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Recurr

ence

Budget

Impact$ or Time

(hrs)

Person

Responsible

Consensus

Priority

08/09 Status

Comment

Timing as

of 09/10

09/10 Mid-Yr

Status

0910 End of

Yr Status

09/10 Status

Comment

1.1.1.b Implement a spiritual formation

master plan.

Evidenced by documentable, visible progress in

implementing the plan (e.g., lists of conducted

programs, etc.)

The plan will be re-circulated in November and

March annually for feedback.

Ongoing No VPMin 1-Must

do/High

Risk,

Exposure or

Impact

Split at year's end 09/10 FY Done Done

1.1.2. Implement initiatives that connect

campus with SDA congregations.

Activities conducted that clearly interconnect

WAU with area churches.


do/High

Risk,

09/10 FY Done Done

1.1.3.a Explore ideas for faculty, staff, and

student spiritual growth.

Several events or activities conducted that

address spiritual growth for faculty, staff, and

students (all three).

Ongoing Yes VPMin 1-Must

do/High

Risk,

Exposure or

09/10 FY Started, need to

revise finish

date

Started, need to

revise finish date

End-Yr: This is a

duplicate of #18

1.1.3.b Implement ideas for faculty, staff, and

student spiritual growth, such as a symposium

focused on personal spiritual growth, an annual

retreat, Bible Study groups, etc.

Several events or activities conducted that

address spiritual growth for faculty, staff, and

students (all three).

E.g., the bulletin board to the right of the

Accounting Office (upon entering Wilkinson

Hall through the main entrance) has a schedule

this semester of the daily Bible studies being

offered on campus.


do/High

Risk,

Exposure or

Impact


revise finish

date

Started, need to

revise finish date

End-Yr: This

begins in 10-11

Washington Adventist University

Strategic Plan

Strategy One

Encourage Faith Development that is Deliberate, Personal, and Critically Aware

As a Seventh-day Adventist institution of higher education, Washington Adventist University has the opportunity and privilege

to help in the development of thoughtful, moral, and committed people of faith. Building on its spiritual master plan, the

school responds to this opportunity through its commitment to:

2009=>

Imperatives

#1 – Facilitate a life- and church-changing dialogue centered on Adventism,

spiritual formation, and love in action.

8/17/2010 Draft

1.1.4. Continue to involve the Sligo Church

pastoral staff and other area pastors our worship

programs and in the spiritual training of the

campus faculty, staff and students.

Local pastoral staff incorporated into faculty,

and conducting activities targeted for faculty,

staff and students – all 3.

· Continue with the weekly Sligo Church

bulletin which publishes our weekend activities.

· In partnership with Sligo Church we also

make the campus aware of the variety of

meaningful settings for worship offered at the

church.

· Campus Ministries hosts Friday night

worship services and Sabbath School Bible

study.

· Sligo presents three Sabbath worship

times: 8:45 a.m., 11:15 a.m., and New

Community Fellowship at 6:00 p.m.

· Every Sabbath afternoon Project Sunshine

visits area nursing homes.

· The Student Association Religious VP

plans regular Sabbath Surge activities that vary

between prayer, service, and nature activities.


do/High

Risk,

Exposure or

Impact

09/10 FY Done Done

1.1.5. Reinvent the weekly faith-building

chapel service for students, staff and faculty to

include:

· a general community chapel,

· a greater degree of interaction with

campus community.

· local speakers from General Conference

(GC), local churches, community leaders, and

other professionals.

A roster of local speakers at chapel, attendance

numbers reflecting campus involvement.


do/High

Risk,

Exposure or

Impact

09/10 FY Done Done

1.1.6. Continue to enable students to worship

in a wide variety of settings.

A variety of settings (list) and the measures

taken to make these available for worship by the

students. E.g., the Marketing and

Communications Department sends out regular

emails that, along with our posters, enable us to

promote various worship opportunities

throughout the week.


do/High

Risk,

Exposure or

Impact

09/10 FY Not started,

need to revise

finish date

Not started, need

to revise finish

date

End-Yr: Begins

in earnest in 10-

11

1.1.7.a Continue the Spiritual formation

class and other academic courses that

respectfully examine belief systems of other

faiths and ways in which they intersect and

diverge, and that expose our students to

respectful dialogue with other belief systems.

Classes scheduled and conducted. Ongoing No Provost (SASS) 1-Must

do/High

Risk,

Exposure or

Impact

End-Yr:

Academic

courses are being

offered, but need

to be reviewed.

Split academic

from not-for-

credit.

09/10 FY Started, should

complete on

time

Done Mid-Yr assigned

to Dr. Colon

1.1.7.b Offer co-curricular classes that

respectfully examine belief systems of other

faiths and ways in which they intersect and

diverge, and that expose our students to

respectful dialogue with other belief systems.

Courses scheduled and conducted. Ongoing No VPMin 1-Must

do/High

Risk,

Exposure or

Impact

End-Yr:

Academic

courses are being

offered, but need

to be reviewed.

Split academic

from not-for-

credit.


need to revise

finish date

Not started, need

to revise finish

date

End-Yr: Begins

in 10-11

8/17/2010 Draft

1.1.8. Continue the annual Keough

Lectureships (currently sponsored by the

Religion Department) which provide a

symposium for members of the campus

community to gather together and focus on

subjects that foster spiritual growth.

Keogh Lectureship conducted. Ongoing Yes Provost (SASS) 1-Must

do/High

Risk,

Exposure or

Impact

09/10 FY Done Done

1.1.9. Implement guidelines and provide

training on how to link Christianity to the

classroom.

Annual training and published guidelines on

specific how-to’s and expectations.

Ongoing No Provost (SASS) 1-Must

do/High

Risk,

Exposure or

Impact

End of Yr : still

need to work on

guidelines


complete on

time

Done Mid-Yr Christ in

the Classroom

info to be

provided by

Wisel

End-Yr:

Evidence Faith in

Learning1.1.10. Implement initiatives on spiritual

formation, which would involve training faculty

as spiritual mentors who would lead small

groups, in order to focus on integrating campus

spiritual life.

Group activities initiated that allow faculty to

serve as spiritual mentors.


do/High

Risk,

Exposure or

Impact


need to revise

finish date

Not started, need

to revise finish

date

End-Yr: Begins

in 10-11

1.2.1. Faculty, staff, and students must be

made fully aware of the Christ-centered nature of

the campus.

Establish symbols of Christian faith and

Adventist heritage.

Continue to provide inspiring artwork on

campus. Many of the bulletin boards are being

designed with appropriate and uplifting

messages that remind us of our purpose and

reason for being at a Christian university. The

Religion Department just unveiled two paintings

in the building’s main hall.

At the opening events for First Year Experience,

clearly explain to the incoming students that this

is an Adventist campus and the particulars of

what that means for them. Each incoming

student should receive Life on a Christian

Campus and Student Life & Residence Hall

Handbook in their entrance packet.


do/High

Risk,

Exposure or

Impact

Dropped

MarComm from

responsibility at

MidYr Status


revise finish

date

Started, need to

revise finish date

End-Yr: Begins

in earnest in 10-

11 and continues

annually

1.2.2. Implement faith-building initiatives

that connect the campus with non-SDA

congregations.

Have guest speakers from other faith traditions

address our campus in chapels and in

lectureships.

Sligo Church also widely publicizes its inter-

faith New Community Fellowship program.

Additional initiatives are to be sought.

Ongoing Yes VPMin 09/10 FY Not started,

need to revise

finish date

Not started, need

to revise finish

date

End-Yr: Begins

in 10-11 and

continues

annually

1.2.3. Implement initiatives that connect the

campus with non-SDA Christian high schools.

Activities initiated that clearly link the campus

with non-SDA Christian high schools.

Ongoing No VPMin, VPMR 2-Should do/

Medium

Risk/Exposur

e

10/11 FY

#2 – Nurture an atmosphere where persons of various faiths feel valued and

respected

8/17/2010 Draft

1.2.4. Implement initiatives for faculty, staff,

and students that demonstrate the openness,

welcoming spirit, and respect for diversity of

faith.

Evidenced by a listing of initiatives and

programs that target a respect for diversity of

faith.

One of those initiatives is to continue to conduct

a Student Life retreat at the beginning of every

school year to help our campus staff and student

leaders and faculty/staff sponsors know how to

conduct themselves within our multi-cultural and

multi-faith campus.

Our connection with Action in Montgomery

(AIM) gives members of our campus community

an essential network with people from various

faith communities. We are also encouraging

participation in a variety of inter-faith ventures

such as the March for Peace which occurred in

March 2007. Additional Actions are to be

sought.

Ongoing No [VPSL&R] &

VPMin

1-Must

do/High

Risk,

Exposure or

Impact

09/10 FY Done Done Mid-Yr:

VPSL&R-

suggested

clarification or

narrowing of

scope, wording

change

Need to define

leader vs.

support

End-Yr:

VPSL&R

suggested

VPMin to lead;

VPSL&R to

support

1.2.5. Assure that all of our published material

(electronic or print) uses language that is

sensitive to our multi-faith community.

100 percent of published material (electronic &

printed) is reviewed by CommQI for language

that is sensitive to our multi-faith community.

Ongoing No CommQI 1-Must

do/High

Risk,

Exposure or


complete on

time

Done Mid-Yr-

Measurement is

difficult to

provide

1.3.1.a Make service a core curriculum

element in each academic department.

Each academic department can show service to

be a core element. Each service activity/project

should have 3 components - 1) planning and

training, 2) provide service, and 3) reflect.

Develop a workshop for faculty and student as

participants on what is service learning and

incorporating servant leadership into service.

Conduct reflection activity after service

activities.

Ongoing No Provost 1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

1.3.1.b Make service a core curriculum

element in each non-academic department.

Each non-academic department can show

service to be a core element. Each service

activity/project should have 3 components - 1)

planning and training, 2) provide service, and 3)

reflect.

Develop a workshop for faculty and student as

participants on what is service learning and

incorporating servant leadership into service.

Conduct reflection activity after service

activities.

Ongoing No VPFA, [Dir

HR]

1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

#3 – Create a campus atmosphere in which service permeates life and

learning

8/17/2010 Draft

1.3.2.a Implement initiative that encourages

faculty, staff, and students to support and

participate in organized service opportunities,

e.g. Service Day. This will help foster the true

culture of service promised by our “Gateway To

Service” motto.

Continue our tradition of Service Day in the fall

of every school year, plus other initiatives.

Offer Service Stations one weekend per month.

On the Sabbath afternoon of that weekend,

organize relationally-oriented service

opportunities in the community. Then on the

Sunday morning of that same weekend, have a

work-related service project.

Ongoing No VPMin,

[VPSL&R]

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: removed

CommQI


revise finish

date

Started, need to

revise finish date

End-Yr:

VPSL&R

initiative?

End-Yr: VPMin

suggests adding

two full Service

Days in 10-11.

Also including

FYE dimension

in the Service 1.3.2.b Track service hours by staff

employees.

Service hours tracked by staff in the annual

performance tool.

Ongoing No VPFA, (Dir

HR)

1-Must

do/High

09/10 FY Done Done Mid-Yr: HR has

a form

1.3.2.c Track service hours by faculty

employees to church and community.

Service hours tracked by faculty in the PAS. Ongoing Yes Provost (SASS,

SHPSW)

1-Must

do/High

Risk,

Exposure or


complete on

time

Started, need to

revise finish date

End-Yr: 10-11

1.3.3. Implement service initiatives that

connect K-12 and Columbia Union constituency

with campus academic and non-academic

activities.

Yearly service activities with Columbia Union

Adventist academies and with select area

elementary schools.

Ongoing Yes VPMin 2-Should do/

Medium

Risk/Exposur

e


should complete

on time

Not started, need

to revise finish

date

End-Yr: This is

a project for 10-

11.

1.3.4. Provide students with service-related

networking and resource opportunities as well as

training and leadership development.

Continue to attend the annual NAD Campus

Ministries Convention. Also work with the

Volunteerism Department at the GC and with

Action in Montgomery (AIM) to provide the

mentoring and training for our student leaders.

Ongoing No VPMin

[VPSL&R]

1-Must

do/High

Risk,

Exposure or

Impact

09/10 FY Done Done End-Yr:

VPSL&R

initiative?

1.4.1. Implement programs that will prepare

students to live as responsible and productive

Christians, including worship with themes and

objectives centered on empowering residents to

live spiritually accountable lifestyles.

List of implemented programs and activities

with the goal of preparing students to live as

responsible and productive Christians.


do/High

Risk,

Exposure or

Impact

MidYr changed

responsibility to

VPM


revise finish

date

Done End-Yr: This is a

continuous

program that

occurs annually.

1.4.2. Implement programs that encourage

positive behaviors, morality, dress, and Adventist

living. Establish dialogue with our students

about behavior issues.

List of implemented programs and activities

with the goal of encouraging moral ethical

behavior in students.

For 09/10 on, track student disciplinary reports.

Ongoing Yes VPSL&R &

[VPMin]

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Done End-Yr: VPMin

says this is a

VPSL&R project

and not VPMin

1.4.3. Increase upper-class worship

attendance by 20%; engage upperclassmen in

planning worships.

Tracking attendance and involvement of upper

classmen, comparing against a baseline.

Ongoing No VPSL&R 1-Must

do/High

Risk,

Exposure or

Impact

09/10 FY Mid-Yr:

Recommended

be removed

1.4.4.b Strengthen the Fellowship of

Christian Athletes at WAU—a national

organization found in most colleges and

universities with athletic programs.

Encourage students to maintain the Christian

atmosphere at WAU and participate in spiritual

activities on and off campus. Track number of

athletes attending spiritual meetings e.g. chapel,

vespers, church.

Ongoing No VPSL&R 2-Should do/

Medium

Risk/Exposur

e

09/10 FY Done Mid-Yr:

recommend

reassignment to

VPMin

End-Yr: Done on

campus1.4.5. Recruit student, faculty, and staff help

in planning and executing the weekly

chapel/convocation program. Conduct various

surveys for chapel feedback.

