encourage faculty growth in teaching, research and
administration.
Integrate leadership for EPS101 and FYE 101; strengthen/enhance FYE101
Longer-term:
Regularize international recruiting
Develop plans to address key issues reported in academic program reviews
Invest in programs that are at capacity
Create state-of-the-art classrooms to improve the learning environment
Build program quality and ensure compliance with accreditation standards so that program
reviews indicate high quality
Move toward NCATE accreditation should the institution identify this as one of its high
priorities
Resource requirements:
Academic Information Office business analyst to focus on articulation and transfer
Support for the start-up expenses for the China program
Improvements in advising, supplemental instruction and assessment
Increase faculty development director to ½ time
Assessment is currently completely TRIF-funded. Should gradually move to state funding.
There is also a need to increase support to academic units for degree program and teacher
preparation (if we pursue NCATE) assessment
Institutional support while regularizing course offering times and caps
Institutional commitment to and funding for NCATE
Goal 2: Strengthen graduate and professional education, economic development, and
research.
The deans and other key players are involved in an effort to define future directions for graduate
and professional education and research. A number of campus building efforts will supplement
existing activities. However, existing facilities must be maintained to at least minimum regulatory
standards. Implementation of the modified total indirect cost method for indirect recovery should
increase the university’s income from indirects.
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Initiatives:
Near-term
Complete Research-Graduate Education Task Force report
Continue to integrate centers into college operations
Increase the number of students involved in internships, research and field experiences with
a particular emphasis on Native American communities and culture
Continue planning for new buildings
Direct resources to those areas that threaten the institution’s standing vis-à-vis regulatory
and granting agencies
Open new nursing site in partnership with Tucson Medical Center
Work toward increasing graduate assistant stipends and/or tuition waivers
Longer-term
Explore program development such as: Fire Science, expansion of the DPT beyond
Flagstaff, a Museum Studies emphasis in Anthropology (in conjunction with the Museum of
Northern Arizona) creation of an on-line “Therapeutic Recreation” certification, a graduate
clinical nurse specialty program in adult health, expand the MPA program and partnerships
with AWC or other community colleges for a biology degree.
Resource requirements:
Access to dollars to allow investment in sub-standard facilities and programs: Bilby,
Greenhouse, Animal Care, IRB and overall compliance + two positions
Furnishings for remodeled Engineering building
Furnishings for ARD building
Furnishings for upcoming lab building
Goal 4: Provide leadership in the development, use and assessment of technologies in
administrative systems and educational programs.
Technology leverages and enhances education. It is imperative that our programs take advantage
of the benefits technology offers, both for content enhancement and delivery.
Initiatives:
Near-term
Assist with conversion to new version of Web-CT
Continue E-learning initiatives to infuse technology into the classroom and support research
that will inform faculty regarding the effective use of technology and instructional design to
promote student learning
Library technology initiatives: laptop checkout, planning for “Library as Learning Space for
the 21st Century”
Longer-term
Develop state-of-the-art classrooms
Resource requirements:
Library “learning space” initiative may require investment.
Building state-of-the-art classrooms will require resources beyond those currently available
in the Office of the Provost’s budget.
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Goal 5: Foster a culture of diversity, community, and citizenship.
The Office of the Provost fosters a culture of diversity, community and citizenship not just by
example, but by educating students in those areas.
Initiatives:
Near-term
Accept responsibility and accountability for hiring and meeting Affirmative action goals
Implement the institutional diversity requirement for Fall, 2005
Build, provide academic support for and invest in China initiatives such as:
o 1-2-1 programs
o Visiting scholars program
o SALT mentoring program
o Develop a Chinese language program
Longer-term
Grow the programs related to global understanding
Infuse the study of diversity into multiple curricula
Advancing investment in programs in Far Eastern countries beyond China: Korea, Malaysia
and India
Resource requirements:
Continued access to diversity funds to supplement hiring/retention salaries
Resources to invest in growing programs related to global understanding/diversity: Ethnic
Studies, AIS, Women’s studies, Asian Studies, Southwest Studies, etc.
Increase international office staffing to include at least one technical staff member
Goal 6: Become the nation’s leading university serving Native Americans.
Curricula, courses, research experiences and internships provide both outreach and service
opportunities to Native American communities.
Initiatives:
Near-term
Better align the AIS program with Indian community needs
Participate in planning for the Native American Center
Integrate the study of Native American issues into general curricular areas (ex: Political
Science)
Facilitate integration of the Institute for Native Americans into Social and Behavioral
Sciences college activities
Longer-term
Strengthen connections and agreements with Native American-focused institutions
Resource requirements:
Native American Center will require funding from outside the provost’s area
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Goal 7: Ensure financial stability and growth.
Stability and growth encompasses attracting and retaining excellent faculty and staff,
for without them we cannot provide excellent education. Once we have
attracted the faculty, we must ensure that they provide maximum value to
the university. Part of stability is providing adequate physical space for faculty and
students. We also know we must emphasize relationships with
outside partners and agencies in order to supplement dwindling state resources.
Initiatives
Continue plan to regularize and improve faculty salaries
Assess and regularize faculty workloads to reflect a balance of teaching and scholarly
activities
Focus on integrating development activities into college/dean operations
Combine Social and Behavioral Sciences’ currently dispersed functions into a
single venue (the old College of Business building)
Regularize chair compensation
Revisit and review request for class and program fees
Resource requirements:
Funding for systematic increases in faculty salaries
Funding for development officers
Funds for renovation of the old CBA building to ensure it is safe and functional for its next
inhabitant(s).
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NORTHERN ARIZONA UNIVERSITY
UNIVERSITY ADVANCEMENT
STRATEGIC PLAN 2006-2010
DRAFT 4/14/05
VISION
Advancement will be a synergistic team that meets the private resource needs of the university and is
recognized by the university‘s constituents as an exceedingly responsive and effective unit. (Molly wants
advancement to be the ―GO TO unit.‖)
MISSION
It is NAU Advancement‘s privilege to promote the university and its mission, enhance its reputation, and
compel private investment in it by creating and stewarding meaningful constituent* relationships.
*constituents include but are not limited to alumni, friends, parents, students, businesses, foundations,
associations, and NAU faculty, staff, and administrators
VALUES
University Advancement subscribes to the values of the University. More specifically, we do our work in an
atmosphere of integrity, respect, commitment, creativity and trust.
CRITICAL ISSUES FACING ADVANCEMENT IN RELATION TO UNIVERSITY GOALS AND
PRIORITIES
In a way Advancement has an advantage over other units in relating to the University‘s goals and priorities.
We are not in the business of setting priorities for the university – that responsibility rests with the governing
board, administration and faculty. Rather, Advancement is responsible for determining which of the
University‘s priorities might be achieved or furthered through private investment of resources and then
providing the expertise to bring those resources to bear
At NAU, the office of University Advancement includes four operating areas:
Development and fund raising
Alumni and Constituent Relations
NAU Alumni Association (which operates as an independent support entity?)
