Outcome / Measure

Implementation Responsibility

Baseline

FY 2003

FY 2004

FY

2005

FY

2006

Attract and retain distinguished faculty and superior staff

1.1.               Provide competitive faculty total compensation package that is equal to or exceeds institutional benchmarks.

Provost, EVPHA, Human Resources

TBD

TBD

TBD

TBD

1.2.              Provide competitive staff total compensation package that is equal to or exceeds market average.

Human Resources

Hiring Departments

Baseline TBD

TBD

TBD

TBD

1.3.              Be observant, sensitive & proactive to improve diversity as to thought, culture, gender, and ethnicity.

Human Resources

AA/EEO

Hiring Departments

Baseline TBD

TBD

TBD

TBD

Inform, educate, & develop distinguished faculty and outstanding staff.

1.4.              Review and revise all HR policies and procedures as appropriate to diminish bureaucracy. 

Human Resources and Departments

Present State

TBD

TBD

TBD

1.5.              Increase funding to support faculty professional development by an average of five-percent annually over the next three years.

Provost

EVPHA

Baseline

TBD

BL+ 10%

BL +

15%

BL +

20%

1.6.              Represent key constituencies equitably on University-wide policymaking and oversight committees.

Human Resources

EVPHA

Baseline

TBD

BL+

5%

BL +

7%

BL +

10%

1.7.              Develop teams of employees within and across departments that are focused on results and dedicated to improving the service of their departments.

Provost

EVPHA

Baseline

TBD

BL +

5%

BL +

10%

BL +

15%

1.8.              Educate all employees on employee benefit options.

Human Resources and Departments

Baseline

TBD

BL + 10%

BL +

15%

BL +

20%

Involve, hold accountable, and recognize distinguished faculty and outstanding staff.

1.9.              Develop and offer training programs to help reduce skills gaps to provide increased ability for staff advancement.

All University Training Groups

Baseline TBD

BL + 15%

BL + 30%

BL + 40%

Outcome / Measure

Implementation Responsibility

Baseline

FY 2003

FY 2004

FY

2005

FY

2006

Complete replacement of core legacy mainframe systems.  The University will implement productivity improvements through implementation of web-based core applications, supply chain management, and customer relationship management best practices, while at the same time protecting the privacy of our constituents.   Constituents will be encouraged to conduct business, whenever possible, with the University on-line.

2.1.              Install New Administrative Systems for core systems: FRS, HRS, and SIS

Fiscal Affairs & Information Technology (FA&IT)

100% of RFP developed and issued

25% of Core Systems operational

66% of Core Systems operational

100% of Core Systems operational and 100% of users trained

2.2.             Percent of constituents using new on-line Administrative systems.

FA&IT

0%

BL + 25%

BL + 66%

BL + 100%

2.3.             Number of conversions, where appropriate, to electronic workflow.

Department

0%

BL + 25%

BL + 66%

BL + 100%

2.4.             Percent of customer ratings of IT services “good” or better. *

FA&IT

75%

80%

90%

95%

2.5.             Create and operate an enterprise portal to replace the University’s homepage.

FA&IT and UK Public Relations

None

50% complete

100% complete

Ensure security of the IT infrastructure.

2.6.             Compliance with state and federal security and privacy regulations (e.g. HIPAA, FERPA, etc.)

FA&IT

Yes to Unqualified audit

Yes

Yes

Yes

Outcome/Measure

Implementation Responsibility

Baseline

FY 2003

FY 2004

FY

2005

FY

2006

Increased funding for initiatives which support the nine categories of resources and infrastructure identified in the Top 20 Report.

3.1.              Amount and/or percentage of funding allocated for initiatives.

Central Administration

Baseline

TBD

TBD

TBD

TBD

Align budget and planning processes.  All departments will be asked to integrate their future-year budget requests with prior-year annual reports and plans.  The University will support programs and activities that have demonstrated their effectiveness and that are aligned with the President’s strategic priorities.  Spending plans will be aligned with the implementation of the strategic plan.

3.2.             The percentage of Departmental programs that demonstrate effectiveness in terms of outcomes, either on performance indicators or through rigorous evaluations.

DISCUSS

Baseline

TBD

BL+

5%

BL +

10%

BL +

20%

3.3.             Achieve undergraduate and graduate goals.

Provost/Dean’s/ Registrar

Baseline

TBD

TBD

TBD

TBD

Provide state- of-the-art facilities, infrastructure, and equipment.

3.4.             Increase research and development space based upon the Council on Postsecondary Education’s space model.

Central Administration

Baseline

TBD

462, 214 a.s.f.

TBD

530, 095

a.s.f

3.5.             Reduce deferred maintenance on facilities by XX% each year

[Still under consideration]

Develop additional on-campus housing.  [Need additional outcome comments from Dr. Carr]

3.6.             Percentage of additional on-campus housing provided as compared to 2006 capacity goal. [Still under consideration]

Auxiliary & Campus Services

Baseline

TBD

BL+

50%

BL +

75%

BL +

100%

Outcome/Measure

Implementation Responsibility

Baseline

FY 2003

FY 2004

FY

2005

FY

2006

Establish and maintain accountability for institutional assets and for all financial resources received, and ensure that financial resources are used effectively in support of University goals.