The Office of Student Life and Retention

regularly examines the comments on the back of

chapel attendance cards. One way participation

is being increased is through Chapel 4 U. This

offers everyone choices between 4 programs

occurring simultaneously during normal chapel

time. Continuation of these activities is sought.


do/High

Risk,

Exposure or

Impact

Reporting Error,

did not pull onto

VPSL&R report


need to revise

finish date

Done End-Yr: A

variety of chapel

programs will be

instituted in 10-

11

#4 – Enable students to develop as moral and ethical beings

8/17/2010 Draft

1.4.6. Develop and implement the "Expect

Respect" campaign materials.

Implementation of the "program," and visible

changes in behavior of the campus community.

Evidence of campaign materials posted around

campus.

Track correlation with RA (Residents'

Assistants) incident reports.

Ongoing Yes VPSL&R 1-Must

do/High

Risk,

Exposure or

Impact


revise finish

date

Mid-Yr: make

due 10/11

End-Yr:

VPSL&R

suggests launch

campaign at

leadership retreat

1.4.7.a Ensure that courses in each

department include values, or include in Gen. Ed

curriculum, such as in Philosophy and Religion

classes.

Review of course syllabi and course evaluations. Ongoing No Provost

(SASS,

SHPSW)

1-Must

do/High

Risk,

Exposure or


complete on

time

Done End-Yr: Split

SASS and SHPW

from SGPS

1.4.7.b Ensure that courses in each

department include values, or include in Gen. Ed

curriculum, such as in Philosophy and Religion

classes.

Review of course syllabi and course evaluations. Ongoing No Provost (SGPS) 1-Must

do/High

Risk,

Exposure or

09/10 FY End-Yr: Split

SASS and SHPW

from SGPS

1.5.1. Continue involvement with Action in

Montgomery (AIM). Continue to invite students

to get involved with AIM and also with the many

community service opportunities that can be

found in the Service Book compiled and

published by the Center for Metropolitan

Ministry.

Continued participation of students with AIM

and other service activities; Students

participating with Sligo's New Community

Fellowship's Feed the Homeless Ministry.


do/High

Risk,

Exposure or

Impact


revise finish

date

Not started, need

to revise finish

date

End-Yr: This

project will begin

in 10-11 and will

be continuous

annually.

1.5.2 Reinstate missions programs, such as

the Share Him mission trip.

Evidenced by list of implemented missions

programs, scheduled missions-related events.

Ongoing Yes VPMin 2-Should do/

Medium

Risk/Exposur

e

09/10 FY Done Done End-Yr: Planning

a new mission

initiative for 10-

11 &11-12

1.6.2. Anchor the culture change initiative in

the Center for Prevention and Lifestyle Support

(CPLS).

Collaboration among students, Physical

Education instructors, General Conference and

NAD and NIH medical personnel (including

groups listed in 1.6.1)

VPSL&R,

Provost

3-Nice to

Have

End-Yr: Action

to be reviewed by

Wellness

Council.

Mid-Yr: tabled

1.6.3. The Health and Wellness council

should set an action plan for the 2009-2010

school year. At this meeting, plans for the fall

Health and Wellness Week should be made. A

possible weekend workshop for the end of

Health and Wellness week should be discussed

and if feasible, marketing should begin in

May/June.

Continue to maintain the WAU Health and

Wellness Week. Evidence will be committee

minutes.

One

Time

Yes VPSL&R,

[VPFA, (Dir

HR)]

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Action

to be reviewed by

Wellness

Council.

MidYr:

responsibility

changed from

Provost to VPFA

over Dir HR


VPSL&R Nov 15-

19, 2010

1.6.4. Under the direction of the Chair of the

Health, Wellness and PE department, plans

should be made for assessments and outcomes

tracking.

Continue to evaluate the plans to see if the

desired outcomes have been achieved.

VPSL&R,

Provost, Prof.

Bio.

2-Should do/

Medium

Risk/Exposur

e

End-Yr: Action

to be reviewed by

Wellness

Council.

End-Yr: Provost

requests 1 leader,

remove from

Provost

Mid-Yr: tabled

#5 – Provide diverse opportunities for students to promote social change

through their interactions in the broader community

#6 – Create a culture of Christ-centered wellness

8/17/2010 Draft

1.6.5. Establish a five-year plan which

includes the approach to spreading the Christ-

centered wellness model to the churches of the

Columbia Union. The model will spread with

directions on how to collect baseline and

outcomes data to substantiate the results of

implementation of the model.

Development and implementation of a Christ-

centered wellness model.

VPSL&R,

Provost

2-Should do/

Medium

Risk/Exposur

e

End-Yr: Action

to be reviewed by

Wellness

Council.

End-Yr: Provost

requests 1 leader,

remove from

Provost

08/09 Status

Comment

Mid-Yr: tabled

1.6.6. Establish a “Healthiest Christian

Campus in America” competition among

Adventist campuses and then expand to include

non-Adventist Christian colleges.

Collaborate with other persons responsible to set

parameters and markers for indices examined.

VPSL&R,

Provost

3-Nice to

Have

End-Yr: Action

to be reviewed by

Wellness

Council.

End-Yr: Provost

requests 1 leader,

remove from

Provost

Mid-Yr: tabled

1.6.7. Supporting partners such as

healthy/wealthy alumni, healthcare businesses

and independent ministries will be invited to

sponsor CPLS and the culture change initiative.

The Wellness Council will brainstorm these

possibilities and be careful not to approach

potential sponsors/partners without the guidance

and input of the University’s

development/fundraising office. Every effort will

be made to ensure that CPLS is a self-support

entity and that all programs break even or

produce net income.

Evidence that the Wellness Council has

interested appropriate individuals to support the

program financially.

VPSL&R,

Provost

3-Nice to

Have

End-Yr: Action

to be reviewed by

Wellness

Council.

End-Yr: Provost

requests 1 leader,

remove from

Provost

End-Yr: Provost

requests 1 leader,

remove from

Provost

Mid-Yr: tabled

2.1.1.a Implement a formal faculty, staff,

and student orientation program that includes

safety, diversity (with diversity to include gender

and disability), and other required topics.

A formal orientation program for students

addressing safety, diversity (including gender

and disability), and other required topics.


do/High

Risk,

Exposure or

Impact

End-Yr: Provost

requests 1 leader,

remove from

Provost


Evidence is

diversity training/

colloquium

Mid-Yr: VPSLR-

make due 10/11

Mid-Yr. Split

into a & b

End-Yr: Gender

Aug 10-12, 2010

Washington Adventist University aims to be a premiere place to learn, grow, and work, and recognizes that people are most

likely to flourish and experience transformative growth when they are supported by a community that truly cares. The

University, therefore, will seek to become a model caring community and will pursue this goal through its commitment to:

Strategy Two

Deeply Engage and Value People

8/17/2010 Draft

2.1.1.b Implement a formal faculty, staff, and

student orientation program that includes safety,

diversity (with diversity to include gender and

disability), and other required topics.

Completion of on-going seminars (five and on-

line, blackboard etc.); verification of training

recorded in appropriate file.

Ongoing Yes VPFA, (Dir

HR)

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Provost

requests 1 leader,

remove from

Provost


Evidence is

diversity training/

colloquium

Mid-Yr: VPSLR-

make due 10/11

Mid-Yr. Split

into a & b

2.1.2. Establish a diversity team to create a

Comprehensive Diversity program.

An implemented Diversity program addressing

varied diversity initiatives, and a team (of

faculty, staff, and students) in place to work

these initiatives.

Formation of team that will be responsible for

evaluation of the program and tweaking, where

necessary, for optimum success.

Ongoing Yes VPSL&R,

[VPFA, (Dir

HR)]

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Provost

requests 1 leader,

remove from

Provost


should complete

on time

Done Mid-Yr: moving

VPFA to

supporting

End-Yr:

VPSL&R

suggests moving

to mid-yr 10/11

2.1.3. Implement a Diversity Leadership

Training component to train faculty and staff to

lead the activities prescribed in the

Comprehensive Diversity program.

A Diversity Leadership Training program for

faculty and staff training on how to lead the

initiatives in the Diversity Program (2.1.2).

Ongoing Yes VPFA, [Dir

HR]

2-Should do/

Medium

Risk/Exposur

e

End of Yr:

Provost requests

1 leader, remove

from Provost

10/11 FY

2.1.4. Implement cultural activities that

promote diversity issues.

Evidenced by list of cultural activities and

programs.

For 09/10 forward, conduct program evaluations

on these programs.


do/High

Risk,

Exposure or

Impact


Emphasis weeks,

clubs, and

organizations;

café dining

events

2.1.5. Continue integrating diversity into the

curriculum. In Gen. Ed classes; Psychology,

Sociology classes, and intercultural

communication classes.

Deans to provide list of classes, e.g., Cross

cultural ministry. The list to be generated by

review of syllabi

Ongoing Yes Provost 1-Must

do/High

Risk,

Exposure or

Impact

End-Yr:

Ongoing, thus

will continue to

review


complete on

time

Done Mid-Yr: Deans

to provide list of

classes, e.g.,

Cross cultural

ministry2.1.6. Provide English classes for adult

learners / ESL classes, and including English for

Speakers of Languages for Traditional students.

English classes offered for the specified groups. Ongoing Yes Provost 3-Nice to

Have

10/11 FY

2.1.7. Provide training for student leaders, by

groups such as the Anti-defamation League.

Evidenced by list of groups invited to conduct

this training. In addition, this training can be

provided via train-the-trainer approach, by

having students who are trained train others.


do/High

Risk,

Exposure or


complete on

time

2.1.8. Create a diversity task force for

planning and implementing activities, programs

addressing various cultures, and other diversity

issues.

Formation of a diversity task force with

appropriately trained personnel; True success

mandates additional staff in the VPSL&R

office.

One

Time

Yes VPSL&R 1-Must

do/High

Risk,

Exposure or

Impact

End of Yr:

Suggest timing

change from

09/10 to 10/11.

10/11 FY

#2 – Create a student-centered learning community

8/17/2010 Draft

2.2.1. Develop a comprehensive plan for a

cohesive, fully-integrated student success system,

to include:

· Intake/assessment/orientation

· Advising/Educational plan development

· Mandatory freshman course

· Intervention process

· Case management process

· Enhanced faculty involvement in

advising/intervention processes.

Plan developed. One

Time

Yes Provost

(ADAS),

[VPSL&R]

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Need to

revise

measurement.


complete on

time

Started, need to

revise finish date

End-Yr:

VPSL&R says

FYE - Full time

DIR, Bridge

2.2.2. Create a centrally-located student

success center and implement the plan. Assess

system effectiveness annually.

Center for Learning Resources will be

responsible for implementing the plan.

Evidence of each component of the plan being

reviewed annually.

Ongoing Yes Provost

(ADAS),

[VPSL&R]

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Need to

revise

measurement.


complete on

time

Started, need to

revise finish date

End-Yr: Done

but revise the

plan to address

external

assessment/

rebranding.2.2.3. Activate DATATEL components

essential to increasing the effectiveness of the

student support system (degree audit module,

communications planning, online/web

withdrawal capability, web registration, etc).

Datatel new modules are activated, users are

trained and can successfully use modules.

One

Time

Yes Provost

(ADAR),

[VPFA

(AVPITS)]

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Provost-

Some

components

completed; some

still in progress

should complete

09/10

ITS-Records

dept. has been

trained on Degree

Audit module.


complete on

time

Started, need to

revise finish date

Mid-Yr: Some

will be done this

year, some next

year

Mid-Yr: Provost-

done except for

adding the

critical

component of

advisor sign-off

for registration;

students can

register online

without any

advisor check.

End-Yr: Datatel

Users SubComm

will help address

in future2.2.4. Activate a system to block students

from withdrawing from specific courses, such as

enrichment courses, first year courses, or other

prescribed classes.

The ability to block students from withdrawing

from specific courses.

One

Time

No Provost

(ADAR),

[VPFA

(AVPITS)]

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Provost-

Plan to complete

by Sept 2009;

change

completion to

09/10

ITS-This is

currently being

worked on by the

Provost, Records

& ITS

09/10 FY Done Done

2.2.5. Orientate faculty, staff, and students

to the breadth and scope of the University’s

support services and implement a student success

day.

On-going -- conduct an annual student success

celebration.


do/High

Risk,

Exposure or

MidYr: change

due date to 09/10

09/10 FY Done Done

8/17/2010 Draft

2.2.6. Assess/revise the University’s

current polices and procedures regarding

developmental course placement, development,

student enrollment, course sequencing, and

GPA/academic status.

Committee minutes and policy statements. Ongoing No Provost

(ADAR),

[VPFA

(AVPITS)]

1-Must

do/High

Risk,

Exposure or

Impact

Ongoing, thus

will continue to

monitor


complete on

time

Started, need to

revise finish date

End-Yr: ITS

requests they be

removed from

this item as it

deals with

academic

policies and

procedures2.2.7. Institute pre-requisites (English,

reading and math), for selected higher level

classes.

Committee minutes, policy statements, records

system Datatel functioning.

One

Time

No Provost

(ADAR),

[VPFA

(AVPITS)]

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Provost-

Will test in 09/10

ITS-There is an

upper division

eligibility rule in

place

09/10 FY Done Done

2.2.8. Institute a summer pre-immersion

developmental skill-building program that is

funded by an outside source or sponsorship.

Funding obtained for program; program offered Ongoing Yes Provost

(ADAS)

2-Should do/

Medium

Risk/Exposur

e


complete on

time

Done Mid-Yr: one

grant submitted,

internal funding

supplied, another

grant being

considered

End-Yr: Done

but funded by

university.

2.2.9. Initiate faculty workshops and

developmental advising training to enhance

awareness of the needs of under-prepared/ at-risk

student populations and provide tools for

working more effectively with these students.

