D2010 Leadership Council

1. D2010 Leadership Council May 11, 2009 1:30pm to 3:00pm

2. SPQI Projects/Update

3. Employee Recognition

4. ABA Strategic Planning for 2009/2010 Review Approach to ABA Strategic Planning for 2008/09 LINKAGES • Sac State Strategic Plan • ABA Strategy Map (encompassing D2010 outcomes) GUIDELINES • ABA Budget Priorities • • Service to students • Safety and health • Stewardship/compliance • Other Initiatives/Priorities/Areas of Focus • • Budget Planning • Capital Planning, Design & Construction • • Financial Transactions & Reporting • Sustainability FOCUS • One (or more) major goal(s) with emphasis on measuring results • Ex: Cross-unit measurable goal with common theme, specific unit action plans • Doing More with Less & Best Return on Investment (ROI) • Streamlining through process improvement • Improving efficiencies using technology • Cross-training for shifting/sharing duties • Goals with potential for most significant impact • Operational projects (already underway or in the queue)

5. Planning Process for 2009/10 con’t DATA SOURCES • Incomplete CY goals (revise, re-state, abandon) • Survey results (common themes and issues) • Feedback (from administrators, business partners, students, staff) PROCESS • Select one or more goal (linked to ABA Strategy Map, D2010, Sac State SP) • Set a target for each goal – specific desired quantitative/qualitative outcomes • Develop a step-by-step action plan to help map the process • Identify meaningful measures to assess progress • Measure action plan, measure outcome, or measure both (leading/lagging) • Deadline August 30, 2008 to submit strategic goals, action plans, measures • (Allows for planning and use of 2008 CSU Customer Satisfaction survey results) • Schedule next D2010 Leadership Council meeting (late September 2008) • Review 2007/08 final outcomes of goals • Share and agree to 2008/09 plans • Introduce LEAN and Process Mapping concepts to assist goal achievement • Director of SPQI consult with families to assist goal and measure development

6. Sacramento State Dashboard

7. Steward ship Energy Used Does not reflect footage for new buildings: AIRC-2005/06Parking Structure III-2006/07Hornet Bookstore & Broad Athletic Facility- 2007/08

8. Steward ship Waste Diverted from Landfill % of Waste in Tons

9. Steward ship Buy Recycled Campaign- Purchase of recycled goods or goods with post consumer waste 50% Target Reportable annually to the Chancellor’s Office and Department of General Services on % of spend for eleven categories of products compared to total purchases

10. Steward ship Disabled Business % Compared to Total Contract Target % Percentages obtained from the Disabled Business dollar amount compared to the Total Contract dollar amount

11. Steward ship Deferred Maintenance

12. ABA Proposed Dashboard Indicators MENU: POSSIBLE ABA DASHBOARD INDICATORS (Select @20) • CAMPUSWIDE Campus Environment • Facilities: Deferred Maintenance – Needs /allocations • Facilities: Capital Construction – SF and headcount growth / PDC staffing and budget • RMS: Space Management, Events managed / Staffing/Budgets Finance • BPA: Revenue growth / Enrollment growth • BPA: University expenditures by division • BPA: Revenue and GF appropriation comparison • BPA: Salary/OE division expenditures comparison to GF budget allocation • Financial Services: Instruction equipment dollars spent Operations • Facilities: Operations costs, Sac State / other CSU campuses

13. ABA Proposed Dashboard Indicators con’t Sustainability • Financial Services: Buy Recycled Campaign – Purchase of recycled goods or goods with post-consumer waste / target (50%) • Facilities: Energy Use – energy usage / target (15% of 03-04 / 35,183,745 kWh, by 2010) • Facilities: Waste diverted from landfill / total waste • Facilities: LEED Certification -- % of new construction certified Silver/Gold, or LEED categories met for each new building in LEED categories: • Sustainable sites • Water efficiency • Energy & atmosphere • Materials & resources • Indoor environmental quality • Innovation in design Safety • Police:Koykendall Ratio (Sworn FTE to Population Served) • Police: # Property Crimes • Police: # Vehicles Stops • Police: # Traffic Accidents • Police: # Crimes Against Persons • RMS: OSHA/EPA Training / % compliance • RMS: OSHA recordable / target (0) • RMS: EH&S audits

14. ABA Proposed Dashboard Indicators con’t Stewardship • Financial Services: % dollars spent Small Business/Disabled Business Enterprise / total $ spent ABA DIVISION-WIDE • Customer Service • Various:* CSU Customer Satisfaction Survey Results (annual CSU and other) • *Participating functions – may include: Accounting, Accounts Payable, EH&S, Facilities Services, Mail, OneCard, Parking, Police, Procurement, SFSC, Shipping & Receiving ABA DEPARTMENT SPECIFIC (SELECT @FOUR PER FAMILY) Customer Service • Police: # Campus Presentations / Trainings • Police: # Calls for Service Employee • Police: # Hours POST Training • Police: # Hours non-POST Training

15. ABA Proposed Dashboard Indicators con’t Finance • Police: # Unfunded Positions (relates to Koykendall Ratio and Dept Strat Plan) Operations • Financial Services: Growth in packages received/delivered / staffing decreases • BAS: Use of online and automated services / in-person and manual processes • BAS: Service improvements implemented # • BAS: Pieces of mail handled / staffing levels / FTE Sustainability • Facilities: Recycling index • Police: Bike hours/motor vehicle hours Ratio • Police: Dept miles Per Gallon (all vehicles) • Police: Maintenance cost per vehicle • Police: Vehicle Efficiency – (Vehicle Monthly Gas + Maint / Miles) Safety • Facilities: OTJ Injuries • Facilities: Safety Training completed Reporting begins 2004/05 (if data is available)