NAU Foundation (which operates as an independent charitable entity)
In addition we have support operations that serve the entire unit as well as the university community:
Prospect Research
Data and Information Management
Events Management
In preparing this plan the Advancement team conducted a SWOT analysis. This was essential in identifying
the ―critical issues facing advancement in relation to university goals and priorities.‖ Results of our analysis
follow:
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Strengths:
Excellent mix of seasoned, knowledgeable, and eager and upwardly mobile professionals
Energetic staff with a strong dose of creativity
The support of the University President and two interested, involved and committed volunteer boards
A number of staff members who have been associated with the university for some years and have
developed strong and supportive relationships with internal and external constituents.
Northern Arizona University‘s alumni highly positive assessment of their exeperiene at NAU
NAU‘s strong reputation in teaching, research and public service
Support and cooperation from the president and other administrators including deans
Increased institutional investment in advancement and in marketing
A well received alumni magazine
―The Cadillac‖ of alumni/development software systems supporting state of the art information
management and prospect tracking
Weaknesses:
Advancement is a relatively new unit to NAU and is still emerging in its capabilities and significance
to the University. Inconsistent leadership and communication over several years have caused a lack
of understanding about what a solid advancement program can do for the University (as well as what
it cannot do).
Expectations have not been set for advancement staff (by the university) nor for those whose
participation makes a difference in success (Deans, President, Provost, etc.)
Advancement does not currently have a clear understanding of the priority needs and opportunities of
the University
The campus has shown little creativity in its consideration of how to address needs and opportunities
and at the same time it has shown
Diversity is an issue: 80% Caucasian alumni base, wealth is still in Caucasian hands (can we get stats
on this???), and diversity is limited in advancement professional pool (can we get stats on this????
Look around at CASE, AGB, not much color in the room…). In addition we lack expertise in
developing resources from diverse populations.
Turn over in leadership has led to insufficient emphasis on basics in advancement: good clean data, a
developed base of donors and volunteers, communication internally and externally. Our
inconsistency has left us with a number of damaged relationships as well as with few benchmarks for
measuring performance
Many new staff (advancement, deans, administration) so relationships are new and will take time to
develop
NAU has many alumni who have spent very little time on the mountain campus (Distance learning
alumni). We have not yet captured this information to assist with segmentation of this market, no
have we identified strategies that play to the interests of these groups of alumni.
Tight budgets and a lean staff
Insufficient experience among administrative leaders and advancement staff in recruiting and
managing volunteers and a relatively small number of committed, trained and motivated volunteers in
advancement and colleges and other campus units.
A critical shortage of sufficiently qualified prospects
A very low percentage of donors among alumni compared to national figures (due to many years of
inattention to the annual giving program)
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While we have the Cadillac database we have not (yet) structured the data effectively nor collected
sufficient data to truly inform our programming
Inexperience and trepidation of faculty with development
Space – we are about to burst at the seems and have no meeting space in our own building
Opportunities:
To be role models for university values through our actions and our work
There are many needs and opportunities for which volunteer and financial assistance can be identified
(Scholarships, Facilities, Faculty [endowed lecture series & lectureships], Undergraduate student
research, Guest lecturers, Advisory boards, Internships, Library, Student Life, Athletics – NAU
Outdoors, Cultural events). The AZ Eminent Scholar program can be used as an incentive in some
cases.
NAU‘s Vice President for Distance Programs is concentrating his dissertation on development with
non-tradition alumni. We can work with VP Hurst to develop a model program in this area.
Student focused alumni programs at NAU are relatively new and can be expanded as long term
investment in alumni participation
As university better defines its plans, goals, vision opportunities to involve significant (national)
foundations – especially in strategic areas
New university marketing program will enhance NAU visibility and reputation
There are many ways we can increase our communications:
Our own publications and mailings
Pres. Valley Brd. Of Advisors
Flagstaff/NAU One community campaign
Participate on campus/cabinet, etc.
University studies show that NAU alumni feel very good about their experiences at NAU
We believe that with the right kinds of programs and activities we can only improve in alumni
participation. Alumni support signals others to support as well. Relationships will grow.
Office of Grants and Contracts has progressed significantly in recent years… opportunities to work
together and to cross cultivate prospects. Also opportunities to support these efforts with investments
for graduate studies and with the Eminent Scholars program
Support of the administration is allowing us to fill key positions to enhance our ability to serve the
university
We have the skills and staff to develop and maintain our data and we have the resources to contract
the needed external expertise to move from mediocre to excellent data.
Advancement can ask hard questions about requests for private resources –what are trying to
accomplish? How will you know if you get there? Why would someone want to support your
initiative – what‘s in it for them?
The U is reaching out to increase its international programs providing an opportunity for
Advancement to begin to reach out to and serve our international alumni.
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We can work on diversity issues through participation in campus initiatives, professional meetings,
adding expertise to our boards, seeking guidance on diversity hiring from HR/Aff. Action
Many opportunities for mentoring – board to board, staff to staff, staff to deans, etc.
Analysts have predicted that from $7 trillion to 12 trillion of ―wealth transfer‖ from one generation to
the next will take place in the fist 20 years of the 21st century
The NAU alumni body is relatively untapped – there is strong potential for growth
New technologies have potential to improve ways we communicate with and can educate alumni and
donors
Threats:
The stock market is still struggling to recover from the down years of 2001-2003 (are those the right
years?)
Unfavorable tax law changes at the federal level could affect donors. Concerns about the future of
Social Security could also affect prospective donors
Changing demographics will likely mean changes in giving patterns. Baby-boomers who make up an
increasing portion of our alumni may not be a charitable as previous generations, particularly to
higher education. Programs and services need to be reviewed in terms of the interest and demands of
young alumni and particularly successful entrepreneurs who want more hand-on involvement with
non-profits.
As people‘s lives become busier the volunteer pool may shrink
The proliferation of non-profit organizations over the last 20 years means that there is increased
competition for the philanthropic dollar, and competition for volunteers is fierce. Many Arizona
institutions are involved in or preparing for campaigns
The cost of living in Flagstaff will continue to be a hiring issue for advancement and the entire
university
Changing tides… externally the ABOR, legislature, Governor, even public opinion (Prop 102),
change regularly and their interests (or lack of) in NAU and Higher Education impact our ability to
keep constituents engaged and to match donor interests with NAU needs/opportunities
Lack of and misunderstandings on advancement‘s part in terms of what the university seeks in private
investments
Lack of and misunderstanding on the campus‘ part in terms of what advancement is, what it can and
cannot do, and what it takes to run a successful advancement unit
Advancement has set out some very broad goals
Develop a Culture of Philanthropy in the NAU Community. This was a recommendation put forward by
Marts and Lundy consultant Don Fellows. If NAU is to be successful in achieving its highest aspirations,
philanthropic support is essential. As a community we must recognize the importance of philanthropy to our
future. Charles Sizemore, senior consultant with Marts and Lundy has done qualitative analysis of
successful (and not so successful) fund raising organizations. He concluded that those institutions best
positioned to attract philanthropic support have created an organization-wide atmosphere that fosters of
―culture of philanthropy.‖ (I will not go into more detail here, but we have a couple of documents that
outline the characteristics of such a culture, and these will provide definitions for us so that we will know
when we have completed the development of this culture here at NAU. We will need to consider how this
fits with the University values set forth in the Strategic Plan.)