Workshop scheduled and completed; faculty

attendance

Ongoing Yes Provost (SASS) 1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Done

2.2.10. Continue assigning each first year

student to a faculty or staff mentor, as is being

done by the Center for Learning Resources.

Annual audit/review of mentor list. Ongoing Yes Provost

(ADAS),

[VPSL&R]

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: New

form will be

tested in 09/10.

New

Measurement

being provided.


complete on

time

Done Mid-Yr:

Clarification

added that this is

for first year only

Measurement is

the list of

mentors.

End-Yr: Should

be for all four

years out; at least

a minimum of

two

2.2.11. Conduct training/refresher courses for

mentors.

Documentation of training and course; record of

who attended and outline of training offered

Ongoing Yes Provost

(ADAS)

2-Should do/

Medium

Risk/Exposur

e

End-Yr: will be

scheduled in

09/10


complete on

time

Started, need to

revise finish date

2.2.12. Define components and implement

specifications for a student performance tracking

and alert system, and assess performance

tracking and alert system efficiency and

effectiveness annually.

Outline of procedures followed to track student

performance.

Annual review of procedures.

Ongoing Yes Provost

(ADAS),

[VPSL&R],

[DIR]

1-Must

do/High

Risk,

Exposure or

Impact

MidYr:

Measurement

will be modified

by Provost

End-Yr: Will be

scheduled in

09/10


complete on

time

Done End-Yr: Early

Alert Form

#3 – Ensure that faculty and staff feel highly valued

8/17/2010 Draft

2.3.0 Increase Employee job satisfaction index

from 3.75 to 4.25.

Job satisfaction increase as measured by

employee job satisfaction survey

Ongoing Y VPFA, [Dir

HR]

1-Must

do/High

Risk,

Exposure or

Impact

Added to link

with Bal. Scard.

12/13 FY

2.3.1.a Implement and track the progress of a

Human Resources training and development

program on the following:

· Time Management

· Project Management

· Stress Management

· Wellness

· Sexual Harassment

· Customer Service

· Safety

Consider rollout of these to faculty and staff via a

yearly fall or late summer Colloquium, with

break-out sessions as necessary for staff and

faculty groups.

An ongoing training program coordinated by

HR, tracking attendance, that addresses the

prescribed areas. Measurement includes

schedule of each event and attendance tracking.

Ongoing Yes VPFA,

(Dir HR)

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Provost

requests 1 leader,

remove from

Provost


Evidenced by

"lunch and

learns".

Changing "job

functions" to

"customer

service". Sexual

harassment is

every other year.

2.3.1.b Implement and track the progress of a



· Culture Changes / Total Quality

Management

An ongoing training program coordinated by

HR, tracking attendance, that addresses the

prescribed area. Measurement includes schedule

of each event and attendance tracking.

Ongoing Yes VPFA, Dir HR,

[CommQI]

1-Must

do/High

Risk,

Exposure or

Impact

End of Yr: Need

definition,

priority,

assignment,

timing

Provost requests

1 leader, remove

from Provost

10/11 FY

2.3.1.c Implement and track the progress of a



· Academic Freedom

An ongoing training program that addresses the

prescribed area. Measurement includes schedule

of each event and attendance tracking.


do/High

Risk,

Exposure or

Impact

VPFA requests

remove from

VPFA/ Dir HR

10/11 FY

2.3.2.a Implement and continue Employee

Recognition programs such as:

· Employee Appreciation banquets

· PRAISE cards

Evidence of recognition programs being actively

conducted, specifically but not exclusively: the

appreciation banquets, PRAISE cards.

Ongoing Y Est.

4.3k

VPFA,

(Dir HR)

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Done Mid Yr: Banquet

is in the spring.

2.3.2.b Implement Employee Recognition

programs such as:

· Employee of the month

Evidence of recognition of employee of the

month,.

Ongoing Yes VPFA,

(Dir HR)

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr:

Recommend due

9/10


need to revise

finish date

Not started, need

to revise finish

date

Mid Yr: deferred

to 10/11.

Predecessor

should be

performance

appraisal system

End-Yr: Defer to

11-12

2.3.2.c Implement Employee Recognition

programs such as:

· Bonus and Pay for Performance Initiatives

(PfPI)

Plan to be presented to the Compensation

committee of the BOT, and approved.

Ongoing Bonus/

PfPI - Yes

Est. TBD

VPFA, Dir HR 1-Must

do/High

Risk,

Exposure or

Impact

End of Yr:

Recommend due

10/11

10/11 FY

8/17/2010 Draft

2.3.3. Provide for benefits such as Life and

Work Balance.

Continue to provide for Life & Work Balance as

part of the Wellness Program being developed.

Ongoing Yes VPFA,

(Dir HR)

1-Must

do/High

Risk,

Exposure or

Wellness

Training

Addresses Issues

09/10 FY Done Done Mid Yr: Lunch

and Learns

2.3.4.a Conduct Pay Analysis against Church

guidelines and policies (Church Wage scale), for:

staff and faculty (all levels).

Documented pay analysis, showing deltas

between actual and target pay, or ranges of

target pay versus actual pay.

One

Time

Yes VPFA,

(Dir HR)

2-Should do/

Medium

Risk/Exposur

e

End-Yr: Move

earlier from

10/11, to 09/10

Split a) job

analysis, b)

compare job

analysis to wages

09/10 FY Done Done Mid Yr: done

Feb, '10

2.3.6. Provide opportunities for employee

socialization and team building, such as

socials/parties, etc.

Social Committee to provide schedule of events

and activities.

Ongoing Yes

Est. 7k

VPFA,

(Dir HR)

1-Must

do/High

Risk,

Exposure or

09/10 FY Done Done

2.3.7. Realign job performance evaluations

to align with Actions from The Plan (for

management) and to match specific job

descriptions.

Performance evaluation format addresses

Actions from The Plan for management and

matches job descriptions.

One

Time

Yes

Est. 1k

VPFA,

(Dir HR)

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr:

Managers have

the ability to

enter these into

the appraisals

Make due 09/10

09/10 FY Done Done

2.3.9. Identify family centered activities

involving faculty and staff along with the

administration of the University to be developed

and designed to give a “family setting” to the

University.

Schedule of events and activities providing for

family setting, conducted by a group such as the

Social Committee.

Ongoing Yes

Est. 4k

President,

VPFA

3-Nice to

Have

Fall Sabbath

lunch, Summer

picnic and

recognition lunch


complete on

time

Done Mid Yr:

Christmas dinner

theater &

birthday lunch

VPFA/HR report

as done2.3.10a Supply CommQI information related to

faculty achievement and appreciation to ensure

coverage in WAU and external

publications/media.

Information supplied Ongoing No Provost 1-Must

do/High

Risk,

Exposure or


complete on

time

Done

2.3.10b Supply CommQI & HR stories on

related to staff achievement and appreciation to

ensure coverage in WAU and external

publications/media.

Number of stories supplied from HR, VPs and

directors)

Ongoing No All

VPs/Directors

1-Must

do/High

Risk,

Exposure or

09/10 FY

2.3.10c Produce a monthly faculty/staff

newsletter (electronic or hard copy) that will

have a section dedicated to employee

achievements and appreciation

Evidence of such newsletter (to be supplied from

CommQI)

Ongoing Yes CommQI 1-Must

do/High

Risk,

Exposure or

Impact

09/10 FY Done Done Mid Yr: remove

newsletter,

replace with

Twitter; not

replace but add

End-Yr:

CommQI says

when did this

become only

CommQI? We

were to support

HR.

End-Yr: HR says

defer to 1/15/112.3.10d Include Faculty/Staff achievements in

media outreach strategy.

Number of stories covered in both internal and

external media.

Ongoing No CommQI 2-Should do/

Medium

Risk/Exposur

e


complete on

time

Done Mid-Yr:

CommQI-need to

receive this

information

8/17/2010 Draft

2.3.10e Revive the Zapara Award and/or other

faculty awards and recognize winner at spring

commencement.

Documented criteria and selection process for

award selection and evidence of recognition of

Zapara Award winner at spring commencement.

Ongoing Yes Provost 3-Nice to

Have

End of Yr:

VPAAR to

research

10/11 FY

2.3.10f Host a reception open to WAU

faculty/staff/students and family of faculty/staff

member upon retirement.

Evidence of such events taking place. Ongoing Yes VPFA, Dir HR 3-Nice to

Have

10/11 FY

2.3.10g Promote a “Casual Friday” program,

approved by an administrative committee.

“Casual Friday” program, approved by an

administrative committee.

Ongoing No VPFA,

(Dir HR)

3-Nice to

Have


need to revise

finish date

Not started, need

to revise finish

date

Mid-Yr: 10/11

End-Yr: HR 11-

12

2.3.10h Recognize faculty and staff years of

service with a monetary gift or surprise trip.

Recognition of faculty and staff years of service

with a monetary gift or surprise trip.

Ongoing Yes VPFA, Dir HR 3-Nice to

Have

10/11 FY

2.3.11. Work on creating a culture of regular

Sabbaticals for faculty with full teaching loads.

Sabbatical program established; sabbaticals

granted.

Ongoing Yes Provost,

[VPFA, Dir

HR]

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

2.3.12. Address shared governance and faculty

senate.

Committee terms of reference and flow chart. One

Time

No President 1-Must

do/High

Risk,

Exposure or

Impact

Committee

review

completed; need

to review

recommendations

in 09/10


complete on

time

Done Mid-Yr: place a

student & faculty

member on

committees

End-Yr: Dr.

Johnson this

projection

provide

exceptional

support.

2.4.2. Implement customer service training as

a component of a comprehensive staff (including

point-of-contact, student workers) and faculty

development training program.

Customer service training scheduled for the

campus, with attendance tracked by HR.

One

Time

Y Est. 3k VPFA,

(Dir HR)

1-Must

do/High

Risk,

Exposure or

End-Yr: Make

due 09/10


Program/

Schedule

2.4.3. Conduct an annual presentation to the

University community on customer satisfaction.

Event scheduled and held on customer

satisfaction to entire university community.

Ongoing No VPFA,

(Dir HR)

1-Must

do/High

Risk,


complete on

time

Started, need to

revise finish date

End-Yr: HR 11-

12

2.4.4. Conduct annual customer satisfaction

surveys across the university (for external and

internal customers), including all service

departments. Annually evaluate the customer

satisfaction data of departments.

Survey customer satisfaction at point of service,

providing annual feedback on summarized

results to departments.

Increase customer satisfaction score from 3.4 to

4, on a scale of 1-5 by year 2013.

Ongoing Y Est. 1k VPFA,

(Dir HR)

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Make

due 09/10


complete on

time

Done Mid-Yr: will

complete in May

2.5.1. Develop a program of communication

with constituency, such as a bi-annual or other

recurring meeting.

President will provide reports to BOT, Formal

Faculty/staff meetings, student meetings. Will

also implement informal town hall meetings

with faculty and staff and fireside chats with

students.

Ongoing No President 1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Done End-Yr: Working

on scheduling for

coming year.

2.5.2. Increase profile to constituency of

music, Acro-Airs, mock trial, and other flagship

programs.

Implement a minimum of five events that will be

conducted throughout the Columbia Union each

academic year, such as camp meeting visits,

Academic visits, etc.

Ongoing Yes VPMR 1-Must

do/High

Risk,

Exposure or

Impact

09/10 FY Done Done

2.5.3. Conduct advisor training workshops;

conduct semester reviews of advisor lists and

advisor records.

Scheduled workshops, evidence of reviews of

advisor lists and records.

Ongoing Yes Provost (SASS) 1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: semester

reviews in place;

need more

training for

advisors


complete on

time

Started, need to

revise finish date

#4 – Create a culture around customer satisfaction

#5 – Fully engage constituencies

8/17/2010 Draft

2.5.4. Encourage faculty and staff to attend

an identified number of student activities

annually.

Track that faculty and staff will attend and/or

participate in a minimum of five student events

annually, to be self reported.

Ongoing No President,

Provost & all

VPs

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Pres-

waiting on

reports from VPs

Need to

implement

tracking system

for 09/10


complete on

time

Done Mid-Yr: changed

the measurement

from "student

sponsored

activities" to

"student

activities" All

VPs will self-

report

2.5.5.a. Position WAU more effectively by

developing profiles of its main audiences in

order to develop priorities and strengthen

messages.

Documented profiles One

Time

No CommQI 1-Must

do/High

Risk,

Exposure or

Part of PR

consultant

planning


need to revise

finish date

Not started, need

to revise finish

date

End-Yr: Move to

10-11.

2.5.5.b Analyze information and work with

administration and the WAU Board to decide on

the appropriate image for WAU.

Brand book and rollout Ongoing Y CommQI 1-Must

do/High

Risk,

Exposure or


complete on

time

Done

2.5.6.b Continue efforts to instill or

strengthen trust in WAU as a Seventh-day

Adventist institution which fosters spiritual

values by developing a communication program

for spiritual values.

Publicized Spiritual Master Plan (with web

presence, and as bound brochure).

One

Time

Y VPMin 1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Pres-

Still waiting on

master plan

CommQI-

supporting VP

Min on Spiritual

Master Plan

09/10 FY Done Done

2.5.7. Increase the number of WAU

articles/coverage in external media (not

controlled by WAU).

Monthly articles in external media. Ongoing No CommQI 2-Should do/

Medium

Risk/Exposur

e


complete on

time

Done

2.5.8 Develop and implement an internal

communication plan that uses multiple outlets

and technologies to ensure that faculty, staff &

students receive timely announcements and other

information (news, policy changes,

appreciations, etc.)

Evidence of a plan, quantifiable evidence of

timely communication tactics (may include

website, email, texting, social media, print,

posters, etc.)

Ongoing Y CommQI 1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Done

2.5.9.a Develop and implement a

communications plan for Alumni and Friends

that includes a magazine and other periodic news

delivery methods (print, electronic, etc.)

Evidence of a plan, quantifiable evidence of

communication tactics (may include website,

email, texting, social media, print, mailings,

magazine, etc.)

