APPENDIX B

APPENDIX B:

Structure And Governance Of

Administration and University Advancement

The vice president for administration and university advancement, together with the directors of the departments that report to him, is responsible for ensuring that quality services are provided to students, faculty, staff, and the public in the areas of academic records and registration, financial aid, recruitment and admissions, and student accounts.

Business Office

Mission: The Business Office provides quality services in the areas of accounting, accounts payable, accounts receivable, budget, human resources, payroll, purchasing, as well as administering other central services. These services are offered from a customer perspective and with efficiency and effectiveness as prime goals.

FY00 Strategic Initiatives:

1. Expand and refine the employee orientation program including:

• Develop guidelines for supervisors and new employees to help departments customize new employee orientation and ensure that necessary topics are covered.

• Investigate the feasibility of using CD-Rom technology and/or web-based orientation.

2. Implement an automated leave and time reporting/administration interface to PayPers.

• Secure the support and endorsement of the PayPers group and Business Affairs Council and move to Phase II.

• Phase II will consist of the application development involving all Regental campuses. On DSU's campus, this application is estimated to save at least 40 hours of data entry and auditing time each month.

3. Provide on-line access to the DSU accounting system to allow immediate access to account balances and transaction detail. This will permit us to eliminate month-end hard copy reports.

4. Implement electronic entry of purchase requisitions and vouchers.

5. Continue development of the Business Office web site to add procedures, policies, information and forms.

6. Develop management reports that provide important information in a clear and useful format and deliver them via the web. This will include such things as budget, expenditures, revenues and cash balances for each account.

Career and Placement Services

Mission: To be a one-stop career resource center for all past and present DSU students providing assistance with career decisions, job seeking/keeping strategies, internships, placement and re-careering. To develop part-time, seasonal or temporary employment opportunities which will enhance students' formal education with valuable experience and provide resources needed during college years.

Appendix B

FY00 Strategic Initiatives:

1. Increase feedback from recruiters regarding students' level of preparedness for the interview session.

• Create interview feedback form to be completed by on-campus recruiters

• After three forms are on file, the student will receive a composite score

• Use this information when meeting individually with the student

2. Create a Student Activities Transcript (unofficial) to be included in credential files

• Coordinate efforts with organization advisors and Student Activities Office

3. Establish immediate source for internship and full-time job leads for students

• Develop Access database of approximately 500 contacts

4. Save time/increase on-line usage for credential files, job announcements, etc.

• Investigate document imaging technology options to determine software and hardware needs.

5. Increase student employment traffic (students and employers)

• Improve student awareness of services provided by Career Services Office

• Make more employer visits, contacts and follow-up throughout the year.

Enrollment Services

Mission: The mission of Enrollment Services is to provide quality services to the students, faculty, staff, and the public in the areas of financial aid, recruitment and admissions, registration and academic records, financial aid, and student accounts.

FY00 Strategic Initiatives:

1. Achieve the strategic enrollment targets for the University.

• Increase head count and FTE for Fall 1999 by at least 6 percent.

• Increase enrollment in the economic development majors for Fall 1999 by at least 9 percent.

• Recruit a Fall 1999 freshman class that is equal to or better in academic quality when compared to the Fall 1998 class.

2. Refine strategies for the recruitment of the Fall 2000 class including interactive media and the design and content of publications and Discover DSU Days.

3. Implement communication management to support our recruitment efforts.

• Define recruitment tracks, set up codes, identify documents to be used, conduct testing and train staff.

4. Develop the Enrollment Services processes necessary to support the master of science in information systems and future graduate programs.

• Assist with policy and procedures for admission to program.

• Develop and implement registration, communication management, financial aid, and billing policies and procedures.

Appendix B

5. Further develop the use of Colleague and other products to assist with student processing and reporting.

• Implement multi-institutional capability, when available, to effectively administer BOR initiatives and to provide accurate information regarding students enrolled at any South Dakota BOR institution.

• Develop web integration upon availability.

• Develop procedures and processes to allow students and faculty greater access to Colleague functions.

• Develop staff capabilities for reports, rules processing, and communication management.

• Develop third-party billing and accounts receivable in Colleague to eliminate manual processes.

• Improve billing processes with Center for Public Higher Education (CPHE) and Office of Distance Education to include electronic billing and receivable tracking.

6. Utilize document image processing to archive records and to increase effectiveness of active file processing between Enrollment Services Center (the system-wide processing center) and Enrollment Services on campus.