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Build a new advancement team with a new focus on engaging alumni and friends in the life of the
university.
A significant focus under this goal will be building the University President‘s external role in several areas.
The President as an external personality can be a tremendous help in building more pride in the institution
among our various stakeholders, more clearly explaining our message and direction, building enthusiasm for
the university of the future, and developing important and influential (political, business and philanthropic)
ties.
Promoting Susan Schroeder to Associate Vice President to oversee our development program and hiring
Josh Allen, a new, excited and forward thinking Director of Alumni and Constituent Relations were steps
one and two. We had a staff retreat (summer 2004) that focused on team building, and we are following up
with sessions that continue this theme as well as focus on more specific actions. We have developed a set of
values that is guiding our work including our hiring of new staff. We have added a new director of gift
planning who brings a wealth of knowledge and experience. We are about to add five new college based
development oficers. We will do some cross training of existing staff. We will continue to provide
professional development through home grown programs as well as opportunities for conferences and
meetings. We will hire or educate the Advancement staff to be leaders in developing a culture of
philanthropy at NAU. We will engage our volunteer boards (NAUAA and NAUF) as they too will be
leaders in developing a culture of philanthropy.
Increase the quality and quantity of communication from advancement to all of our constituents
(alumni, donors, prospects, Flagstaff community, President‘s office, Cabinet, campus partners and potential
partners, campus community, etc.). I define communications very broadly for this purpose. This is part of
the culture change that is represented in the two goals above. Advancement‘s communications, at manyu
levels, has been poor (late, sporadic, incomplete) or non-existent. I will need to emulate the type of
communication and behavior that I want to encourage. I will need to be clear in my expectations.
Raise $_______________________. We will begin to set a dollar goal for the year, but I‗m not prepared yet
to put it forward. With all the restructuring it is taking some time to finesse the numbers to really understand
what we can expect. In addition, I will need to take into consideration that after Sept. 3 we will have only 1
college development officer in place and that we have several other key fund raising positions open.
UNIT STRATEGIC INITIATIVES TO ADDRESS UNIVERSITY GOALS, INITIATIVES AND
PRIORITIES
University goals are:
1. Provide Undergraduate educational excellence in a residential learning community.
2. Strengthen graduate and professional education, economic development and research
3. Increase enrollment and retention
4. Provide leadership in the development, use, and assessment of technologies in administrative systems
and educational programs
5. Foster a culture of diversity, community and citizenship
6. Become the nation‘s leading university serving Native Americans
7. Ensure financial stability and growth
In a concrete way, University Advancement focuses on goal 7 – ensure financial stability and growth. We
raise private money on behalf of the university. We manage endowments that provide long term stabile
resources for university programs. And we develop capable volunteer advocates to assist the university in its
legislative relations.
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Just as goal 7 allows the university to more easily achieve its other 6 goals, so to does Advancement‘s
activities in resource development (people and financial) have potential to impact the other 6 goals.
We identify and engage volunteers to:
Serve on department and college advisory boards (G 1, 2, 4, 5)
Speak in or even teach classes (G 1, 2, 3, 4, 5, 6)
Provide internships, research projects … (G1, 2, 3, 4, 5,)
Represent NAU at college fairs, call prospective students, host recruiting and send off gatherings, etc.
(G 3)
We raise funds for:
Student financial aid (scholarships, assistantships, fellowships, internships, international experiences,
research) (G 1, 2, 3, 5, 6)
Faculty endowments and support (chairs and professorships, lectureships, visitng positions, travel) (G
1, 2, 3, 4, 5, 6)
Academic programs (G 1, 2, 3, 4,)
Library (G 1, 2, 3, 4, 5 6)
Student activities (1, 3, 5, 6)
Buildings and FF&E (1, 2, 3, 4, )
Strategic initiatives that we will pursue in the 2006-2013 time frame are
1. Increase quantity and quality of externally focused events in AZ and in cities with significant alumni
(1,000 or more) or donor populations.
2. Increase the quality and quantity of communications with alumni and other constituents. Activities
will include but are not limited to expanding the number of PINE issues or providing another
publication in the quarters that the PINE is not published, revising the alumni and advancement web
sites, and developing an on-line community for NAU alumni.
3. Develop major gifts staff so they are averaging ____ ―moves‖ per year and ____ major gift asks per
year.
4. Revamp the annual giving program.
5. Develop a comprehensive marketing strategy for advancement and its units that compliments the
University‘s marketing efforts and coordinates our own efforts. Components include but are not
limited to column ads, alumni and friend surveys/market research, communication plans and
branding identity strategies. A significant first step is to establish a consistent and strategically
focused planned giving marketing effort.
Need to add resource requirement (incremental and internal reallocation); Staffing (specify category and
numbers), Student Support, Operations, Capital, Facilities (numbers and types)
UNIT STRATEGIC INITIATIVES TO ADDRESS UNIT GOALS
Need to think this one through.
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RESULTS AND INDICATORS OF ACCOMPLISHMENT
There are probably others to fill in, but here is a start:
18% alumni giving participation (current 6%)
____% participation in volunteers (current _________)
____ % alumni consider themselves ―active‖ (current_______)
____% alumni satisfied with service set offered (current_______)
similar metrics for faculty/staff/retirees/administration participation, and friends, corporations, foundations
Raise $: need to determine if we are talking assets or endowment: We either want to:
Increase Foundation assets to $50 million by June 30 2005, and to $100 M by 2013
Or
Increase the total endowment from $37 million to $50 million by June 20, 2007 and $100 million by June
2013
(campaign leadership begins fy2008… ends June 30 2013? ---- double in 7 years?)
Raising consistently 15M per year (is that a good #? I still need a handle on what was really being raised in
past… minus govt and dedicated tribal dollars???)
Satisfaction of campus constituents (President and Cabinet, Deans, others)
Satisfaction of volunteer boards
Excellent data – we need to check national indicators – what is good, great in each category?
Good addresses for _________% of alumni (Don Fellows says 90% is a good goal?) (current __________)
Good telephone for ______ % alumni (current ____)
Good email for ____% alumni (current ___)
Good employment info for ____% alumni (current____)
Similar stats for non-alumni individual donors
Contact for ___________ % of organization donors
Major gift prospect base:
# (2000??) identified with % (50%??) qualified
#______ Pres. Assoc., Pres. Circle annual donors (and # personal solicitations being made)
A new, comprehensive campaign is launched:
FY2005 –
University completes its restructuring
Advancement gets its staff and its infrastructure in good shape
FY 2006
University gets System redesign in place and does self eval for accreditation
Advancement completes infrastructure, works on mini campaigns, and getting programs going
FY07
University completes its self eval, all systems go
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Advancement all systems go, first regular year under our belts
FY 08
University – fall accreditation visit and report
Advancement – a second regular year for development uses accreditation to plan campaign. Maybe
―quiet phase/leadership phase begins
FY09
Leadership phase in earnest
RANDOM THOUGHTS!