Ongoing Y VPAAR,

[CommQI]

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Mid-Yr: VPAAR

running behind

Need to define

who is primary

vs. supporting

End-Yr:

CommQI says

magazine done.

Some email

outreach.

2.5.9.b Increase engagement in the local region

through meetings with political and business

leaders and participation in local events.

At least two contacts per month. Ongoing Y President,

[VPAAR]

1-Must

do/High

Risk,

Exposure or


complete on

time

Need to define

who is primary

vs. supporting

2.5.10. Plan presidential inauguration and

provide inauguration materials for Inauguration

Weekend. Images and multimedia content should

be captured and archived for future use.

Evidence of inauguration materials. One

Time

Y BOT 2-Should do/

Medium

Risk/Exposur

e

Reassigned at

MidYR from

MarComm to

BOT

09/10 FY Done

8/17/2010 Draft

2.6.1. Resident Deans will inform faculty

and staff of the needs of the residence halls.

Discussion items strategically placed on

appropriate agendas.

For 09/10 on, conduct student focus groups to

capture dorm needs which would be provided.


do/High

Risk,

Exposure or

Impact

09/10 FY Mid-Yr:

Recommend

removing from

plan. Will

continue annually

2.6.2. Resident Deans will invite faculty and

staff to select a time to meet with residents about

what their needs are and how they can help.

Written documentation of who has been invited

and of who accepted and who declined the

invitation.


do/High

Risk,

Exposure or

Impact

09/10 FY Mid-Yr:

Recommend

removing from

plan. Will

continue annually

2.6.3. Resident Deans will develop a

calendar of available dates for faculty and staff to

interact with residents.

Evidenced by the completed calendar. Ongoing No VPSL&R 1-Must

do/High

Risk,

Exposure or

09/10 FY Done Done

2.6.4. Post fliers annually beginning mid-

August with dates and topics for worship.

Postings of appropriate flyers and other

information on bulletin boards, e-mail etc.

Ongoing Yes VPSL&R 2-Should do/

Medium

Risk/Exposur


complete on

time

3.1.1.a Establish criteria for “Programs of Criteria established. One No Provost 2-Should do/ End of Yr: Make 10/11 FY

3.1.2. Ensure that new Master’s programs

(specifically SGPS) will be established

minimally at one per year (if financing is

permissible and as need requires).

Approval of program by MHEC Ongoing Yes Provost (SGPS) 2-Should do/

Medium

Risk/Exposur

e

End-Yr: Should

review current

programs and get

new programs

established

before adding

additional


complete on

time

Done

3.1.3. Ensure that a PhD program will be

established by 2011.

Approval of program by MHEC One

Time

Yes Provost 2-Should do/

Medium

Risk/Exposur

e

10/11 FY

3.2.1. Integrate the resource of the

Washington Metropolitan area into the

curriculum use for classes, such as the National

Institutes of Health (NIH), the Smithsonian

museums, the GC.

Inclusion in course syllabi. Ongoing Yes Provost 1-Must

do/High

Risk,

Exposure or

Impact

need to remind

faculty to include

in syllabi


complete on

time

Done

Strategy Three

Create a Distinctive and Distinguished Learning Culture

Building on its heritage and location, Washington Adventist University seeks to become a highly prized home for those students and faculty who are

unusually eager to engage with the broader world and who desire to reach their full potential within their chosen academic disciplines. Programs will be

distinctive because of their Christ-centered spirituality and their high level of academic rigor. Specifically, the University aims to fully meet the

expectations of these students and faculty through its commitment to:

#3 – Strengthen student development

#2 – Fully integrate the resources of the nation’s capital into general student

learning

#6 – Ensure the value of an enduring, strong, and supportive learning

community, including a residential, developmental learning environment

within which students, faculty, and staff practice the values of a Washington

Adventist University education every day

8/17/2010 Draft

3.3.1. Develop and implement systems and

programs to achieve retention benchmarks.

Move target retention rates from 63% to 90% by

2014.

List of systems and programs implemented.


do/High

Risk,

Exposure or

Impact

End of Yr Target

date needs to

align with Bal.

Scard.

12/13 FY

3.3.2. Develop and implement systems and

programs to achieve graduation benchmarks

(such as Capstone courses).

Curriculum review and minutes of committees.

Increase graduation rate from 35% to 55% by

2014.

Ongoing Yes Provost 2-Should do/

Medium

Risk/Exposur

e

End of Yr Need

to link target and

date with Bal.

Scard.

13/14 FY

3.3.3. Improve the class schedule to reduce

small enrollment classes (less than 7 students).

Class schedule, number of classes and class size

data.

One

Time

Yes Provost

(3 Deans,

ADAR, ADAS)

1-Must

do/High

Risk,

Exposure or

Impact

In progress;

reviewing

scheduling

programs

09/10 FY Done Done Mid-Yr: Provost-

Ongoing: will

continue to

monitor class

size3.3.4. Continue to support honors program

and the leadership aspect of the program.

Faculty course load forms which include load for

director and teachers; class schedule listing

courses each semester; course syllabi.

Ongoing Yes Provost

(ADAS)

2-Should do/

Medium

Risk/Exposur

e


complete on

time

Done

3.3.6. Improve academic advising and

mentoring by conducting Advisor workshops and

keeping Advisor Handbook up to date.

Annual workshops and annual updates/releases

of the Advisor Handbook .

Ongoing Yes Provost 2-Should do/

Medium

Risk/Exposur

e


should complete

on time

Started, need to

revise finish date

Mid-Yr, make

this one

handbook only

3.3.7. Assess and strengthen the

University’s honors, accelerated and integrated

programming to increase/enrich opportunities for

accelerated learning and variety of credentialing.

Documentation of program review Ongoing No Provost

(ADAS)

2-Should do/

Medium

Risk/Exposur

e


complete on

time

Started, need to

revise finish date

Mid-Yr, consider

combining with

3.3.4

3.3.8.a Continue to support and improve the

first-year experience program with a focus on

academic success of all students including at-risk

students.

Enhance the first-year experience program to a

be cohesive and holistic. Consider adjusting the

structure for better coordination-- to address

counseling, academic warning systems,

residential life, and other aspects of first year

experience. The academic FYE offering should

compliment what is being offered in the

residential program for first year students, and

vice versa.

Continued improvement of first-year retention

rates, as measured by KPIs.

An established coordinator with FYE director as

part of job description.

Evidence of yearly program review with

recorded minutes.

Ongoing Yes Provost

(ADAS)

[VPSL&R]

1-Must

do/High

Risk,

Exposure or

Impact

FYE budget and

program review


complete on

time

Done

3.3.8.b. Create policy to require residency for

first year students for at least one year. Potential

positive impact on engagement, possibly

retention, finances.

Documented policy, and evidence of adherence

to policy.

One

Time

Yes,

revenue

generating

VPSL&R Added by

VPSL&R at End

of Yr 08/09.

10/11 FY

3.3.9. Improve student writing and speaking

across the curriculum by incorporating writing

into the classes within majors.

Annual review of assessment outcome review

for each major.

Ongoing No Provost,

[VPSL&R]

2-Should do/

Medium

Risk/Exposur

e

End of Yr: Make

due 10/11. Will

be recommended

as part of

curriculum

review in 09/10

10/11 FY

3.3.10. Connect students with mentors (such

as alumni) to support student

development/success.

Annual review of mentor list in the Center for

Learning Resources.

Ongoing No Provost 3-Nice to

Have

10/11 FY

8/17/2010 Draft

3.3.11. Assess/revise the University’s

current policies and procedures regarding

development course placement, development

student enrollment, course sequencing, and

GPA/academic status.

Policies reviewed, approved, minutes recorded,

published in bulletin

Ongoing No Provost

(ADAS)

1-Must

do/High

Risk,

Exposure or

Impact

New placement

tests have been

selected and need

to be tested in

09/10


complete on

time

Started, need to

revise finish date

Mid-Yr Consider

combining with

2.2.6

3.3.12. Complete a systematic review and

analysis of existing developmental course

formats and delivery methods and develop

recommendations for action.

Documentation of program review; changes

proposed

Ongoing No Provost

(ADAS)

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Started, need to

revise finish date

3.3.13. Recognize and publish student

success through internal and external

communication sources. Reinstitute publication

of Dean’s List; publish student success stories in

CJ, other university publications, and external

publications.

Evidence of submission of Deans list (once each

semester), honors program and honor society

inductees (annually), and other student academic

success stories.


do/High

Risk,

Exposure or

Impact

End-Yr:

CommQI-CJ

articles are not

controllable.

Provost- Dean's

list publication in


complete on

time

Started, need to

revise finish date

Mid-Yr Honor

society induction,

student awards

ceremony - add

as documentation

3.3.14. Implement a communication system

that informs potential and current students of the

system and programs in place that support

student development/success. Develop this on

the web.

Comparative annual student satisfaction reports

demonstrate a measurable increase each year in

areas related to student support services.

One

Time

Yes Provost,

AVPITS

[VPFA]

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

3.3.16. Redevelop the Washington

Experience (a program like Adventist Colleges

Abroad, but in Washington) to attract students

from other colleges. Conduct both in summer

and in semesters.

Program developed; offer program summer

2010

One

Time


Medium

Risk/Exposur

e


should complete

on time

Not started, need

to revise finish

date

Mid-Yr: Capital

Summer Session

'10 will include

some courses &

one class with

Loma Linda.

Consider

changing

wording on

"Washington

Experience"3.3.17. Expand the student intake process to

include academic skill assessment, learning style

assessment, and career assessment as necessary.

Assessment tools selected and assessment

implemented

One

Time

Yes Provost

(ADAS)

2-Should do/

Medium

Risk/Exposur

e


complete on

time

Done Mid-Yr: doing

this for selected

students currently

End-Yr: Done

for select

students

3.3.18. Involve residents in residence hall life. Provide opportunities for increased student

involvement in the governance of the residence

halls. Budgetary support can be provided

through retaining a percentage of the money

raised from guest rooms, etc.


do/High

Risk,

Exposure or

Impact

MidYr: removed

Provost as

assignee

09/10 FY Done Done End-Yr: Not yet

retaining funds

3.3.21. Successful training of student leaders,

who will in turn, become effective leaders.

Hold two student leadership training sessions

annually.

Ongoing No VPSL&R 2-Should do/

Medium

Risk/Exposur

e


conducted 3

sessions this yr

Suggested

wording change3.3.22. Develop brochures on academic

support services including the Library & Center

for Learning Resources.

Evidence of brochure(s). One

Time

Yes Provost,

[CommQI]

1-Must

do/High

Risk,

Exposure or

Impact


revise finish

date

Started, need to

revise finish date

Mid-Yr: some

done for LCLR

Adjusting date &

perhaps media

for Library

#4 – Enhance faculty development

8/17/2010 Draft

3.4.1. Increase Professional Growth

Allowance to accommodate pay for conferences.

PGA adjusted for 2010-11 budget One

Time

Yes Provost,

[VPFA]

2-Should do/

Medium

Risk/Exposur

e

Recommend

move from 09/10

to 10/11

10/11 FY

3.4.2. Provide opportunities for faculty to

share information and research.

Documentation of scheduled meetings or

postings.

Ongoing No Provost (SASS) 2-Should do/

Medium

Risk/Exposur

e

Faculty

Development

committee will

implement in

09/10


complete on

time

Done Mid-Yr:

Rescheduling,

were waiting for

new web page

Mid-Yr: Provost-

new website has

included faculty

items; need to

further develop

this option with

designated

webpage

3.4.3. Continue providing interdisciplinary

classes.

Course offerings each semester; course syllabi. Ongoing No Provost 1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

3.4.4. Encourage and provide opportunities

for faculty to collaborate with colleagues from

institutions in the area.

Documented collaboration; evidenced by

membership dues.

Ongoing No Provost (SASS) 2-Should do/

Medium

Risk/Exposur

e


complete on

time

Done End-Yr:

Recommend not

track yearly.

3.4.5. Establish a comprehensive

Leadership Institute to develop and manage the

delivery of a mandatory faculty/staff

development program addressing university

needs as defined by an annual Professional

Developmental and Training Plan.

Professional development plan developed.

Leadership Institute established.

One

Time


Medium

Risk/Exposur

e

10/11 FY

3.4.6. Create clear criteria for faculty

teaching loads and apply consistently across all

schools and departments.

Review of current policies; revisions approved

by committee; revisions published in faculty

section of employee handbook.

One

Time

No Provost 1-Must

do/High

Risk,

Exposure or

Impact

Partially

completed; will

complete in

09/10


revise finish

date

Started, need to

revise finish date

Mid-Yr: will

complete next

year

Mid-Yr: some

areas reviewed;

other areas still

need review;

should complete

by fall 2010

3.4.7. Utilize assessment data to define

new systems and structures to address the

University's staffing patterns and utilization

needs in cost effective ways

Assessment tools selected and assessment

implemented


do/High

Risk,

Exposure or

Impact


complete on

time

Mid-yr:

Imperative is

not clear;

however

program

reviews are in

progress

End-Yr: Remove

3.5.3. Identify and implement a plan in

which all degree programs will have some

courses available on-line by 2010.

Evidence of plan. Ongoing Yes Provost 1-Must

do/High

Risk,

Exposure or

Impact

11/12 FY

#5 – Reengineer and vitalize the academic programs of the University

8/17/2010 Draft

3.5.4 Restructure academic support services. Revised job descriptions One

Time

No Provost 1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Started, need to

revise finish date

3.5.5 Initiate program reviews in all programs

that have not been reviewed in two years

Committee minutes (department and AC) Ongoing No Provost 1-Must

do/High

Risk,

Exposure or

Impact


revise finish

date

Started, need to

revise finish date

Mid-Yr: initiated

in SASS and

SHPSW; still

need to start in

SGPS; all should

be completed in

2010-11

3.5.6 Review General Education requirements GE committee minutes; AC & FC minutes Ongoing No Provost

(SASS), [DIR]

1-Must

do/High

Risk,


complete on

time

Done

3.5.7 Appoint outcomes assessment

coordinator

Coordinator appointed One

Time

Yes Provost 1-Must

do/High

09/10 FY Done Done

3.5.8 Review outcomes assessment process

and outcomes assessment plans.

