Institutional Excellence

Pillar 5: Institutional Excellence

Ensuring UA Lives its Values and Innovative Culture to Enable an Efficient, High Performing Academic and Administrative Enterprise

Pillar Owners: Amy Kimme Hea and Nicole Salazar

OSI Project Manager: Carol Evans

The following Pillar 5 initiatives are moving forward in the first wave supported by college, department, unit and/or Strategic Initiatives Funds (SIF) support. If interested in learning more, University employees and students can read the full plan here. External constituents can read the plan here.

For questions, please contact Initiative Owners (listed below), Amy Kimme Hea and Nicole Salazar (Pillar Owners) or Carol Evans (OSI Project Manager).

   # initiative owner email co-owner email
5.1A Our Best Work Environment Andrea Romero Sara Knepper
In this initiative, the Organizational Health Index (OHI) survey was conducted and provided useful insights about the UA climate and the strengths we have to build upon and the opportunities for improvement. A need for more involvement of faculty and staff led to an internal taskforce that will help guide the process and assist with developing our own on-going campus climate assessment for staff and faculty. Faculty and staff will be invited to participate in praxis workshops for reflection and action planning to build on strengths and improve campus climate.
5.1B Living our core values Chris Kopach Praise Zenenga
Key business activities at the UA will be optimized for both efficiency and effectiveness, so members of the University community can focus on activities aligned with advancing the University’s mission. Process improvements will align with our core values and will exist in a culture of “yes”. Business functions are broadly defined and include, but are not limited to, HR, IT, finance, policy management, marketing and communications, research administration, and student services. The entire University community will feel empowered to question policies or procedures that may be outdated, unnecessary, or overly complex.
5.2A2 Trellis (CRM) Darcy Van Patten    
CRM (Constituent Relationship Management) is an organizational strategy aimed at increasing and improving interaction, outreach and engagement. The UA is adopting a CRM(Constituent Relationship Management)to increase information-sharing across campus, build upon existing positive relationships across the various silos, and connect more effectively with all its constituencies. The UA-branded CRM software program, Trellis, will support and strengthen the university’s relationships by providing a comprehensive view of constituents to deliver a modern, personalized digital experience. Trellis promises to strategically advance the university in multiple areas including student success, advising and engagement, marketing and communications, alumni relations, community and government relations, and more.
5.2A3 Data Warehouse Ravneet Chadha    
UA will build a data warehouse that can be used to collect, curate, and make easily accessible a broad range of standard institutional data for use by all levels across campus. Through this initiative, a new way for delivering high level data to the decision makers will be established. New reporting tools that best fit the need and are intuitive to use will be implemented. Data and information will be collected systematically and prepared for use so that the data center can provide accurate, relevant, reliable, valid, timely and accessible information. The data warehouse will include process, outcome, and programmatic data which will help UA with result-based strategic decisions.
5.2A4 Contract Management Yvonne Lorch Tim Schwab
The purpose of this pilot project is to increase efficiency, transparency and access to pertinent data through a shared contract management and storage system. A workgroup of representatives from across campus will develop and run a two-step pilot project for enhanced contract management: the first step is selection, training and implementation of a centralized contract storage system that all involved UA parties will be able to access. If this first step of the pilot is successful, it will pave the way for the larger next step – contract workflow redesign.
5.3A The Living Strategic Plan Jane Hunter    
This initiative is designed to provide UA stakeholders processes and tools which encourage feedback and submission of strategic ideas to ensure constant renewal of the strategic plan and strengthen its long-term viability adapting and responding to new conditions, situations and environments. These processes and tools will help develop and deepen a sense of ownership of the strategic plan by the UA community, will encourage the creation of new ideas, and cultivate a culture of entrepreneurship and institutional responsiveness at UA.
5.4A1 Large Scale Renewable Energy Options Trevor Ledbetter    
The University of Arizona will enter into an agreement to ensure 100% of the University’s purchased electricity needs are met by renewable resources by the end of 2020. This will be complimented by several on-campus solar demonstration sites, and together will eliminate 100% of the University’s scope 2 greenhouse gas emissions (emissions that result from the production of electricity purchased by the University from Tucson Electric Power). This represents a reduction in the University’s carbon footprint by nearly one third.
5.5A Budget & Planning Platform Garth J Perry    
The Office of Budget and Planning is realigning resources to support a variety of campus planning challenges, which represents a shift from a traditional resource allocation and reporting role toward a strategic decision-support role. Adoption of a common budget and planning platform will empower units by simplifying their planning processes and by allowing flexibility to capitalize on strategic opportunities as they emerge, including linking budgets to the university’s overall Strategic Plan. The selected software platform will also facilitate the bi-directional nature of planning between central administration and Responsibility Center Units (RCUs) of the university and allow for timely and informative insight and decision-making support by all levels of university leadership.
5.5B Campus master plan to complement strategic plan initiatives Bob Smith    
This cross-cutting initiative will provide a comprehensive physical framework plan (Campus Master Plan) to facilitate the strategic growth and success of all university/campus stakeholders and will enable the campus environment to support all other Strategic Plan pillars by providing for the physical context within which the University's learning, research, social and cultural initiatives can occur. The Campus Master Plan initiative is the initiation of a complex, year-long, multidisciplinary effort to develop a physical planning framework to support the activities of all University stakeholders, while most closely focusing on facilitating the priorities established in the UA Strategic Plan.

Institutional Excellence