University citizens
Personal solicitations
Annual solicitations
GET OUT THE DOOR - externall perspectives are as (more?) important as internal (Marji‘s recent
experience)
Don‘t let past giving be your guide
All are fair game – no one owns a prospect
Let people know NAU is a place to invest in and make it easy for them to do so
Professional development
Have and use good information (CASE – case, AGB, comparator info, NAU research)
Measure
Educate constituencies (students, campus, alumni, ….)
Contribute vs donate
donate: to give, esp. to some philanthropic or religious cause
contribute: 1. to give or provide jointly with others; give to a common fund 2. to write and
give or sell (an article, story, poem, et.) to a magazine, newspaper or other publication 3 to
give or furnish (knowledge, ideas, et.) - contribute to to have a share in bringing about (a
result); be partly responsible for
.
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Northern Arizona University
Information Technology Strategic Plan FY 2005
I. Introduction and Overview
Northern Arizona University's information technology infrastructure environment consists of a variety of
information, computing, and telecommunication systems designed to meet the needs of a complex higher
education institution. Most of these systems are centrally administered while some resources are
decentralized and distributed across campus and the State of Arizona.
At NAU, we envision an electronic learning environment that meets the needs of on-campus and statewide
students, faculty, and programs that support outstanding teaching and learning, research, and administrative
systems.
As NAU‘s ―digital utility‖, our administrative and academic systems employ web-delivered solutions that
are user-friendly, promote a self-service capability, and support the better use of data for decision-making.
Such systems will make important information more readily available, thereby improving the access to the
university's information resources and enhancing the effectiveness of information analysis across university
activities. Our users expect NAU systems to be like other utilities, always available. This type of service
requires our systems to be built using high reliability and redundant techniques. NAU is committed to
providing such services.
The NAU Information Technology Strategic Plan for FY05 reflects the unique mission of NAU in the state
of Arizona to provide both a premier residential campus and an extensive and growing distributed learning
program to students throughout the state and the nation. NAU's student population is becoming more diverse
in age, ability, background, location, and learning experience and preference. In order to meet these diverse
and ever-changing student attributes, NAU has developed a variety of synchronous and asynchronous forms
of course delivery to reach these non-traditional, and often underserved, students. In fact, NAU has a long
tradition of meeting the needs of students across the state, particularly in rural areas, with a variety of course
delivery methods to suit their needs. Online student services are an invaluable and cost-effective means of
providing distributed learning students access to academic and administrative systems wherever and
whenever they need them. NAU is committed to provide literally all student services in an online, easy-to-
use, self-service fashion.
Instructional technology's remarkable set of new and emerging tools allows us to re-examine and re-invent
curricula and programs; to examine new ways to integrate instruction, research, and creative activity; and to
escape traditional time-and-place-bound models of instruction. In so doing, faculty has the opportunity to
infuse their teaching and research activities with a new excitement and enjoyment. New IT tools will also
make more efficient use of faculty, students and staff time, and will increase the competitiveness of our
students, faculty, and staff by exposing them to state-of-the-art systems.
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II. Planning Environment: Assumptions and Realities
In order to fulfill NAU‘s academic missions across a wide variety of student venues and collegiate programs,
information technology plays a critical role. Several significant issues provide a great challenge to the IT
resources of NAU to successfully perform its crucial responsibilities. Here are the top three issues facing
NAU‘s IT resources today.
Budget Reductions
Since FY 2003, the Information Technology Services (ITS) organization‘s budget has been reduced by a net
total of $2.2M (17.2%). Layoffs, removal of vacant positions, and reductions in operating dollars were
necessary methods to meet budget cuts, but came at a high cost. This reduction has virtually eliminated any
budget flexibility and severely impacts capital equipment purchases normally used for network upgrades and
routine equipment replacement. The loss of staff and vacant positions has left current employees with more
work to do since the work load and expectations have continued to rise. ITS was not alone in suffering from
budget cuts, as many academic and administrative offices had to make tough decisions on what budget areas
to cut. These reductions did affect IT operations and initiatives throughout campus such as faculty and lab
computer replacement, classroom technology upgrades, and other needed IT programs. Our current planning
assumption is that no new State funds will be forthcoming and alternate funding sources, such as student IT
fees, will be pursued. Without such new funding sources, the continued financial uncertainty will have an
impact on planning and implementing new IT initiatives at NAU.
Securing Campus Networks and Information
During FY04, several events caused NAU to look deeper at our overall security posture. There were several
times during the year that new viruses plagued our campus networks and end-user computers. Starting with
the Blaster worm in August through multiple viruses and their variants in the spring, our campus networks
and email system were slowed to unacceptable levels. Immediate action was necessary and solutions were
put into place, as well as a longer term plan to help control viruses on our campuses. Included in our plan
was the obtaining of Arizona Board of Regents (ABOR) Technology and Research Initiative Fund (TRIF)
funds for security initiatives.
Over the past winter, the NAU network was scanned for vulnerabilities by an ABOR-funded initiative which
paid for scans for all three state universities. The results showed that there are multiple security holes in the
network and user equipment around campus which could be exploited by hackers. ITS held several work
sessions with other IT technicians around campus to review the report findings for their areas and discuss the
fixes they needed to accomplish. Also, the scan report suggested that NAU is in need of a full-time staff
member to oversee the security function for all of the campus. That suggestion was taken before the Cabinet
during a briefing of the scan results and a new position was placed on an unfunded priority list for FY05.
Additionally, the new ABOR-funded initiative to install the network access control system, Perfigo, will
begin this year.
Integration of IT Services
Integrating IT services across the campus, and in NAU‘s case, across the State, is getting increasingly
complex and costly. Issues such as middleware for authentication, authorization, directory services, global
ids, administration systems, web portal, e-business, and data warehouse all mean a great deal of study and
work for the NAU ITS organization. Researching and developing strategies to successfully engineer
solutions to solve integration issues for all of the above will take a great deal of resources from ITS and other
IT professionals across campus.
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The greatest of our efforts will continue to be in the area of core directory services, which uses LDAP
(Lightweight Directory Access Protocol). This service will aid in efforts to integrate our portal (MyNAU)
with applications like the PeopleSoft HR/SAS (LOUIE), Advantage and WebCT. Directory services provide
the infrastructure for naming, locating, describing, and managing people, devices, and other members of an
on-line community. NAU‘s directory services efforts will enhance our integration needs and will greatly aid
NAU in assimilating future technologies and modern directory-enabled applications and services.
Along with directory services and portal development, has been the implementation of a single sign-on
capability using the CAS (Central Authentication Service). Single sign-on gives our users the ability to log
onto the MyNAU portal, and navigate to various campus applications without needing to log-in again. The
convenience and easy-of-use are significant and will help us reach our new goal of ―All you need is
MyNAU!‖ to perform all users‘ business and academic activities at NAU.