Academic Council minutes Ongoing No Provost 1-Must

do/High

Risk,

Exposure or

Impact


revise finish

date

Done Mid-Yr: in

progress, but

may not be fully

completed by

June3.5.9 Appoint accreditation committee List of committee members One

Time

No Provost 1-Must

do/High

09/10 FY Done Done

3.5.10 Submit progress letter for Middle

States

Report submitted One

Time

No Provost 1-Must

do/High

09/10 FY Done Done

3.5.11 Prepare plan for 2011-12 Middle States

Accreditation Report

Plan prepared and submitted One

Time

Yes Provost 1-Must

do/High

Risk,


complete on

time

Done

3.5.12 Attend Middle States accreditation

workshop.

Workshops attended One

Time

Yes Provost 1-Must

do/High

Risk,

09/10 FY Done Done

3.5.13 Action: Adjust the academic calendar

to 15 week semesters.

Measurement: calendar revised to 15 weeks;

approved; published

One

Time

Yes Provost 1-Must

do/High

Risk,


complete on

time

Done

3.6.1. Develop a comprehensive plan for

developing/implementing a cohesive, fully

integrated student life program.

VPSL&R to work in collaboration with Provost

to ensure the Office of Student Life and

Retention is a full participant in the planning of

FYE, registration, etc. Evidence of the plan and

collaborative efforts.

One

Time

Yes VPSL&R 1-Must

do/High

Risk,

Exposure or

Impact

Is this action

duplicative?


revise finish

date

Mid-Yr:

reschedule to

10/11

4.1.1 Increase support of campus building

and equipment projects through capital gifts, by

identifying, cultivating, and soliciting donors for

lead gifts to the Umbrella Capital Campaign.

Development of a realistic and productive

program.


[VPAAR]

1-Must

do/High

Risk,

Exposure or

Impact

Early 09/10 FY Started, need to

revise finish

date

Started, need to

revise finish date

Mid-Yr: VPAAR-

identified started

asking process

Need to define

who is primary

vs. supporting

Strategy Four

Transform Governance and the Physical Campus

Washington Adventist University, emboldened by a critical opportunity to transform its aging physical campus and meet the

spiritual, cultural, learning, teaching, technology, and governance needs of its student body, faculty, and staff, will

continuously assess its governance structure and transform its physical campus through its commitment to:

#6 – Create a student life program that focuses on the balanced integration of

curricular and co-curricular programs

8/17/2010 Draft

4.1.2 Implement a comprehensive

development communication program to support

the capital campaign, annual fund and other

activities. This may include: logo/theme, case

statement, major donor communications,

building/naming inserts, materials for the Board

retreat, stand-alone Report of Gifts, and versions

of materials for use with constant contact.

Evidence of a productive program. Ongoing Y President,

[CommQI,

VPAAR]

1-Must

do/High

Risk,

Exposure or

Impact

MidYr comment:

currently seeking

a VPAAR


complete on

time

Started, need to

revise finish date

Need to define

who is primary

vs. supporting

4.1.3. Build a Music Building (Performing Arts

Center).

Building built that meets agreed upon

specifications and requirements of the Music

department.

One

Time

Y President,

VPFA

1-Must

do/High

Risk,

Exposure or

Impact

11/12 FY Need to define

who is primary

vs. supporting

4.2.2 Identify specifications of all available

instruction space.

Published, current, updated list of instruction

space, with specifications (e.g., available

seating, etc.).

One

Time

No VPFA 1-Must

do/High

Risk,

Exposure or

End-Yr: Make

due 09/10

09/10 FY Done Done Mid-Yr: Dir. Fac

needs to provide

inventory

4.2.3 Develop a long-term plan to update

instruction space to meet SMART classroom

specifications, and short-term to address basic

equipment needs (e.g., TV, DVD player, white

or chalk boards, etc.).

Long term and short term plans documented to

update instruction space. Tracked percentage or

other ratio of SMART vs. non-SMART space.

Documented measurement of rooms, other

relevant room data.

One

Time

Yes Provost,

[VPFA]

1-Must

do/High

Risk,

Exposure or

Impact


revise finish

date

Started, need to

revise finish date

Mid-Year: make

due 11/12, 2 yr

project (VPFA)

Mid-Yr: Provost-

this item is

linked to

program reviews

& the scheduling

program; should

complete in 2010-

11

4.2.4 Develop a master scheduling system

for all instructional space.

Scheduling program selected; program linked to

Datatel; implemented

One

Time

Yes,

$50,000

Provost,

[VPFA

(AVPITS)]

1-Must

do/High

Risk,

Exposure or

Impact


revise finish

date

Started, need to

revise finish date

Mid-Yr: planned

by Sept. '10

(VPFA)

Mid-Yr: Provost-

program

selected; need to

order, install and

implement;

should be in

place by fall

20104.2.5 Initiate a space utilization/efficiency

study to inform of/improve space usage at the

university; implement study results.

Documented space utilization study. Ongoing

documentable activity to improve upon

utilization/efficiency results.

One

Time

Yes VPFA 1-Must

do/High

Risk,

Exposure or

End of Yr 08/09 -

Started (early)


complete on

time

Mid-Yr:

Will be done

June '10

4.2.6 Identify specifications and a process

for beautifying the campus both internal and

external environments, including both one time

and recurring (such as repaint) activity.

Process implemented (such as a committee,

addressing prioritizations) for beautifying

campus. Evidenced by committee minutes.

Ongoing Yes VPFA 1-Must

do/High

Risk,

Exposure or


need to revise

finish date

Mid-Yr:

Committee is in

place &

functioning

#2 – Renovate buildings and beautify the campus

8/17/2010 Draft

4.2.7 Enhance our Security Infrastructure:

- Physical

- IT/Technology

- Internal Controls

- Capital Improvements/Deferred

Maintenance impacting safety/security

Implement Safety initiatives, tracking:

- Number of buildings with new key system

change over.

- Number of video cameras added to the

campus.

- Number of Security drills

Enhanced Security Infrastructure:

- Documented Safety Infrastructure Study

- Proposal for Installation

- Funding /Board Approval (estimated at $.5

million)

A qualitative and quantitative audit of security

once system has been deployed.

Multiyear deployment plan annual achievements

successful.

One

Time

(see

options

below)

VPFA,

AVPITS, DIR

SEC, DIR FAC

1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

4.2.7.a (option) Enhance our Security

Infrastructure:

- Physical

- IT/Technology

- Internal Controls




- Implement new key system

One

Time

without

loan

VPFA,

AVPITS, DIR

SEC, DIR FAC

End of Yr - 5 yrs

to implement,

due 13/14

13/14 FY

4.2.7.b (option) Enhance our Security

Infrastructure:

- Physical

- IT/Technology

- Internal Controls



- Installation of video cameras One

Time

without

loan

VPFA,

AVPITS, DIR

SEC, DIR FAC

End of Yr - 5 yrs

to implement,

due 13/14

13/14 FY

4.2.7.c (option) Enhance our Security

Infrastructure:

- Physical

- IT/Technology

- Internal Controls




- Implement new key system

One

Time

with loan VPFA,

AVPITS, DIR

SEC, DIR FAC

End of yr - 2 yrs

to implement due

10/11

10/11 FY

4.2.7.d (option) Enhance our Security

Infrastructure:

- Physical

- IT/Technology

- Internal Controls



- Installation of video cameras One

Time

with loan VPFA,

AVPITS, DIR

SEC, DIR FAC

End of yr - 2 yrs

to implement due

10/11

10/11 FY

4.2.8 Initiate repairs/upgrades for any items

that are salvageable, e.g., carpet removal,

painting, furniture, doors, etc. (Halcyon &

Morrison Halls).

List of requested/implemented facilities requests.

Make use of appropriate recycled items.

Ongoing Y VPFA, Dir

Facilities

[VPSL&R,

Residence

Deans]

1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

8/17/2010 Draft

4.2.10 Morrison Hall renovation -

Bathrooms, kitchen area.

Proposal/recommendation for renovation with

timeline, funding secured / Board Approval,

implemented changes.

One

Time

Y Est.

100k

VPFA, Dir

Facilities

1-Must

do/High

Risk,

Exposure or

Impact

End of Yr: Make

due 10/11

10/11 FY

4.2.11 Determine alternative usage for dorm

space.

List of feasible alternative uses for dormitories. One

Time

No VPFA 3-Nice to

Have

Recommend due

date 10/11

(changed in mtg

to 9/10)


Alternatives are

being used (e.g.,

Business, Music

Dept, AIMU)4.2.12 Implement alternative usage for

dormitory space.

Implementation of best uses for dormitories. Ongoing Y VPFA 1-Must

do/High

Risk,

Exposure or

Impact

Recommend due

date 10/11

10/11 FY

4.2.13 Redecorate campus interiors & exteriors

with updated photography, motivational art,

banners, signage, etc., reflecting new name &

status.

Evidence of new brand, university status in

interior & exterior spaces.

One

Time

Y CommQI 1-Must

do/High

Risk,

Exposure or


complete on

time

Started, need to

revise finish date

End-Yr: Next

Year

4.3.1. Develop a comprehensive multi-year

technology plan. This plan will include the

inventory of unmet user needs, cost and labor

saving initiatives, and new technology

developments.

A documented multi-year technology plan (after

Datatel is fully implemented).

Completion of the multi-year plan. Required

quarterly updates (live document).

Ongoing No VPFA,

(AVPITS)

2-Should do/

Medium

Risk/Exposur

e


revise finish

date

Started, need to

revise finish date

Mid-Yr: External

IT Assessment

recommendation

s need to be

incorporated

End-Yr: Due 2nd

qtr 10/114.3.2. Continue to provide training that

ensures faculty and staff maintain the appropriate

level of technological currency/ relevancy.

- Job Function – general technology

- Application (i.e., Datatel)

Percentage increase in usage by faculty of

Webadvisor and D2L. Staff training on

application software and documentation of

Datatel.

Increase in the number of employees who attend

training. Required CE credits during job review

process.

Ongoing Y Est.

30k

VPFA,

(Dir HR,

AVPITS)

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Make

due 09/10


complete on

time

Started, need to

revise finish date

End-Yr: HR 11-

12; ITS indicates

this is Done for

this yr

4.3.3. Implement ‘anytime-anywhere’ access

for faculty/staff/students to allow secure remote

access to the university network and services

(e.g., wireless, VPN, etc.).

After identification of critical wireless areas, a

multi-year program to install wireless in various

buildings. Student congregation areas are mostly

done.

Increase the number of wireless "hot spots"

across campus for students, staff and faculty.

Common student gathering areas are already

active hot spots.

Ongoing Y VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

4.3.5. Evaluate and conduct web-based

training for staff.

List of training sessions provided and list of staff

who participated

Ongoing Y VPFA,

(Dir HR,

AVPITS)

1-Must

do/High

Risk,

Exposure or

Impact

Done for Datatel

Web based

training for

Records


complete on

time

Started, need to

revise finish date

Mid-Yr:

Webadvisor

training at

Management

Committee

End-Yr: HR 11-

12; ITS requests

they be removed

from this item

#3 – Write and implement a comprehensive technology plan that increases

efficiencies and effectiveness through technology capabilities investments.

8/17/2010 Draft

4.3.6. Evaluate and conduct web-based

training for faculty.

List of training sessions provided and list of

faculty who participated

Ongoing Y Provost

[VPFA,

(AVPITS,

Dir HR)]

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: ITS-

SGPS Faculty are

now required by

contract to used

D2L. Multiple

training sessions

have been

provided.

09/10 FY Done Started, need to

revise finish date

Mid-Yr: D2L

End-Yr: HR

defer to 11-12;

ITS indicates this

is Done for this

yr. ITS requests

they be removed

from this item

4.3.7. Evaluate the quality and effectiveness

of distance learning, and increase the delivery via

distance education.

Increase D2L (or related tool) usage for Faculty.

Increased number of 100% online courses.

Increase number of students successfully

completing online courses.

Ongoing Yes Provost

[VPFA,

(AVPITS)]

1-Must

do/High

Risk,

Exposure or

End-Yr: Provost

requests 1 leader


complete on

time

Started, need to

revise finish date

End-Yr: ITS

suggests this be

due 10/11

4.3.8 Conduct training for directors in how to

create and maintain internal procedures manuals

for their area of responsibility.

Track number of departments who have received

training on procedure manuals.

Ongoing No VPFA

(AVPITS)

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: Make

due 09/10


complete on

time

Started, need to

revise finish date

Mid-Yr: To be

done April '10

End-Yr: TSC

will help address.

Make due 10/114.3.10.a Provide for a means of tracking

technology requests and providing feedback on

status to requesters for pc support.

A tracking system for PC repairs is already in

place.

One

Time

Y VPFA

(AVPITS)

2-Should do/

Medium

Risk/Exposur

e


complete on

time

Started, need to

revise finish date

Mid-Yr:

Feedback not

web based, but

provided

End-Yr: Make

due 10/11 for

funding reasons4.3.10.b Provide for a means of tracking

technology requests and providing feedback on

status to requesters for programming changes.

A tracking system for programming changes

could be added.

One

Time

Y VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

4.3.11. Update phone technology to address

needed features, such as external caller ID –

consider phased approach.

Additional funding is required to enable this

service by working through Payteac.

One

Time

Y VPFA,

AVPITS

3-Nice to

Have

End of Yr: Make

due 10/11

10/11 FY

4.3.12. Protect student, staff personal

information by conducting an audit of data

vulnerabilities and tightening security of key data

elements (such as SSN, passwords) by

encryption, replacement on print (e.g.,

timesheets), and screens as needed.

Documented evidence of IT security audit of

data vulnerabilities.

