UAS Strategic Plan

Transcription

1 University Auxiliary Services at Albany, Inc UAS Strategic Plan Achieving Our Visin

2 Table f Cntents INTRODUCTION... 3 UAS MISSION STATEMENT... 4 UAS CORE SERVICES... 5 UAS CORE VALUES KEY ELEMENTS OF UAS VISION... 6 STRATEGIC GOALS & OBJECTIVES... 7 STRATEGIC GOAL DETAILS Strategic Gal #1: Ensure that Bard cmpsitin and strategies pr-actively address the changing needs f the campus cmmunity Strategic Gal #2: Implement a system that marries financial and peratinal reprting systems fr decisin makers at the micr (management), macr (bard), and strategic (cmbined) levels alng with crrespnding benchmarks Strategic Gal #3: Develp, mnitr, and respnd t emerging trends respnsive t needs f the campus cmmunity Strategic Gal #4: Develp psitive, balanced relatinships between UAS, the University, the University cmmunity, and crprate partners with UAS acting as facilitatr fr the purpse f achieving UAS missin

3 Intrductin In 2010, the Bard f Directrs, Executive Directr, and Management Team f University Auxiliary Services at Albany, Inc. (UAS) wrked cperatively t develp a Strategic Plan that wuld guide the rganizatin fr the next three years. The plan has prved t be an invaluable resurce as UAS engages in activities t enhance the delivery f services t the campus cmmunity. The Bard f Directrs rle in strategic planning is tied t the definitin f visin. The allcatin and management f resurces is the under the purview f the Executive Directr and staff, with the Bard f Directrs prviding versight cnsistent with their fiduciary respnsibilities fr the crpratin. As this Strategic Plan is updated, it is imprtant that we recgnize that planning is a dynamic, nging enterprise, nt an ccasinal activity. Thus, this Plan was designed nt as a type f t d list f items that may be checked ff, but rather a radmap t ensure that UAS be respnsive, nimble, transparent, efficient, and effective t ur stakehlders. As we embark n the next three years f UAS Strategic Plan, the Bard, Management and Staff f UAS are cmmitted t the nging implementatin, executin, evaluatin and adaptatin f the Plan t UAS and UAlbany s mutual benefit. Michael N. Christakis, Ph.D. President, UAS Bard f Directrs Stephen Pearse Executive Directr, UAS May 9,

4 UAS Missin Statement University Auxiliary Services invests in and prvides services that enhance the educatinal, research, learning and living experiences f the University at Albany cmmunity. 4

5 UAS Cre Services UAS prvides a wide range f services t the University at Albany cmmunity, including: Dining, Vending and Nutritin Services University Stre (Textbks and Retail) Banking Resurce Supprt t the University (Prgram Funds, etc.) Business and Payrll Services t Student Assciatin, Fundatin and Alumni SUNYCard Management Student Supprt: Laundry, Health and Prperty Insurance, Rentals, etc. UAS Cre Values WHAT WE DO: UAS cmmits t cnsistently prviding cnvenience, value and quality t ur custmers. We define these key terms as fllws: Cnvenience: Offering services in a timely, efficient, effective, accurate and cmplete fashin Prviding services at centralized, readily-accessed, high ppulatin campus lcatins Prviding reasnable service ptins t meet custmers special needs Ensuring service ptins are available when mst f ur custmers need them Value: Quality: Prviding all gds at fair prices, benchmarked t bth lcal and natinal standards Prviding cst-effective business services t the University and its affiliated agencies Investing in facilities in ways that add lng-term value at minimum custmer price impact Investing in and empwering student-, faculty- and staff-directed prgrams and initiatives Prviding psitive, friendly and effective custmer service interactins in all activities Defining prduct and service standards that meet r exceed industry expectatins Dedicating the resurces necessary t maintain these high standards ver time Cnducting rigrus prcurement prcesses t attain the best prducts and services 5