III. Plan Purpose, Goal and Strategic Directions
Information technology is a tool to aid in the accomplishment of NAU‘s mission and goals. IT should not
drive what we do academically or administratively, but should assist the faculty, staff, and students with
achieving their learning and business objectives.
The purpose of this Information Technology Strategic Plan is to provide guidance for developing,
implementing, and maintaining a sound IT infrastructure, which will support NAU‘s primary purpose of
teaching students both on-campus and across the state.
The plan‘s goal is to give university planners and IT professionals a clear and focused document to be used
in decision making within their areas of control.
To set the IT path at NAU, six strategic directions are outlined below:
1. Use IT to enhance the learning and living experience of all NAU students.
In the 21st Century‘s Information Age, NAU graduates must be prepared to meet the challenges of a global
economy fueled by information technology. Their experience at NAU, both in and out of the classroom,
should enable them to gain proficiency in using the most current IT systems. No matter how instruction is
performed, be it in the traditional classroom or on the Web, the NAU IT infrastructure must be stable, easy to
use, highly integrated, reliable, and secure in order to enhance student learning and promote the building of
IT skills. Initiatives for this year include continued NAU portal development, improvements to network
security, upgrading our WebCT course management software, and the expansion of wireless LANs will
improve the already robust academic computing environment at NAU. This IT strategic direction supports
NAU‘s 2005 Strategic Plan goals # 1 & 5.
2. Integrate academic and administrative systems through the use of a technically sound and secure
“middleware” environment.
The integration of administrative and academic systems offers the sharing of information heretofore not
possible. A reliable and secure ―middleware‖ environment of core directory services will enable such
integration to happen, but not without a great deal of complex work, increased resources, and time. NAU is
committed to working on such programs and issues as single sign-on, active directory, LDAP, Shibboleth,
portal integration, and other ―middleware‖ services that are geared toward essential integration initiatives. In
order to deal with the task of integration, ITS will take on the following initiatives this FY:
Strengthen and improve our LDAP directory services model.
Increase the use of the CAS authentication system.
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Improve the MyNAU portal, which uses the uPortal, open source software. The goal of the portal will
be to integrate our CAS single sign-on capability with administrative and academic programs such as
PeopleSoft HR and student administration system, Cline library, WebCT, and other systems into a
user-friendly, one-stop, online portal environment for the entire campus community.
This IT strategic direction supports NAU‘s 2005 Strategic Plan goals #‘s 1 & 5.
3. Maintain a robust, reliable, secure, and sustainable IT infrastructure.
As NAU‘s ―digital utility‖, where all critical business and many academic systems are operated, our core IT
infrastructure must be engineered and maintained in the most highly reliable fashion both on-campus and
across the state. Having services nearly ―always on‖, is a goal that is essential to a highly efficient and
effective university. Essential basic services, such as email, Internet connectivity, and network access,
coupled with the operation of major software systems, like the Advantage financial system and the
PeopleSoft Student Administration and HR system, must be run in the highest state of reliability and
security. Of particular interest is the performance of LOUIE during the start of the academic year when the
system is heavily used. These activities require not only top-of-the-line hardware and software, but also, and
more importantly, a highly skilled and motivated IT staff to keep these complex systems up and running
smoothly.
New initiatives for FY05 include:
Advantage financial system upgrade (funded and ongoing)
Installation and use of the Perfigo network access control system (funded and ongoing)
New IT Security Manager position (unfunded)
Upgrade or change our current course management software, WebCT Campus Edition, to WebCT
Vista or another product (unfunded)
Improve our software backup and restore capabilities for WebCT and other critical systems (partially
funded and ongoing)
More reliable and expanded disk storage using Storage Area Network equipment (funded and
ongoing)
Outsourcing of modem pools at nine locations statewide (completed August 2004)
Complete telephone switch upgrade (completed August 2004)
Support academic restructuring and new building construction and renovation efforts (funded and
ongoing)
This IT strategic direction supports NAU‘s 2005 Strategic Plan goal # 5.
4. In all administrative systems, seek solutions that use web-enabled, self-service, easily trainable
applications.
One of the main reasons for selecting the PeopleSoft version 8 software for our new student administration
and HR/payroll systems, was its new web architecture, which enables a great deal of self-service capability
with just the use of a web browser. This means that a student, staff or faculty member can access and change
their personal information, pay tuition, or check on their degree plan, from any computer, anywhere in the
world that is connected to the Internet. Other completed initiatives, such as an in-house developed web
payment utility, allow NAU departments to have their customers pay for items or services online. Our
Advantage financial system software will undergo a major overall this year. The next version of Advantage
does have a much friendlier web interface for users and will incorporate electronic workflow for many
business processes. All of these web services integrated through our MyNAU portal will provide a robust,
highly accessible and user-friendly environment which will increase employee productivity, provide
enhanced self-service capabilities, and improve student services. Equally important will be the ability of ITS
to maintain an adequate core of trainers who can teach our new users on NAU‘s applications and systems.
This IT strategic direction supports NAU‘s 2005 Strategic Plan goals #‘s 1 & 5.
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5. Ensure IT funding and spending is tied to university strategic planning efforts.
All campus departments, including ITS, must pay careful attention to their IT budgets, especially in these
lean budget times. They must ensure that expenditures are going towards meaningful projects, equipment
and software. These efforts must use this IT strategic plan and other university IT policies and procedures to
guide them as they consider new spending or in upgrading existing systems. Once identified, new IT
initiatives and projects must be inserted into the new NAU budget planning process for possible funding. In
addition, ITS leadership has undertaken the initiative to develop a procedure to do a Self Evaluation and
Status Reporting process to assess where we are now technically and organizationally, as well as to forecast
IT spending for the future. This strategic direction supports NAU‘s 2005 Strategic Plan goal # 8.
6. Support a spirit of cooperation among all IT users and professionals across the university.
Communication is key to any endeavor and will greatly aid in gaining a spirit of cooperation across the
university to use this IT strategic plan as a planning guide. NAU must seek input and suggestions from all
corners of the university in order to ensure buy-in from all departments. ITS must continue to hold IT
professional meetings on a regular basis to keep the channel of communications open for new ideas and
needs. ITS and CITO participation in all forms of strategic planning and implementation are critical to
success of any project. The Provost‘s Academic Computing Advisory Committee has established a forum to
discuss pertinent issues surrounding the use of IT in support academic endeavors. And the Steering
Committee on Administrative Computing has taken over the management of issues pertaining to the LOUIE
system and all other administrative computing issues. This strategic direction supports NAU‘s 2005 Strategic
Plan goals #‘s 1 through 8.
IV. Plan Implementation Guidance
The implementation of this strategic plan will be by several means: 1) working with the NAU Strategic
Planning Council and the President‘s Cabinet to integrate this plan with the university‘s strategic plan and
budget activities, 2) working with the Provost‘s Academic Computing Advisory Committee, the Steering
Committee for Administrative Computing, and other IT-related committees to promote and review IT
projects and advancements, and 3) monitor and measure the success of activities related to the plan. Since
there is more than one department involved with IT tasks at NAU, the development of IT projects may
involve a group of individuals outside of ITS. Continued communication and coordination will be necessary
to ensure IT projects fit into the NAU IT infrastructure and this plan and, therefore, must be reviewed by ITS
to guarantee compliance with NAU IT infrastructure guidelines and this plan.