Ongoing No VPFA

(AVPITS)

1-Must

do/High

Risk,

Exposure or

Impact

Question on

approach


complete on

time

Done Mid-Yr: IT

Assessment,

blocking SSNs

underway,

timesheets have

SSNs removed4.3.13. Fund PC Replacement Cycle Money budgeted for Desktops and Laptops

replacement on a three rotation.

Ongoing Yes

$25K

VPFA,

AVPITS

1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

4.3.14. Fund Server Replacement Cycle Money Budgeted for Servers, Infrastructure and

Security Architecture Replacement on a three

year rotation.

Ongoing Yes

$35K

VPFA,

AVPITS

1-Must

do/High

Risk,

Exposure or

Impact

11/12 FY

8/17/2010 Draft

4.3.15.a Research Active Admissions Capability

Ability for perspective students to play an active

part in the funnel process online.

Proposal for Active Admissions. One

Time

No VPFA

(AVPITS)

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Started, need to

revise finish date

Mid-Yr:

Research

underway,

recommend

adding VPEM as

primary

End-Yr: ITS

recommends

TSC has input on

desired goals4.3.15.b Implement Active Admissions

Capability

Active Admissions Process is in Place. One

Time

Yes

$200K

VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

4.3.16.a Research Document Management

Ability to scan, index and use documents

electronically for work flows and processes

across various departments, such as HR,

Financial Aid, Records, Admissions and

Accounting.

Proposal for Document Management One

Time

No VPFA

(AVPITS)

2-Should do/

Medium

Risk/Exposur

e


need to revise

finish date

Not started, need

to revise finish

date

Mid-Yr: For

10/11

End-Yr: ITS

recommends

TSC owns this

4.3.16.b Implement Document Management Document Management Processing in Place One

Time

Yes

$75K

VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

4.3.17 Distance Education Classroom Build a high tech classroom that can be used for

Distance Education and Video Streaming of

lectures.

One

Time

Yes

$150K

VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

11/12 FY

4.3.18 Clickers for Campus Vendor selected and clickers sold in bookstore. One

Time

No VPFA,

AVPITS

3-Nice to

Have

10/11 FY

4.3.19 Central File Server (SAN)

Implement a central file server (SAN + Remote

Backup + Controller)

Central File Server in Place One

Time

Yes

$50K

VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

4.3.20 Laptops for Faculty

Every fulltime faculty receive a new laptop.

New Laptop for each faculty. Ongoing Yes

$50K

VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

4.3.21 Cost Recovery Printing Controls

Implement a campus wide cost recovery system

for student printing in computer labs

Cost Recovery Implemented One

Time

Yes

$35K

VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

4.3.22 Increase Multi Media Classrooms

Add computer projector, screens and speakers in

classrooms.

Increase in Multi Media Classrooms Ongoing Yes VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

4.3.23 Increase Campus Internet Bandwidth

Internet speed needs to double every 15 to 18

months according to Morres Law.

Increased Internet Speed Implemented Ongoing Yes VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

11/12 FY

4.3.24 Move to Active Directory (AD)

AD will increase the campus security and

technology capabilities. It's the foundation for

several new technologies.

AD implemented One

Time

Yes

$5K

VPFA,

AVPITS

1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

8/17/2010 Draft

4.3.25 Exchange Server with BBS

Provide Exchange services with Blackberry

Services (BBS) that would allow real time

remote scheduling and email connectivity to

computers and cell phones.

Ability to access schedules and email remotely

through cell phones

One

Time

Yes

$35K

VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

11/12 FY

4.3.26 Implement ODS-Orchestrator

Allow end users to create and run custom reports

via web technology.

ODS-Orchestrator Implemented One

Time

Yes

$15K

VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

4.3.27 MS SharePoint Services Implement SharePoint One

Time

Yes

$25K

VPFA,

AVPITS

3-Nice to

Have

12/13 FY

4.3.28 Create Central Printing Plan

All copiers and printers strategically cascade into

central work group multi-function printers

(MFP).

Proposal for Central Printing (MFP) One

Time

No VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

11/12 FY

4.3.29 Implement Central Printing Plan Multi year roll out of centralized printing plan Ongoing Yes

$50K

VPFA,

AVPITS

2-Should do/

Medium

Risk/Exposur

e

11/12 FY

4.3.30 Implement "Greener" Servers

Implement VMware to consolidate servers thus

reducing size, power consumptions, cooling and

increase Disaster Recovery (DR) abilities.

VMware implemented Ongoing Yes

$25K

VPFA,

AVPITS

3-Nice to

Have

12/13 FY

4.3.33 Telephone System Upgrade

New PBX or VoIP system.

Upgraded phone system One

Time

Yes VPFA,

AVPITS

3-Nice to

Have

12/13 FY

4.3.34 Wire Upgrades (CAT-3 to CAT-6) Upgraded wire system Ongoing Yes VPFA,

AVPITS

3-Nice to

Have

12/13 FY

4.4.1. Inventory all furniture (tag each usable Evidenced by report of all inventory. Ongoing Yes VPFA 1-Must 10/11 FY Started, need to Started, need to Mid-Yr: As per

4.5.2.b Establish managerial Accounting

reports to help with 4.5.1

This will have to be a long-term plan. Currently,

we need financial reports and statements first,

before we can begin with managerial accounting

issues. High priority must be put on managerial

reports by FY 10/11.

One

Time

Y Est.

30k/ yr

VPFA 1-Must

do/High

Risk,

Exposure or

Impact

End of Yr: Make

due 10/11

10/11 FY

4.5.5. Annually assess the effectiveness of

the governance and communicating system.

Implement an employee satisfaction survey. Ongoing No President,

VPFA

(Dir HR)

1-Must

do/High

Risk,

Exposure or

Impact

09/10 FY Done Done Need to define

who is primary

vs. supporting

End-Yr: HR

says incomplete;

move to 10-11.

4.5.6.a Assess and modify the annual

performance review process to measure all staff

effectiveness in such areas as a) communicating

with supervisors, peers, subordinates, b)

university core values and c) collaborating as a

team member.

Management committee will complete an

assessment of the current performance

evaluation tool.


VPFA

(Dir HR)

1-Must

do/High

Risk,

Exposure or

Impact

MidYr: action

split between

Staff and Faculty

Done but will

refine annually


Performance

Appraisal

revision

Need to define

who is primary

vs. supporting

#5 – Assess and implement an efficient and effective governance structure

#4 – Develop a list of capital equipment

8/17/2010 Draft

4.5.6.b Assess and modify the annual faculty

performance review process to measure all

faculty effectiveness in such areas as a)

communicating with supervisors, peers,

subordinates, b) institution-wide core values and

c) collaborating as a team member.

PAS reviewed and modified, if needed. Ongoing Yes Provost,

[VPFA

(Dir HR)]

1-Must

do/High

Risk,

Exposure or

Impact

MidYr: action

split between

Staff and Faculty


complete on

time

Done Mid-Yr: Provost-

change wording

of imperative to

read: Assess &

modify the

faculty

performance

review process;

will need further

review and

refinement in

2010-114.5.6.c Conduct annual faculty performance

reviews. Evaluations will be completed

annually.

Evaluation by appropriate committee(s)

reviewing rank, etc.; approval by committee(s);

guidelines published in faculty section of

employee handbook.


do/High

Risk,

Exposure or

Impact

End-Yr: rank &

review committee

is reviewing; all

steps should be

completed 09/10.

Changed from

review to "do"

and moved from

2.3.13.


complete on

time

Done Mid-Yr: change

wording of

imperative to

read: Conduct

annual faculty

performance

evaluations

4.5.7. Restructure and realign key programs

and non-academic departments with the Office of

Student Life & Retention.

Realignment of programs and non-academic

departments; appropriate staff levels for Office

of Student Life and Retention.

Ongoing No VPSL&R,

[President]

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Mid-Yr:

VPSL&R-

conversations

only. Make due

10/11

5.1.1. Institute a centralized process for

enrollment management.

There will be an established Strategic

Enrollment Management Committee (SEM) to

establish enrollment goals between all 3 schools.

The committee will be chaired by the VPMR

will include the President, Provost, VPFA,

Deans of SGPS and SASS, and Director of

Institutional Research. This committee will

meet quarterly to set and evaluate goals.

One

Time

Yes VPMR 2-Should do/

Medium

Risk/Exposur

e


need to revise

finish date

Not started, need

to revise finish

date

5.1.2. Assess student retention per course

and per program.

Statistical reports will be generated at the end of

each semester per course and per program.


do/High

Risk,

Exposure or

Impact


should complete

on time

Started, need to

revise finish date

5.1.3.a Establish enrollment goals for all

schools for turning prospects into enrolled

students.

Ongoing measurement by semester and

academic year.

Ongoing No VPMR 1-Must

do/High

Risk,

End-Yr: split

goals and process

09/10 FY Done Done

5.1.3.b Facilitate intentional process of

turning prospects into enrolled students.

Ongoing measurement by semester and

academic year.

One

Time

No VPMR 1-Must

do/High

Risk,


complete on

time

Started, need to

revise finish date

Strategy Five

Expand and Strengthen Financial Resources

Washington Adventist University will achieve a strong financial position, and will demonstrate wise Christian stewardship and

fiscal responsibility through accountable management and its commitment to:

8/17/2010 Draft

5.1.4. Select a model and develop a three-

year rolling enrollment management plan that

clearly articulates annual (semester to semester),

total (day & evening), and program-specific

enrollment targets as well as quantifiable

increases in new and retained student

populations.

A 3-year strategic enrollment management plan

for all 3 schools will be established in

conjunction with the overall strategic plan of the

university. This plan will detail strategies,

imperatives, and actions that outline all activities

for the office of enrollment management.

Ongoing No VPMR 2-Should do/

Medium

Risk/Exposur

e


need to revise

finish date

Not started, need

to revise finish

date

5.1.5. Develop and implement a plan in

which a university recruiter will be assigned

everywhere that there is an official group of

WAU ambassadors (Choir, Acro Airs, etc)

A recruiter (Assoc. or Asst. Director) will be

assigned to lead this initiative and develop a

written plan which will be implemented as a part

of the overall enrollment strategy.

Ongoing Y VPMR 1-Must

do/High

Risk,

Exposure or

Impact

Should appear on

operating plan for

09-10 as this is a

continuous

process.

09/10 FY Done Done

5.1.6. Identify how the University follows

up with students who are interested in WAU

which should take place within 48 hours (via

phone, e-mail, contact, etc)


assigned this task, which has already been

implemented. An evaluation tool will be put in

place to measure effectiveness of the initiative.


do/High

Risk,

Exposure or

Impact

Need to develop

an evaluation

tool.


complete on

time

Started, need to

revise finish date

5.1.7. Identify and conduct a plan in which

student acceptances will take place within 1

week once the file is complete, and follow

through contact via mail should take place within

2 weeks.

Evidence of a plan for student acceptance

processing, and adherence to it. Monitor

effectiveness of plan (track timing).

One

Time

No VPMR,

[Provost]

1-Must

do/High

Risk,

Exposure or

Impact

End-Yr: working

on a similar plan

for traditional

programs


complete on

time

Started, need to

revise finish date

5.1.8.a Identify and implement academic

links with SDA and other Christian based K-12

systems.


assigned this task. Monthly reports will be

provided to assess ongoing progress.

Ongoing Y Provost 1-Must

do/High

Risk,

Exposure or

Impact

Should appear on

operating plan for

09-10 as this is a

continuous

process.


complete on

time

Done End-Yr: VPMR

says need to look

at leader if this is

an academic

issue.

End-Yr: Provost

agrees with

VPMR5.1.8.b Conduct WAU Sabbath at area SDA

churches.

Evidence of WAU Sabbath in the form of

assigned individuals, church schedules, and

reports of experiences.


do/High

Risk,


complete on

time

Done

5.1.9. Implement a new admissions

marketing campaign to include completion of the

view book. Ensure consistency among schools

under an umbrella brand.

Evidence of items in admissions marketing

campaign.

Ongoing Y VPMR,

[CommQI]

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Started, need to

revise finish date

5.1.9.a Ensure use of podcasts and e-

communication as appropriate for new

admissions marketing campaign. Create a new

piece for You Tube focused on the 3-school

model. Update You Tube and other online

profiles/videos.

Evidence of items in admissions marketing

campaign.

Ongoing Y VPMR,

[CommQI]

1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

5.1.10 Obtain demographical information on

the potential students within the Columbia

Union.

Evidence of tracked demographics Ongoing Y VPMR 1-Must

do/High

Risk,

09/10 FY Done Done

5.1.11. Implement recruiting initiatives that

connect the campus with non-SDA

congregations.

Developed database and points of contact for the

non-SDA congregations.

Ongoing N VPMR 2-Should do/

Medium

Risk/Exposur

e


need to revise

finish date

Not started, need

to revise finish

date

#2 – Establish a culture of fiscal responsibility

8/17/2010 Draft

5.2.1. Establish and enforce financial and

internal controls.

A risk assessment will be completed this year.

From this risk assessment will come policies and

procedures to improve controls.

Financial/Accounting controls to include:

- Weekly cash balance reports

- Monthly operating statements, balance sheets,

cash position report

- Quarterly financial reports

- Annual cash budget; property, plant, and

equipment; operating budget, and tax returns.

Ongoing N VPFA 1-Must

do/High

Risk,

Exposure or

Impact


recommend

removing Dir HR

Removing

Quarterly

Finance Rpts

5.2.2. Map Internal control of the

university.

Documented and complete internal controls. Ongoing N VPFA 1-Must

do/High

End-Yr: Make

due 09/10

09/10 FY Done Done

5.2.4. Establish budget contingency for 5%

of projected revenues in the budget.

Budget contingency in place for 5% of projected

revenues in the budget.

Ongoing Y VPFA 1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

5.2.5.b Implement managerial reports. Evidenced by Datatel FRx for managerial

reporting.

One

Time

Y VPFA,

AVPITS

Make due 10/11 10/11 FY

5.3.1. Develop a comprehensive auxiliary

services program that focuses on the creation of

new revenues in the service areas of event and

conference services, dining services, university

store and debit programs.

