V. Securing Our Financial Future

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Build on collaborative funded research (Research and Sponsored Programs)
Institutionalize a culture of philanthropy on campus and among alumni (Institutional Advancement)
Emphasize development of our leadership gift prospect pool (Institutional Advancement)
Achieve athletic campaign priorities and annual fundraising goals (Intercollegiate Athletics)
Broadly promote the benefits of investing in Kent State (University Relations)
Enhance GivetoKent online functionality for giving and fulfilling pledges (Information Services).

Strengthen various targeted areas of undergraduate student enrollment (Enrollment Management and Student Affairs; Academic Affairs)
Target academically motivated students in target markets (University Relations).

Transition to Responsibility Centered Management (RCM) model to improve bottom line (Academic Affairs; Business and Finance)
Continue effective budget management practices to enhance revenue (Enrollment Management
and Student Affairs)
Explore new areas of revenue generation (Intercollegiate Athletics).

Re-engineer academic administrative process (Academic Affairs)
Manage unit resources to deliver priorities (University Relations)
Continuously improve customer service (Business and Finance)
Realign debt portfolio to include fixed interest bonds (Business and Finance)
Review administrative overhead values for auxiliary operations (Business and Finance).

Transition to Responsibility Centered Management (RCM) model to improve bottom line (Academic Affairs; Business and Finance)
Implement unified RCM model including external research funding (Research and Sponsored Programs)
Deliver client services aligned with RCM (University Relations)
Realign policies to reflect strong guiding principles/language compatible with RCM (Business and Finance)
Implement budgetary and financial tools in support of RCM (Information Services).

Upgrade and simplify management reporting (Academic Affairs)
Ensure that the “Year of Yes” philosophy is part of all divisional activities (Institutional Advancement)
Implement new business processes in University Communications and Marketing (UCM) to enhance service delivery (University Relations)
Review the university’s investment policies (Business and Finance)
Audit, evaluate and restructure the Purchasing Card program (Business and Finance)
Improve processes, systems, and infrastructure to provide high levels of efficiency, quality, and cost effectiveness by regularly assessing HR efficiency and involving stakeholders (Human Resources)
Upgrade the Banner Enterprise Resource Planning (ERP) to provide increased functionality and features (Information Services)
Implement server optimization strategy and model to manage storage growth (Information Services)
Continue to update disaster recovery solution for tier-one services, including emergency website, e-mail, and other core applications (Information Services).

Begin the process of implementing paperless processes (Academic Affairs)
Collaborate with Information Services to enhance key service delivery processes/systems, most notably the Banner upgrade (Enrollment Management and Student Affairs)
Enhance Kent State’s online presence (University Relations)
Leverage technology by facilitating the development and implementation of systems that improve customer service, streamline workflow, reduce redundancy, eliminate paperwork and time-intensive processes, and enhance system data integrity (Human Resources; Information Services)
Provide advanced, integrated and mobile communication services: unified communications and messaging (Information Services)
Implement an identity management solution (Information Services)
Move to a standard, secure managed desktop model across the university (Information Services)
Facilitate Northeast Ohio data center consolidation assessment (Information Services).

Kent State University - Excellence in Action