V. Conclusions
During our current budget reduction period, NAU must scrutinize all spending across the entire university.
IT spending is an area that must be linked to a common purpose and plan, which is represented by this
document. The university-wide strategic planning and budgeting process are key elements in establishing
NAU priorities. This IT Strategic Plan must be an integral part of this process to ensure that IT initiatives are
supportive of the overall university mission, plans, and goals, and are considered for ranking in the list of
NAU‘s priorities.
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VI. Related Plans, References, and Annexes
Related Plans
NAU Strategic Plan
http://www4.nau.edu/pair/UniversityPlanning/strategic_plans.htm
NAU IT Strategic Plan, FY 2004
http://www.nau.edu/its/stats/NAU_IT_Strategic_Plan_FY04.doc
State of Arizona Office of Strategic Planning and Budgeting
http://www.state.az.us/ospb/index.cfm
References
ITS Website
http://www4.nau.edu/its/
Provost‘s Academic Computing Advisory Committee
http://www2.nau.edu/provost/pacac/index.htm
ABOR Strategic Directions
http://www.abor.asu.edu/1_the_regents/reports_factbook/planning/dirgoals.html
EDUCAUSE
http://www.educause.edu
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Annex A
Description of the IT Organization at Northern Arizona University
Mission
Information Technology Services (ITS) operates and maintains information technology and
telecommunications services in support of the NAU mission and goals. Services include academic support,
administrative systems support, student services, telecommunications, and faculty and staff support and
training.
Vision
To achieve its goals, NAU must continue to take advantage of the latest information technologies to remain
competitive among its peer universities. A highly integrated, extremely reliable, nearly always on IT
infrastructure, which provides first class academic and administrative services and systems, is our target.
NAU‘s ITS organization must provide the necessary leadership and guidance to the campus on all critical IT
initiatives. ITS must stay engaged with all NAU constituency groups in order to provide the best service to
all NAU students, staff, and faculty, both on campus and statewide.
Achieving this vision will require extensive collaboration and partnering among the different NAU
technology, academic, and administrative organizations in order to provide:
Support of the university‘s mission through adaptive and innovative use of information technology.
Empowerment of NAU staff, faculty, and students through access to the information and tools needed
for successful performance as workers, teachers, learners, managers, planners, and decision-makers.
Support the broadening of NAU‘s educational courses, programs, and resources to students within
and beyond Arizona through the use of a variety of distance learning technologies and delivery
means.
Extension of cost-effective and user-friendly telecommunication and Internet technologies to all
members of the Northern Arizona University community wherever they may be.
Acquisition and provision of new, cost-effective information technologies to the university
community to keep NAU as current and competitive as possible.
Provide a highly reliable infrastructure and set of computer-based administrative, teaching, learning
and research tools to meet the ever-growing needs of the NAU staff and faculty.
Provide both general and specialized technical support for those using information technologies in the
NAU community.
Optimize the use of existing and planned investments in systems and technology.
Reasonably protect information resources and systems from illegal access and use.
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Northern Arizona University
Extended Programs/Distance Learning
2005 – 2010 Strategic Plan
June 1, 2005
Unit Vision/Mission/Values
Vision: To be recognized as the premier provider of access to university education through online and
distance learning programs in the state of Arizona and nationally/internationally.
Mission and Values: The mission of NAU Extended Programs/Distance Learning is closely aligned
with key values outlined in the University‘s Strategic Plan: excellence in education, student success,
educational access, and diversity. These values are integral to the goals, objectives, and strategies of the
unit, and guided the development of our mission statement:
Northern Arizona University Extended Programs/Distance Learning provides time and place
bound students with high quality university programs and excellent service in their local
communities.
Background: NAU‘s distance learning programs have been successful because they have recognized
market needs and moved quickly to meet them while other institutions have not. In the graduate market,
particularly, our competitors have followed our lead. As the market place evolves to include a myriad of
new competitors, we must now look for new and emerging markets and delivery methods that will keep us
ahead of other providers. There are important congruities between the University Strategic Plan and
Distance Learning initiatives and operations. Goal One of the University‘s plan—a strong residential
learning community—provides the foundation for the increasing number of courses and academic programs
developed by full time NAU faculty and delivered by technology to distance learning students. That
foundation of strong campus programs also forms the basis by which our unit can contribute strategically to
Goals Two through Eight as detailed below.
Critical Issues Facing Extended Programs/Distance Learning in relation to University Goals & Priorities
Critical issues facing our unit in the near future include the need for:
tying budget to enrollment;
managing ARU to enable accomplishing both university and Regents goals;
shorter decision cycles to enable market responsiveness;
education of campus departments to the differing needs and priorities of off-campus students and
especially adult learners;
develop a priority list for development of new Web courses based on distance learning perspectives
and discussion with academic units;
continue collaboration with academic units to improve course rotation to facilitate timely degree
completion;
coordination of marketing efforts with increases in course capacity;
integrating alternative course and session schedules with on-campus units who operate on a full-
semester model;
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diversification of program offerings that reflect market needs and anticipate future growth potential –
especially in niche and specialty programs;
sufficient capacity in courses and programs to allow for growth;
continued stabilization of staffing to reduce turnover, strengthen central services, enhance training,
and capitalize on technology-assisted student services.
A strengths, weaknesses, opportunities, and threats (SWOT) analysis identified three key external
threats:
more aggressive outreach from private institutions from within and outside the state of Arizona;
growing competition from sister state universities in both rural and urban areas;
increasing pressure from community colleges to offer three or four-year programs, particularly in
teacher education.
To counter these threats, however, we have an array of strengths which should enable us to compete
effectively in an increasingly competitive market:
a reputation for excellent programs
instruction delivered by an increasing number of full time faculty from multiple disciplines in
addition to well qualified part time instructors
competitive tuition rates
a well developed physical presence around the state
a strong technical infrastructure
talented and dedicated support staffs in Flagstaff and around the state
the ability to deliver programs in a variety of modalities
the responsibility and resources available through the TRIF-funded Arizona Regents University and
Access and Workforce Development initiatives
the ability to easily adapt to market trends
In light of these strengths, and continuing to build on our substantial contributions to past University
strategic plans, the Extended Programs/Distance Learning leadership team is confident that new objectives
and strategies outlined here will enable us to maintain and enhance that record of achievement.
Extended Programs/Distance Learning Strategic Initiatives to Address University Goals, Initiatives, or
Priorities
University Goal 2: Increase and Manage Enrollment
Objective 2.1 Solidify market position as leading provider of teacher education by growing undergraduate
teacher training programs around the state
Strategies
2.1.1 Add two full time faculty lines in Phoenix for BSEd. in elementary education by fall 05
2.1.2 Add one full time faculty line for BSEd. in elementary education in Tucson by fall 05
2.1.3 Recruit new group of students for ―Mega Cohort III‖ of ITV-delivered BSEd to Page, Tuba
City, Kayenta, Chinle, Ganado, Keams Canyon, Ft. Defiance, Whiteriver and Payson by fall 06,
that is sensitive to the Native American culture and perspective.