Documented number of new revenue sources.

Evidence of improvement in current revenue.

Ongoing Y VPFA 3-Nice to

Have

11/12 FY

5.3.2. Investigate grants as revenue sources. Documented increase in number of grant

applications and number of new grants.

Ongoing No,

within

regular

budget

VPAAR,

[Provost]

2-Should do/

Medium

Risk/Exposur

e


complete on

time

Done Mid-Yr: Provost-

some submitted

from academic

areas

Mid-Yr: VPAAR-

joined national

database5.3.3. Implementation of a comprehensive

advancement plan.

Evidence of funds to supplement the basic

university budget and other specific purposes

through donations from representative segments

of the constituency annually

- Raise $150,000 through the phonation from

alumni and friends).

- Raise $25,000 from graduates through the class

agent program.

- Raise $25,000 from local businesses.

- Raise $25,000 from faculty and staff.

Ongoing No VPAAR 1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Mid-Yr: faculty

and staff payroll

deduction and

board support set

up.

Switched action

with

measurement.

5.3.4. Provide support for departments as

they solicit funds for departmental needs.

Produce annual orientation and continuing

education regarding friend and fund raising.


do/High

Risk,


revise finish

date

Mid-Yr: Colon

grant

#3 – Significantly strengthen the external funding of the University

8/17/2010 Draft

5.3.5. Keep the Board informed on all

advancement-related issues, whether from

alumni, development or public relations.

Generate a quarterly report for the BOT.

Other evidence shown by below:

- Prepare an agenda for presentation to the

Board on all development-related issues.

- Train Board members in the cultivation and

solicitation of major donors.

- Interact with Board members to:

Inform them of and involve them in current

development projects.

Ask for their suggestions of resources whom

they or someone else might cultivate and solicit

at the appropriate time.

- Evaluate the funding potential of identified

individuals, foundations and corporations as this

information is needed by University

Advancement.

- Analyze advancement policies and procedures

and recommend any proposed changes to the

Board.

- Plan and host ongoing professional

philanthropy presentations during lunch at a

regularly scheduled colloquium meeting.


[VPAAR]

1-Must

do/High

Risk,

Exposure or

Impact


revise finish

date

Done Mid-Yr: sub-

committee

reviewing

procedures and

direction

5.3.6. Involve the Board more specifically in

the support of Advancement activities, and show

appreciation for this support.

- Establish Board Advisory Council.

- Train Board Advisory Council members in the

cultivation and solicitation of major donors.

- Encourage board members through phone calls,

visits, letters, to become active in on-going

development activities of their choosing. Get

suggestions on potential contact, resources and

invite board member(s) to host a special event

inviting friends, potential donors.

- Review Advancement strategic plan with Board

Advisory Council and recommend any proposed

changes to the Board.

Encourage BOT participation (give or get) and

provide a report to the BOT at each board

meeting.


do/High

Risk,

Exposure or

Impact


complete on

time

Mid-Yr: goals

starting to be

met. Information

and support

materials for

April 9th meeting

here

5.3.7. Implement a Planned Giving

program, offering to Alumni, Board Members,

and other constituencies appealing friend-raising

and opportunities for Planned Gifts and bequests.

A developed implemented plan. Ongoing Yes,

$50,000

VPAAR 1-Must

do/High

Risk,

Exposure or

Impact


need to revise

finish date

Mid-Yr:

contacted support

group

5.3.8. Identify giving patterns and provide a

review of current fund-raising activities against

available data from comparable institutions.

Produce quarterly report to president's cabinet. Ongoing No VPAAR 1-Must

do/High

Risk,

Exposure or


complete on

time

5.3.9. Establish a systematic method of

gift recognition and an awareness of university

progress philanthropy.

Review and refine the process of gift

recognition.

Ongoing Budget

already in

place

VPAAR 1-Must

do/High

Risk,

Exposure or

Impact

09/10 FY Done

8/17/2010 Draft

5.3.10. Establish and strengthen the

President’s Circle.

Establish minimal amounts of giving for

inclusion in the President's circle, and set means

for tracking if the circle is functional.

Ongoing No VPAAR,

President

1-Must

do/High

Risk,

Exposure or

Impact


should complete

on time

Mid-Yr: amounts

set. Not members

Need to define

leader vs.

support

5.3.11. Upgrade database of development

information to improve the accuracy,

completeness, timeliness and accessibility of

records and reports to meet the needs of various

constituencies.

Database will be accurate and update. Ongoing Budget

already in

place

VPAAR 1-Must

do/High

Risk,

Exposure or

Impact

09/10 FY Done

5.3.12. Gather and track information on

major gift prospects.

Quarterly reports to cabinet. Ongoing No VPAAR 1-Must

do/High

Risk,


complete on

time

5.3.13. Position an aggressive program of

foundation support.

- Investigate Foundation for WAU.

Documented best practices and recommendation

and regarding the establishment of a foundation.

One

Time

No VPAAR 2-Should do/

Medium

Risk/Exposur


need to revise

finish date

Mid-Yr: look at

best practices

5.3.14. Identify attitudes and perceptions of

select events or groups through informal

qualitative research (to increase support through

prospect and market research).


do/High

Risk,

Exposure or


revise finish

date

Mid-Yr:

developing tool

5.4.1.a Offer alumni and other appropriate

constituencies appealing friend-raising activities:

- Schedule 5-10 alumni activities. Work with

local alumni in regard to scheduling and

conducting activities.

- Plan the following events:

A least 7 chapter meetings across the US.

Young Alumni Career Day.

Class Reunions.

Planned Giving Seminar for Retired Workers.

Annual Alumni Basketball game.

- Invite alumni to all appropriate activities.

- Encourage alumni to attend alumni activities

scheduled in their communities through letters

and personal calls.

Quarterly reports to cabinet. Ongoing Yes,

$20,000

VPAAR 1-Must

do/High

Risk,

Exposure or

Impact


revise finish

date

5.4.1.b. Communicate with alumni and other

appropriate constituencies on friend-raising

activities.

Prepare and send church bulletin and union

paper announcements for each alumni activity.

Ongoing No VPAAR,

[CommQI]


revise finish

date

Mid-Yr: VPAAR-

late send outs

5.4.2. Plan an alumni weekend with

appealing activities that are educational, social,

athletic, and cultural.

Implemented alumni weekend plan annually. Ongoing Budget

already in

place

VPAAR 1-Must

do/High

Risk,

Exposure or

09/10 FY Done

#4 – Create and implement a long-term development program

8/17/2010 Draft

5.4.3. Recognize alumni for their value to the

university, The Alumni Association, and society.

- Honor distinguished alumni during Alumni

Weekend.

- Honor distinguished alumni through the

Alumni Achievement Awards.

- Feature alumni achievements in the ReUnion.

- Publish alumni news notes in the ReUnion.

- Recognize Alumni of the Year.


do/High

Risk,

Exposure or

Impact


complete on

time

Mid-Yr: set for

Alumni weekend

5.4.4. Provide benefits and services for

alumni:

- Maintain alumni database.

- Review and expand income-producing service

programs.

- Provide miniature copy of diploma for small

fee.

- Provide permanent alumni ID card and alumni

services, with brochure describing services.

Develop a printed and electronic list with

method of communicating to alumni.


do/High

Risk,

Exposure or

Impact


revise finish

date

Mid-Yr: database

improved.

Diploma in

development

5.4.5. Communicate with alumni through

published materials that give a general awareness

of life on our campus and update them on the

activities of their fellow alumni.

Evidence of published materials. Ongoing No VPAAR ,

[CommQI]

1-Must

do/High

Risk,

Exposure or

Impact


need to revise

finish date

Mid-Yr: VPAAR-

Tanadi group

with send outs

for events

End-Yr:

CommQI

magazine,

mailouts on

alumni weekend,

groundbreaking,

strathmore.5.4.6. Maintain the alumni homepage for the

WAU website.

Homepage will be current and accurate. Ongoing No VPAAR

[(AVPITS),

CommQI]

1-Must

do/High

Risk,

Exposure or

Impact


CommQI Need

to assign web

advocate.

5.4.7. Meet with the Alumni Executive

Committee on a monthly basis, host dinner for

Alumni Board members (include Alumni

Finance Committee), and hold Annual Business

Meeting once a year.

Minutes of meetings. Ongoing No VPAAR 1-Must

do/High

Risk,

Exposure or

Impact


need to revise

finish date

5.4.8. Prepare and present an Alumni

Association report and the Annual Advancement

Strategic plan to the Board of Trustees.

Quarterly reports to the BOT. Ongoing No VPAAR 1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

5.4.9. Research the Alumni Association

endowed funds through the use of an

Endowment Committee.

- Manage, invest and re-invest the endowment

fund.

- Transfer appropriate percentage of funds raised

through phonation into endowment.

- Transfer funds from endowment into

scholarship funds.

- Prepare and present an annual report for the

WAU BOT and Alumni Board.

Quarterly reports to cabinet. Ongoing No VPFA 1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Done Mid-Yr, done via

subcommittee of

the BOT

8/17/2010 Draft

5.4.10. Work closely with the Alumni

Association leadership in administering the

needs of the Association by producing an Alumni

directory every 5 years.

Meeting minutes Every 5

years

Yes,

$25,000

VPAAR 1-Must

do/High

Risk,

Exposure or

Impact


should complete

on time

Mid-Yr: started

with cleaned

database

5.4.11. Offer younger alumni appealing

friend-raising activities.

A documented and implemented plan.

- Survey graduates from the past 7-8 years to

find out what their needs are.

- Provide permanent alumni ID card and alumni

services, with brochure describing services.

- Meet with Student Services VP to discuss

partnering on some activities for students during

the school year.

Ongoing No VPAAR,

[VPSL&R]

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Mid-Yr: gospel

concert

5.4.12. Establish a campus-wide awareness

for the need to obtain and maintain information

on friends and alumni.


do/High

Risk,

Exposure or


complete on

time

Mid-Yr: meet

with selected

departments

5.4.13. Produce an informative President's

Annual Report to include content such as: letter

from the President, campus initiatives, academic

accomplishments, enrollment services, university

life, development and alumni relations,

administrative highlights, technology, finance

and administration.

Evidence of publication. Ongoing Yes CommQI 2-Should do/

Medium

Risk/Exposur

e


need to revise

finish date

Not started, need

to revise finish

date

End-Yr: Next

year.

5.5.1. Implement a marketing planning

system to insure the university achieves annual

enrollment and retention targets.

Evidence of implemented marketing plan,

enrollment plan and retention plan.

Ongoing Yes VPMR,

[VPSL&R]

1-Must

do/High

Risk,

Exposure or


complete on

time

Started, need to

revise finish date

5.5.2. Review website monthly for accuracy,

navigation and attractiveness.

Website will be accurate and updated Ongoing No President, All

VPs,

[CommQI]

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Not started, need

to revise finish

date

Need to define a

leader

End-Yr:

Communications

5.5.3. Define, develop and implement new

university website garnering needs assessments

from all WAU departments and including a

content management system that allows for easy

updating with appropriate built-in authorities.

Evidence of websites. One

Time

Y $35k CommQI 1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Done

5.5.4.a Write and publish articles of

accomplishments of students, staff and faculty

for internal and external publications.

Monthly articles of faculty and student

accomplishments

Ongoing No CommQI 1-Must

do/High

Risk,

Exposure or

MidYr: action

split between

Staff and Faculty


complete on

time

Done

5.5.4.b Recognize student accomplishments. Continue use of "You've Been Caught" board. Ongoing Yes VPSL&R 1-Must

do/High

09/10 FY Done Done

5.5.6. Develop and implement plans to

leverage radio asset (WGTS) to support our

communication and media/marketing needs.

Evidence of implemented plan. Communicate

WAU expectations of the radio station to the

radio station board and to the BOT.

Ongoing No

Expense,

Yes

$400k

leveraged

income

President,

CommQI,

[VPMR]

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Started, need to

revise finish date

End-Yr:

CommQI

Supporting?

End-Yr:

Leader: President

#5 – Establish marketing and communications plans that support all

strategies and imperatives

8/17/2010 Draft

5.5.7 Develop and implement a public

relations strategy that includes media outreach to

generate awareness and support of WAU in the

metro region, nationally and internationally.

Documented plan by September 09, evidence of

monthly publicity tactics designed to generate

awareness and support in the community,

nationally & internationally.

One

Time

Y CommQI 1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Started, need to

revise finish date

End-Yr: Next

year.

5.5.8.a Increase visibility of the university in

the community by holding WAU events for the

community including: major spring community

day, president's reception for neighbors,

lectureships open to public, and others.

Evidence of one major and three minor events

throughout year.

Ongoing Y VPAAR,

[CommQI]

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Mid-Yr: street

fair, Taste, May

3rd, President's

potluck

5.5.8.b Increase visibility of university by

sponsoring or advertising in community

events/publications (TP Street Festival, July 4

Parade, TP Folk Festival, Silver Spring events,

etc.)

Evidence of sponsorship of no fewer than four

events per year

Ongoing Y CommQI,

[VPAAR,

VPMR]

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Done Mid-Yr: booth at

events so far

5.5.9.a Develop and implement a plan for

internal communications of campus events,

news, and announcements.

Documented plan by August (end) 09, evidence

of daily and weekly communication tactics (print

and/or electronic).


do/High

Risk,

Exposure or

Impact


complete on

time

Started, need to

revise finish date

End-Yr: In

progress - next

year. Not

documented

5.5.9.b Develop and implement a

communications plan for the Adventist

constituency in the Columbia Union including

bulletin announcements to churches,

communiques with pastors, announcements and

press releases to the General Conference

(Communique & ANN) and other Adventist

Media, and continuing publication in Visitor.

Documented plan by September 09, evidence of

weekly communication tactics (electronic or

print) with Adventist constituency.


do/High

Risk,

Exposure or

Impact


complete on

time

Started, need to

revise finish date

End-Yr: In

progress - next

year. Not

documented

5.5.10. Inform hometown and local media of

student graduations.