4.1.              Annual external audits of UK and all related entities resulting in “clean”; unqualified opinions from the external auditors.

Controller/ Treasurer

Unqualified Audit

Unqualified Audit

Unqualified Audit

Unqualified Audit

4.2.             Maintain current bond ratings on long-term debt.

Controller/ Treasurer

Maintain Existing A

Maintain Existing A

Maintain Existing A

Maintain Existing A

4.3.             Protect the Endowment’s purchasing power by maintaining appropriate investment policies of asset allocation and annual spending allocations, measured by appropriate benchmarks.

Controller/ Treasurer

4.4.             Through ongoing risk management, maintain adequate insurance coverage on physical assets and improve loss ratios.

Controller/ Treasurer

Implement an Enterprise Resource Planning System to provide a flexible and fully integrated management information system for accurate, real-time reporting of data to support communication, decision-making, and management at all levels of the University.

4.5.             Elimination of costly “shadow” systems.

4.6.             Business processes redesigned.

4.7.             Paper forms eliminated, due to electronic approvals and workflow.

4.8.             Implementation of e-commerce applications to cost-effectively acquire goods and services.

Purchasing

4.9.             Increase number of campus-wide users of the data warehouse for reporting.

Data Administration

Establish and maintain internal controls to ensure safeguarding of assets, integrity of financial reporting and compliance with laws and regulations.  Internal controls will include processes for monitoring and accountability of departments, vendors, contractors, granting agencies, and others.

4.10.          Annual review of internal controls by the external auditors, resulting in no major deficiencies noted.

Controller/ Treasurer

4.11.           Enhance the internal audit function to fully support the internal control structure.

Internal Audit

Outcome/Measure

Implementation Responsibility

Baseline

FY 2003

FY 2004

FY

2005

FY

2006

Increase the University endowment and external funding.

5.1.              Set ambitious target to increase the University endowment from diverse sources.

Development

Baseline

TBD

BL+

5%

BL +

10%

BL +

15%

5.2.             Set ambitious target to increase external funding from diverse sources.

Development

Baseline

TBD

BL + 5%

BL +

10%

BL +

15%

5.3.             Achieving XX% participation among alumni in the University’s annual giving program.

Development

Baseline

TBD

TBD

TBD

TBD

Provide technical assistance and outreach.  Increase community access to campus resources. We will build collaborations that take advantage of efficiencies of scale, expand the reach of our programs, and multiply the impact of all that we do at the University. 

5.4.             Number of technical assistance contacts provided to community and partners.

DISCUSS

Baseline

TBD

BL + 5%

BL + 10%

BL + 15%

5.5.             Dollar value of “transfer of knowledge” for economic development and/or commercialization of intellectual property.

VP for Corp. Rel. and Economic Outreach

Baseline

TBD

BL + 5%

BL + 10%

BL + 15%

5.6.             Participation of faculty and staff in contracted service and consultation.

Provost, VPs & Deans

Baseline

TBD

BL + 5%

BL + 10%

BL + 15%

5.7.             Number of forums, roundtables, and symposia on public policy issues, social problems, and application of ethical principles.

Provost, VPs & Deans

Baseline

TBD

BL + 5%

BL + 10%

BL + 15%

5.8.             Assistance provided to area employers with improving internship and job placement opportunities for students and graduates.

Career Planning & Placement & Colleges

Baseline

TBD

BL + 5%

BL + 10%

BL + 15%

Create an awareness campaign among all alumni of the service and benefits of the UK Alumni Association through the growth of the alumni club and chapter network, alumni events, alumni publications, and a stronger physical presence on campus.

5.9.             Increase Alumni Association membership by 3% per year.

Alumni Association

TBD by AA

BL + 3%

BL + 6%

BL + 9%

5.10.          Increase number of alumni events and programs by 5% per year.

Alumni Association

TBD by AA

BL + 5%

BL + 10%

BL + 15%

5.11.           Increase total attendance at alumni events by 5% per year.

Alumni Association

TBD by AA

BL + 5%

BL + 10%

BL + 15%

5.12.          Collaborate with the private sector to create and operate a technology incubator facility, such as the proposed “Digital Village.”

VP for Corporate Relations & Economic Outreach

Establish Program

2

2

2

Implement the 2002 Campus Master-Plan

Aggressively pursue partnerships between the University, City, and private developers that will:

5.13.          Increase the amount and quality of student residential living space adjacent to campus.

Associate VP for Auxiliary Services

Baseline

TBD

TBD

TBD

TBD

5.14.          Improve the economic status and aesthetic nature of the neighborhoods surrounding the campus.

Senior VP for Administration

Establish Program

2 Grants

2 Grants

2 Grants