7. Develop strategies, training, procedures, and system support for Federal Reauthorization, IPEDS reporting, cash management regulations, and electronic funds transfer of Federal Family Education Loan (FFEL) program funds.

Public Relations/Marketing

Mission: To provide leadership for Dakota State University in the areas of marketing and public relations. This includes providing marketing support to the student recruitment activity and assisting the campus in working with various media outlets.

FY00 Strategic Initiatives:

1. Refine our marketing efforts with traditional freshmen as our principal target market.

• Redevelop and redesign DSU's recruitment pieces to create a new look with a continued and refreshed emphasis on computer technology as DSU's strategic advantage.

• This includes the viewpiece, calendar, Discover DSU pieces, and CD Rom.

• DSU will add a placement brochure and college/major brochure if funds are available.

2. Develop an on-line virtual Discover Day.

3. Develop and implement a marketing plan for the master's programs.

4. Develop and implement a marketing plan for the Health Information Management distance education program.

Physical Plant

Mission: The Physical Plant is a service department that provides a safe, clean, comfortable and attractive environment in which to learn, teach and work.

Appendix B

FY00 Strategic Initiatives:

1. Develop and implement a physical plant reorganization plan to provide additional administrative assistance for supervision and management of staff.

• Improve the administration of the physical plant including timeliness of performance appraisals, internal communications, and budget and finance.

2. Work as a principal DSU liaison in two major projects where we have financial partners - the Community Center and Trojan Field Grandstand projects.

3. Improve campus security by implementing a scanner, bar code, patrol tour system for monitoring security personnel.

4. Investigate appropriate maintenance and work-order management software to improve efficiency of physical plant.

5. Provide campus master planning support including:

• Planning the next major academic building renovation project;

• Planning for other additions to our physical plant to accommodate growth in traditional age students.

Production Center

Mission: The Production Center provides quality document design, development, layout and duplicating and a full array of postal services to DSU faculty, staff and students.

FY00 Strategic Initiatives:

1. Upgrade laminating services by purchasing a new laminating machine that will be able to laminate heavier paper stock along with a larger size

2. Develop detailed management reports including;

• Net Sales Report, Product Summary Report, Point of Sale Transaction Report and a Controller Sales Report using the Envision Software

• Reconfigure Envision software to accurately reflect sales in various product categories.

University Development

Mission: The Dakota State University Foundation is a tax exempt, private corporation established to help raise philanthropic funds for the general betterment of Dakota State University. Funds are used primarily for student scholarships but are also raised to provide the university with funds for equipment, physical projects, student-life enhancements and in other areas not normally supported by state funds. The Foundation also manages a permanent endowment for the support of these efforts.

FY00 Strategic Initiatives: In establishing specific goals for the upcoming fiscal year, two areas are considered; goals for the Foundation at large, followed by personal and/or administrative goals for the department. First the Foundation:

1. To help effect continued fundraising increases, seeking at least a 10-15 percent increase in each of four areas (a) the total campaign (b) the number of new donors, (c) the number of new major

Appendix B

donors (defined as those giving $1,000 or more) and (d) the percentage of funds being given as unrestricted.

2. To add a minimum of $250,000 additional to the endowment in new money (excluding investment growth) during the next fiscal year.

3. To restructure the John Green prints sale in order to revitalize the operation and increase our total sales to 300 prints at an as yet undetermined amount per print during the next fiscal year.

4. To establish a President's Council with a chairman and co-chairman, at least 10 donors, with an eventual goal of 80 donors, contributing $500 per year in support of a President's Discretionary Fund. Implement at least one special event for that group.

5. To increase participation at all Foundation events including: (a) raising attendance at Foundation meetings from the current 50% to 75%. (b) Raising donor attendance at the Scholarship Banquet by an additional 10% and student attendance by 20%. (c) Raising ticket sales to the Gala by 30%.

6. Continue to formalize the organization of both the community and campus campaigns with the expansion of volunteer committee to assist in implementation.

7. Establish the beginnings of a permanent endowment to support diversity recruitment and raise $100,000 for that endowment.

8. Continue to promote planned giving by providing at least one community seminar on estate planning and adding at least $100,000 to the deferred giving pooled income fund.

9. Continue to work with athletics in a consulting fashion to seek to increase athletic fundraising by 15%.

For the Department:

1. Upgrade computer software for fund raising and train staff.

2. Continue to restructure the physical arrangements to provide an office for the Foundation chair and a reception and lounge area for visiting alumni and donors.

3. Continue the formal training of all the staff in advanced fund raising techniques seeing that each staff member gets at least two formal training opportunities during the year.