2.1.4 Develop messages and materials to promote teacher education opportunities
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2.1.5 Conduct targeted advertising activities that include strong messages to promote teacher
education opportunities
2.1.6 Conduct periodic, targeted research via surveys and focus groups to monitor perception and
adjust tactics based on findings
2.1.7 Engage in market demographic research to determine opportunities for teacher training
programs in the state
2.1.8 Create new cohorts in Phoenix and Tucson…….
Objective 2.2 Diversify undergraduate student base by increasing enrollment to programs outside education
Strategies
2.2.1 Add new business faculty line in Tucson to pursue further growth in BSBA program by fall 05
2.2.2 Hire business faculty to launch BSBA at NAU-Paradise Valley by fall 05
2.2.3 Deliver BSBA to rural sites in conjunction with the Paradise Valley and Tucson programs by
fall 06
2.2.4 Recruit new cohorts of BAILS Applied Communication in NW Valley and East Valley by fall
05 and Tucson by spring 06
2.2.5 Add nursing faculty line to increase enrollment in partnership program with Tucson Medical
Center
2.2.6 Increase enrollment in online baccalaureate degree programs
a. Conduct research to determine effective means of online advertising to promote programs.
b. Research search engine capabilities to capture online audience market share
c. Identify and conduct aggressive, targeted mixed-media marketing and advertising venues to
promote programs that include print, broadcast, internet, and others
b. Assure compliance with imposed standards of practice in all advertising activities
c. Capitalize on ARU recruitment initiatives
d. Capitalize on NAU general, brand awareness activities
2.2.7 Develop additional lower division courses for web with goal of full 4-year degree program
online
Objective 2.3 Provide sufficient course and program capacity to accommodate growth
Strategies
2.3.1 Provide an incentive structure for faculty and academic units to meet enrollment demand in
selected Web courses
2.3.2 Negotiate increased program capacity with academic units
a. MA Applied Communication
b. MAT Mathematics
c. M Ed Educational Technology
d. Master of Administration
e. BAILS/BAS Public Agency Service
f. Support courses (examples: speech communication/oral communication)
2.3.3 Add faculty lines where program growth has reached 1200 SCH/academic year
a. M Ed Elementary Education/Certification Emphasis
Objective 2.4 Improve conversion rates of prospects to enrolled students
Strategies
2.4.1 Improve coordination of prospect follow-up plans
2.4.2 Improve site staff use and accuracy of prospect data base entries
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2.4.3 Align marketing source activities to prospect migration (We‘ve been requesting this for some
time, but it‘s a resource issue. By instituting this we can get determine our return on investment from
a marketing standpoint.)
2.4.4 Improve tracking of prospects from inquiry through admission, enrollment, and graduation.
(This will allow us to better understand our cycle times, and student migration through the
educational process)
2.4.5 Improve the quality of leads by qualifying their eligibility for particular programs and level of
interest in programs
Objective 2.5 Enhance visibility of NAU programs in urban markets
Strategies
2.5.1 Hire and deploy 8 program coordinators targeting community college campuses in Phoenix and
Tucson during AY 05
2.5.2 Actively pursue negotiations with selected community colleges for modular buildings on
campus with long-term leases during spring and summer 05
a. Paradise Valley Community College
b. South Mountain Community College
c. Scottsdale Community College
d. Campuses within the Pima CC system
2.5.3 Open one high-profile commercial site in metro Phoenix area by spring 06
2.5.4 Relocate NAU East Maricopa to more visible location when lease expires in 07
2.5.5 Conduct marketing, advertising, and public communications activities to raise awareness of
NAU in urban areas.
a. Conduct periodic focus groups and surveys in urban markets to determine market
perspective.
b. Develop and execute a marketing/advertising plan to promote NAU in urban markets.
c. Gather periodic updates from sites to develop advertising messages that resonate in
specific, target communities
d. Collaborate with sites to conduct open houses and other public communications activities
e. Conduct ongoing evaluation of inquiries to track success of marketing and advertising in
urban markets.
Objective 2.6 Improve responsiveness to market demand
Strategies
2.6.1 Develop incentive plan to create shortened-format web courses for ARU and other programs
a. survey online students to determine market need
b. design program plans around student responses
c. develop efficient time-to-degree program options
2.6.2 Develop more hybrid-course options on ITV and web to shorten seat-time requirements without
loss of course content or rigor
University Goal 3: Strengthen Graduate Education…
Objective 3.1 Continue to build on market dominance in education programs to increase enrollment and
market awareness
Strategies
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3.1.1 Build enrollment in new M.Ed. Elementary Education, Certification Emphasis, in Phoenix and
Tucson
3.1.2 Build enrollment in new M.Ed. Secondary Education, Certification Emphasis, in Phoenix and
Prescott
3.1.3 Build enrollment in online programs, i.e. MAT/Mathematics, M.Ed. Educational Technology,
ESL and Reading endorsements
3.1.4 Expand district partnerships by developing new cohorts for teacher and administrator
professional development
3.1.5 Develop marketing and advertising materials to support recruitment efforts in targeted
education programs
Objective 3.2 Build enrollment in non-education graduate programs
Strategies
3.2.1 Conduct target marketing activities to promote diversity of programs with various audiences
a. Continue aggressive advertising of Master of Administration program
b. Aggressively market certificates in Public Management and Professional Writing
c. Conduct market research to determine markets of opportunity
d. Develop and execute an aggressive cross-medium approach to promoting programs and in
areas of opportunity determined through research and collaboration with sites.