6 HOW WE DO IT: Our effrts are guided by fundamental cmmitments t prfessinal integrity, clear and cmplete cmmunicatins, a spirit f respnsiveness t ur custmers, and practive management. We define these key terms as fllws: Integrity: Serving as trustwrthy stewards f all cllected and expended funds Sustaining high ethical standards in all cntracts, services, activities and investments Maintaining rigrus internal cntrl systems t preclude fraud, waste and abuse Supprting glbal, lcal, reginal and natinal scial justice initiatives valued by ur University custmers Cmmunicatins: Prviding public infrmatin abut services in a timely, clear and cmplete fashin Adapting cmmunicatins methds ver time t respnd t custmer needs Cmplying with all applicable University, State and Federal reprting standards Cnducting ur business transparently in accrdance with applicable nnprfit law Respnsiveness: Ensuring that key business decisins include apprpriate custmer input and cmment Ensuring that all cmmunicatins streams ffer feedback pprtunities fr custmers Actively seeking engagement frm custmers, rather than passively awaiting it Prviding public credit and acknwledgment when custmer feedback is adpted Practive Management: Cnducting real-time prgrammatic evaluatins, identifying and respnding t trends Analyzing finances and peratinal standards effectively t supprt UAS current and future investments and services as well as UAlbany research and educatinal initiatives Embracing nging prfessinal develpment f Bard, management and staff Netwrking and researching t identify and explre new service pprtunities and new service demands Key Elements f UAS Visin Prvide services that custmers cnsider as excellent. Cultivate new talent and build strategic leadership at all levels f the rganizatin, including Bard, management and staff. Manage ur crprate partner relatinships and in-huse prgrams with the University cmmunity s interests first and fremst. Actively partner with the University t ensure that technlgical and physical infrastructures needed t supprt prgrams are well managed and maintained, and fit within the University s wn Strategic Plan. 6

7 Strategic Gals & Objectives Strategic Gal #1: Ensure that Bard cmpsitin and strategies pr-actively address the changing needs f the campus cmmunity. 1. Establish a Gvernance Cmmittee and define its respnsibilities. 2. Review and revise bylaws. 3. Review rganizatinal achievements and bstacles. 4. Develp a strategy t engage nn-bard members t participate in cmmittees and ther rganizatinal prjects. Strategic Gal #2: Implement a system that marries financial and peratinal reprting systems fr decisin makers at the micr (management), macr (bard), and strategic (cmbined) levels alng with crrespnding benchmarks. 5. Survey and reprt n the technlgy, prgram, and system interface capabilities available and needed t meet gal. 6. Determine what kind f data we need n all levels t establish varius dashbards. 7. Create a benchmarking plan. 8. Develp a business frecast and prjectin system including university frecast fr financials and systems. 9. Develp a facilities master plan incrprating planned Campus Center renvatins and resident dining facility upgrades. Strategic Gal #3: Develp, mnitr, and respnd t emerging trends respnsive t needs f the campus cmmunity. 10. Develp a methdlgy fr making decisins relative t the prvisin f services. 11. Mnitr and analyze current and prspective crprate and cmmunity partners, and identify prspective crprate and cmmunity partners wh may ffer services r value. 12. Identify trends, key perfrmance indicatrs and best practices fr all service. Strategic Gal #4: Develp psitive, balanced relatinships between UAS, the University, the University cmmunity, and crprate partners with UAS acting as facilitatr fr the purpse f achieving UAS missin. 13. Identify and wrk with key university stakehlders fr planning and cmmunicating. 14. Establish frmal, diverse, and strategic pprtunities t cmmunicate with stakehlders. 7

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14 Thank yu t the UAS bard members and staff that helped make this dcument pssible. Bard f Directrs Greg Albert Carl Lee Andersn Tm Bessette Dr. Michael N. Christakis, President Marc Chen Laurie M. Garafla Matt Krush William McCann Candace A. Merbler, Secretary Arthur T. Rushfrth, Vice President Fardin Sanai Sphia R. Hammett Turner Imani Whitfield Kevin C. Wilcx Ryan Witte Staff Michelle Bwen Cynthia Calautti Michelle DiDnna Nancy Harrigan Karen Kettlewell Stephen Pearse Randy Simmns