Evidence of published materials. Ongoing No CommQI 3-Nice to

Have


need to revise

finish date

Not started, need

to revise finish

date

Mid-Yr: level 3

priority

End-Yr: Next

year5.5.11. Increase the number of WAU speakers

at constituent churches.

Evidence of connection with at least 75% of

churches in the Union.

Ongoing Y VPMR 2-Should do/

Medium

Risk/Exposur

e

10/11 FY

5.5.12. Complete and distribute the graphic

standards manual to include guidelines for the

web, for and Bookstore merchandise.

New Branding Manual distributed to campus One

Time

Y CommQI 1-Must

do/High

Risk,


complete on

time

Done

5.5.13 Develop a pool of skilled freelance

writers to augment stories submitted by

departments.

List of writers One

Time

No CommQI 2-Should do/

Medium

Risk/Exposur

e


complete on

time

Done

5.5.14 Augment public relations strategic

initiatives, particularly in areas relating to media

outreach and external publics, by contracting

with professional public relations personnel or

firm to assist with planning & implementation.

Contract with defined deliverables, completed on

time and within budget.

One

Time

Y $30k CommQI 1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Done

5.5.15 Restore in-house communications

resources by increasing staffing to bring public

relations activities in-house.

Hire PR specialist Ongoing Y CommQI 1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

8/17/2010 Draft

5.5.16 Develop a central list of WAU friends,

supporters, churches, pastors, church and

community leaders, etc. to be used by all WAU

departments responsible for communicating in

mass to the public, in order to ensure accuracy

and to eliminate duplication of effort.

Existence of accessible master contacts list. Ongoing N CommQI,

[VPMR,

VPAAR]

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Done Mid-Yr: formed

and cleaned

5.5.17 Establish a taskforce to plan and

implement WAU presence at General

Conference Session 2010.

Taskforce assigned, documented plan,

production of collateral, display and promotional

items, presence at GC session.

One

Time

Y VPAAR,

[VPMR]

1-Must

do/High

Risk,

Exposure or


complete on

time

5.6.1. Design an annual planning and

budgeting process linked to assessment results;

pilot process, assess effectiveness and improve

each year.

Evidence of an annual planning and budgeting

process in place, linked as required. Evidence of

improvement in process yearly

Ongoing No VPFA 2-Should do/

Medium

Risk/Exposur

e

09/10 FY Done Done

5.6.2. Prepare a cost assessment of the

completed strategic plan to inform multi-year

(three year) budgeting.

This began for FY 08/09, but will need to be

refined for FY 09/10.

Ongoing No VPFA 1-Must

do/High

Risk,

Exposure or

Impact


revise finish

date

Mid-Yr: make

due 10/11.

Suggested

rewording to be

"prepare

investment

needed to

complete the

strategic plan...".

Predecessors

need to be the

reengineering of

the academic

programs,

retention,

growth. Plan in

place for

facilities and IT

(infrastructure).

6.1.2. Develop institutional partnerships that

are congruent with the school’s mission and that

provide additional funding streams into the

school and also increase WAU’s reputation and

prestige.

Develop a minimum of five partnerships each

year.

Work with appropriate campus administrators

and leaders, and with community groups and

agencies to share information about WAU, and

also inquire about ways we can be of service to

them.

Ongoing Yes

Expense

&

Revenue

President

[VPSL&R,

Provost]

1-Must

do/High

Risk,

Exposure or

Impact

WAH partnership 09/10 FY Started, should

complete on

time

Started, need to

revise finish date

Mid-Yr: Provost-

linked to 6.1.3

#6 – Link the capital and operational budgets to The Plan for Washington

Strategy Six

Embrace and Explore the Opportunities of the Nation’s Capital

Washington Adventist University is privileged to reside near one of the world’s greatest cities. Responding to this privilege

and opportunity, the University will fully enable its students and faculty to benefit from this remarkable location and will

enlarge the perceived University campus to include the nation’s capital area through its commitment to:

8/17/2010 Draft

6.1.3. Develop affiliation, articulation

and/or consortium arrangements with area

universities for programs that are not offered at

WAU.

Memorandum of Understanding for affiliation or

articulation agreements.

Ongoing No Provost 2-Should do/

Medium

Risk/Exposur

e

End-Yr: have

some; need to

add more


complete on

time

Started, need to

revise finish date

Mid-Yr:

recommend

changing

wording of

imperative to

delete area

universities to

read universities,

since some are

not in the area

6.1.5. Strengthen coops (cooperative

education) and communicate about opportunities

and success stories.

Document cooperative education programs and

internships annually.

Ongoing No Provost

(ADAS)

2-Should do/

Medium

Risk/Exposur


complete on

time

Done

6.1.6. Develop, as needed, communications

materials to use in cultivating/closing

partnerships.

Evidence of published materials. Ongoing No CommQI 3-Nice to

Have


need to revise

finish date

Not started, need

to revise finish

date

Mid-Yr: level 3

priority

End-Yr: Next

year6.1.7. Create a space where faculty can post

their planned trips so teachers can collaborate on

trips, presentations.

Space created; documentation of items posted. One

Time

No Provost 2-Should do/

Medium

Risk/Exposur

e

End-Yr: Need to

develop this as

we update the

website


should complete

on time

Not started, need

to revise finish

date

Mid-Yr: website

page created with

link to

departments

6.1.8. Link with other institutions to attend

presentations/ lectures on their campus.

Track options available. Ongoing No Provost 2-Should do/

Medium

Risk/Exposur

e


should complete

on time

Started, need to

revise finish date

Mid-YR:

webpage can be

created now that

new site is in

place6.1.9. Invite speakers to campus; take

students to listen to speakers and programs in

DC.

Schedule of speaking events, programs, etc. Ongoing Yes VPSL&R 1-Must

do/High

Risk,

09/10 FY Done Done

6.1.10. Strengthen the programs that have

internship as part of the curriculum and

encourage other departments to implement this

too.

Documentation of programs with internships. Ongoing No Provost

(Deans; ADAS)

2-Should do/

Medium

Risk/Exposur

e


complete on

time

Done

6.1.11. Assist students in selecting

internships.

Documentation of procedures for arranging

internships; documentation of student

internships.

Ongoing No Provost

(Deans; ADAS)

2-Should do/

Medium

Risk/Exposur

Learning Center 09/10 FY Started, should

complete on

time

Done

6.2.3.a Provide CommQI with regular

information regarding opportunities for and

successes with student, faculty & staff

involvement in ministry events

Evidence of monthly stories provided to

CommQI


do/High

Risk,

Exposure or

Impact


revise finish date

End-Yr: This is a

continuous

project that will

be refined in 10-

11.6.2.3.b Publish spiritual opportunity and

success stories in WAU and external publication

Evidence of monthly stories published Ongoing No CommQI 1-Must

do/High

Risk,

Exposure or


complete on

time

Done

6.2.4. Develop and publish an annual

schedule of area events – academic and

cultural—(such as at the Smithsonian, National

Archives; etc.) that faculty, staff and students

may participate in that will enhance the learning

community.

Publication of schedule. Ongoing Yes VPSL&R 1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

#3 – Identify and cultivate strategic partnerships with the General

Conference of Seventh-day Adventists

#2 – Facilitate broad student involvement in the constellation of area events

and activities

8/17/2010 Draft

6.3.2. Distribute President's Annual Report

to GC leaders.

Evidence of distribution Ongoing Yes President,

[CommQI]

1-Must

do/High

Risk,

Exposure or


complete on

time

Done End-Yr:

CommQI says

magazine went to

GC leaders.

7.1.1.a Create a Balanced Scorecard to report

on KPIs to the BOT.

Balanced Scorecard of institution-wide KPIs that

are targeted for BOT and external reporting.

One

Time

No Provost

(Dir IR)

1-Must

do/High

Risk,

09/10 FY Done Done

7.1.2. Design and implement an annualized,

and quarterly assessment report to show

improvement activity of each KPI.

Annual, quarterly or other recurring KPI reports. One

Time

Yes Dir IR,

AVPITS,

[VPFA,

Provost]

1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

7.1.3. Assess/report on KPIs monthly and

annually.

Recurring (monthly or annual) KPI reports. Ongoing No Dir IR,

AVPITS,

[VPFA,

Provost]

1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

7.1.4. Review each Imperative and

underlying Actions to ascertain its goals. If

unclear, work with Imperative owner to clarify.

Clear, restated (as necessary) Imperatives and

defined Action Plans

Ongoing No Provost

(Dir IR)

1-Must

do/High

Risk,

Exposure or


complete on

time

Done

7.2.1. Review Imperatives with PAC, and

President Stategic Planning Committee and

suggest/agree upon assignments of each, and

review and adjust as necessary.

Assignments to Imperatives and related Action

Plans.

Ongoing No Provost

(Dir IR)

1-Must

do/High

Risk,

Exposure or


complete on

time

Done MidYr: Dir IR-

suggested

rewording

7.3.1. Prioritization of Imperative Actions by

PAC, subject to resource availability, budget, etc.

Imperatives prioritized into current Operating

Plan vs. future annual plans

Ongoing No Provost

(Dir IR)

1-Must

do/High

Risk,

Exposure or

09/10 FY Done Done MidYr: suggest

combining into

one, 7.3.2

7.3.2. Set priorities for each Imperative and

Action.

Priorities set for each Imperative and Action

within current annual Operating Plan.


Provost

(Dir IR)

1-Must

do/High

Risk,

Exposure or

Impact

09/10 FY Done Done MidYr: Dir IR-

priorities set via

Strategic

Planning

Committee7.3.3. Review each Imperative and Step to

ensure that Strategy Owner/Imperative owner has

set dates. Seek activity related to external

accrediting and other review and ensure

corresponding dates are aligned.

Confirmed dates set for each Imperative within

current annual Operating Plan

Ongoing No Provost

(Dir IR)

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Done

7.3.4. Create timeline or project plan to

communicate major milestones for strategies and

imperatives.

Published dates for each Imperative within

current annual Operating Plan

Ongoing No Provost

(Dir IR)

1-Must

do/High

Risk,

Exposure or

Impact

09/10 FY Done Done MidYr: Dir IR-

Timeline

distributed July

'09

Strategy Seven

Through continued development and refinement of policies, systems, processes, planning, and application of resources,

Washington Adventist University will emphasize institutional integrity by embracing diversity, setting high performance

standards, assessing program effectiveness, and systematically improving to achieve high quality, access, responsiveness, and

accountability.

Implement an Institutional Assessment Plan and Metrics

#4 – Determine which metrics will be used to gauge the success of each

imperative

#3 – Determine the due date for each action within the plan

#2 – Determine who is responsible for accomplishing each imperative and

action within the plan

8/17/2010 Draft

7.4.1. Review Imperatives for each strategy

area for attainability, measurability, and clarify

any imperatives as needed.

Measurable Imperatives. Ongoing No Provost

(Dir IR)

1-Must

do/High

Risk,

Exposure or


complete on

time

Done

7.4.2. Identify and suggest metrics to

Imperative Owner, and gain agreement on how

and when they can be measured. Measurement

techniques can be done such as graduate,

employer and learner surveys.

Each Imperative has an appropriate Metric. Ongoing No Provost

(Dir IR)

1-Must

do/High

Risk,

Exposure or

Impact

MidYr - Actions

outside of current

Operating Plan

may need

additional metric

work


complete on

time

Done

7.4.3. Document metric checkpoints by

building into the annual/operating plan.

Operating Plan/Timeline has checkpoints for

each metric/imperative.

Ongoing No Provost

(Dir IR)

1-Must

do/High

Risk,

Exposure or


complete on

time

Done

7.4.4. Develop or define the appropriate

assessment databases to facilitate the production

of an annual assessment report and

longitudinal/trend analysis (i.e., automate or inter-

relate reporting to Fact Book, KPIs, other

reporting trends).

Appropriate assessment databases to facilitate

the production of an annual assessment report

and longitudinal/trend analysis.

Ongoing Y Dir IR,

AVPITS,

[VPFA,

Provost]

1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

7.4.5 Initiate across all academic and non-

academic departments a key performance

accountability system at the institution/

departmental level to inform operational and

strategic improvements.

Automated KPIs reporting on recurring cycles. Ongoing Y Dir IR,

AVPITS,

[VPFA,

Provost]

1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

7.4.6. Research and link the institution's

performance with Baldridge criteria.

Baldridge criteria documented within institution-

wide performance tracking mechanisms.

Ongoing No Dir IR

[Provost]

2-Should do/

Medium

Risk/Exposur

e

10/11 FY

7.4.7. Utilize external accreditation criteria

as benchmark measurements.

External accreditation criteria documented

within performance tracking and measurement

mechanisms.

Ongoing No Dir IR

[Provost]

1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

7.5.1 Redesign ALL campus forms for new

brand and relevance to current processes.

Existence of new forms One

Time

Yes CommQI, All

VPs

1-Must

do/High

Risk,

Exposure or

Impact


complete on

time

Started, need to

revise finish date

End-Yr:

CommQI says

lower priority.

Some done.

7.5.2 Research and select an established,

documented quality improvement initiative (i.e.

LEAN, Six Sigma, etc.) to refine processes and

procedures to achieve better efficiency and

effectiveness, thus reducing strain on existing

resources.

Documented plan for WAU Continuous Quality

Improvement initiative.

One

Time

Yes CommQI 1-Must

do/High

Risk,

Exposure or

Impact


need to revise

finish date

Mid-Yr: priority

shifted to Comm

this FY. Move to

next FY.

End-Yr:

Recommends

Delete7.5.3 Implement WAU Continuous Quality

Improvement initiative developed in 09/10

Evidence of implementation to be determined by

plan developed in 09/10

Ongoing Yes CommQI 1-Must

do/High

Risk,

Exposure or

Impact

10/11 FY

#5 – Strive for continuous quality improvements to the institution’s internal

operations

8/17/2010 Draft

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