3.2.2 Negotiate expanded capacity in MA Applied Communication program
3.2.3 Add faculty line to bring MS Nursing to Phoenix
University Goal 4: Build on Our National Reputation for Excellence in Professional Programs
Objective 4.1 Increase out of state enrollment by advertising online programs nationally
Strategy
4.1.1 Research and execute targeted marketing strategies for national advertising for:
a. M.Ed. Educational Technology
b. M. Administration
c. Doctor of Physical Therapy
d. RN to BS Nursing
e. Other online degree and certificate programs
University Goal 5: Provide Leadership in the Development, Use, and Assessment of Technologies in
Educational Programs
Objective 5.1 Support the Arizona Board of Regents mandate to provide leadership and administration of
Arizona Regents University initiative
Strategies
5.1.1 Develop plans to improve ARU website
5.1.2 Develop and execute marketing plan
5.1.3 Advance the development of ARU mandated programs
a. Nursing
b. Law Enforcement
c. Fire Science
d. Teacher education
5.1.4 Develop flexible program and course formats and options to shorten time-to-degree
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a. short courses
b. competency-based and experiential credit options
Objective 5.2 Expand ITV sites to better serve rural areas of state
Strategies
5.2.1 Place ITV classrooms and computer labs in facilities at West Maricopa, Central Phoenix, East
Maricopa and Globe during AY 05
5.2.2 Develop coordinated delivery plans to meet needs of low-enrollment rural sites through delivery
of courses from urban ITV classrooms by fall 06
Objective 5.4 Improve student services
Strategies
5.4.1 Expand the use of desktop videoconferencing as advising tool for remote sites to increase
student advising opportunities and reduce advisor travel
5.4.2 Increase number of students using online tutoring services through advisor/instructor referrals
5.4.3 Provide ongoing training and collaboration between central services and the sites to assure the
most immediate and accurate information is exchanged with students
Objective 5.5 Improve course completion rates in web courses
Strategies
5.5.1 Identify students who drop web courses and conduct ―retention‖ interviews
5.5.2 Identify factors contributing to early withdrawal from courses
5.5.3 Develop strategies to mitigate factors leading to withdrawal
University Goal 6: Foster a Culture of Diversity
Objective 6.1 Develop recruiting strategies for ethnically and racially diverse students
Strategies
6.1.1 Place print ads in targeted magazines, news outlets, web sites
6.1.2 Recruit at ethnically diverse community colleges and high schools
6.1.3 Develop relationships and place materials with community outreach centers in ethnically
diverse communities
Objective 6.2 Improve services to Spanish-speaking students
Strategies
6.2.1 Make bilingual service available during hours of operation of Central Service Center
6.2.2 Ensure bilingual services available at one site in Phoenix and one in Tucson
6.2.3 Develop Spanish-language greeting for web page
University Goal 7: Become the Nation’s Leading University Serving Native Americans
Objective 7.1 Enhance communications and outreach efforts to recruit and retain Native Americans
Strategies
7.1.1 Increase advertising in Navajo and Hopi languages
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a. Continue to advertise in Navajo/Hopi Times and the Hopi Observer
b. Continue to advertise on radio in Navajo and Hopi languages
7.1.2 Improve communication with tribal agencies for financial aid
7.1.3 Work with Institute for Native Americans to facilitate meetings on award calendars for tribal
scholarships
7.1.4 Pursue partnerships with tribal governments
a. Follow up on previous meetings with tribal officials on program opportunities
I. Salt River Pima Maricopa Indian Community
ii. Gila River Indian Community
iii. Tohono O‘odham Indian Community
b. Assist colleges pursuing grant opportunities to serve native communities by providing
data, administrative and technical support for programs
University Goal 8: Ensure Financial Stability and Growth
Objective 8.1 Move to independent financial status
Objective 8.2 Pursue program fees for selected programs
Objective 8.3 Phase out low-enrolled programs
Objective 8.4 Improve scheduling efficiency to reduce low-enrolled course offerings
Strategies
8.4.1 Move rural areas to cohort model whenever possible
8.4.2 Link rural site schedules by ITV
8.4.3 Explore central scheduling in urban areas as a means to better coordinate course offerings
8.4.4 Migrate low-enrolled courses to the web
Objective 8.5 Grow off-campus summer and winter session revenues
Strategies
8.5.1 Expand offerings to include in-demand courses and programs
8.5.2 Determine and advertise to broader, more targeted markets
a. community college students
b. ASU and UA students
c. teachers and administrators
d. public service personnel
8.5.3 Research national trends to help determine projections and potential goals for success
Objective 8.6 Use technologies to enhance programs and services
8.6.1 Develop a strategy to market the institution within the television production unit
8.6.2 Increase marketing of UniversityHouse satellite time to internal (NAU) and external clients
8.6.3 Maintain technical infrastructure to support program and service delivery to constituencies
8.6.4 Assure continued viability of technical services to all DL sites
8.6.5 Continually maintain and evolve the DL website to meet the demands of the market – both
internal and external. Explore and implement new ―features and services‖ to meet demand
Objective 9.0 Conduct ongoing staff development activities to ensure stabilization of staff
Strategies
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9.0.1 Strengthen central services and support through the use of technology to serve constituencies
9.0.2 Enhance training opportunities for all employees
9.0.3 Capitalize on technology-assisted student services
9.0.4 Offer WebCT training classes in Phoenix and Tucson for part time instructors
Responsible Parties
The leadership team of EP/DL will take responsibility for monitoring and evaluating progress toward the
goals and objectives outlined above. Although extensive collaboration across areas is ongoing in our unit, in
general responsibility for areas of our plan will be shared as follows (in some cases, two or more people will
work together as leads):
Responsible parties Objectives and/or strategies
Patty Moore, Associate Dean, Off-Campus Programs 2.1.1, 2.1.2, 2.1.3
Doug Small, Assistant Dean, Urban Programs 2.2.1, 2.2.2, 2.2.3, 2.2.4, 2.2.5
Brenda Sutton, Assistant Dean, Rural Programs 2.4.2
2.5.1, 2.5.2, 2.5.3, 2.5.4
3.1.1, 3.1.2, 3.1.3, 3.1.4
5.2.2
5.3.1
5.4.2
6.1.2
6.2.2
7.2.1
7.3.1 a,b,c
8.4.1, 8.4.2, 8.4.3, 8.4.4
Patrick Deegan, Associate Dean, Program Planning 2.2.6c
2.3.1, 2.3.2a,b,c
2.6.1b,c, 2.6.2
3.2.2
5.1.3a,b,c 5.1.4a,b
5.2.2
5.3.1
8.4.2, 8.4.4
8.5.1
Paul Neuman, Director, Television Services 5.2.1
5.4.1
8.6
8.7
Candy Bacon, Director, Distance Learning Services 2.4.1
5.1.1
5.5.1, 5.5.2, 5.5.3
6.2.1
6.2.3
7.3.2
Carla Andrews-O‘Hara, Director, Marketing 2.1.4
2.1.5
2.1.6
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2.1.7
2.1.8
2.2.6a,b, c, d, e,f
2.4.1
2.4.3
2.4.4
2.5.5 a,b,c,d,e
2.6.1 a
3.1.5
3.2.1 a, b, c, d,
4.1.1a,b,c,d,e
5.1.1, 5.1.2
5.4.3
6.1.3
6.2.3
7.1.1 a,b
7.1.2
8.5.2a,b,c,d
8.6.1
8.6.2
Fred Hurst, VP and Dean, EP/DL 2.3.3
3.2.3
8.1
8.2
8.3
Resource requirements
Resource requirements for these initiatives are covered in the FY06 state budget request (attached), or
through reallocation of internal resources.
Performance Measures
Performance measures and specific performance targets will be specified in the March 2006 strategic plan.
In general terms, performance will be evaluated with these metrics:
1. Enrollment growth in on-site and on-line programs
2. Diversification of enrollment across programs
3. Expansion of online program and/or course capacity
4. Success in recruiting racially and ethnically diverse students
5. Demonstrable progress on ARU initiatives
6. Improved efficiency in course scheduling and delivery to reduce the number of low-enrolled
courses and/or programs
7. Installation of new ITV sites consisting of video, voice (VOIP) and data
8. Reduction in staff turnover rates
9. Demonstrated progress toward community college relationships given the changing environment
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