Strategic Priority 5

Organizational Effectiveness & Transformation

Strategic Priority Five, Organizational Effectiveness and Transformation, focuses on the successful implementation of best practices in institutional sustainability for recruiting, retaining, and developing employees, which includes succession planning to enhance operations through continuous improvement efforts.

Measures of Success for Organization Effectiveness and Transformation focus on employee retention, satisfaction, and awareness of diversity, equity and inclusion initiatives, and audit findings.

Enhance a culture that intentionally fosters building and engaging a high performing workforce and fortifies FAMU’s status as an employer of choice.

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Strategy 5.1.1 Develop a compensation framework that aligns market competitiveness and internal equity to attract and retain qualified employees.

Action 5.1.1.1 Conduct university-wide compensation analysis.
Action 5.1.1.2 Develop a compensation philosophy that ensures faculty, staff and administrator compensation and benefits are equitable and competitive.
Action 5.1.1.3 Present to leadership and implement, a new, more modern approach to compensation with market alignment and clear career progressions.
Action 5.1.1.4 Implement a biennial campus climate survey for faculty and staff.

Strategy 5.1.2 Establish a comprehensive on-boarding program designed to equip new employees with information to achieve success in their new role and feel welcomed and included as a member of the FAMUly.

Action 5.1.2.1 Develop information to provide University- level information on topics that include mission, vision, values, ethics, supervision, organizational structure, institutional goals, policies, and total compensation.
Action 5.1.2.2 Develop a technology delivery platform for university-level orientation information that is available to all new employees at any time.
Action 5.1.2.3 Establish a process for orientation and onboarding at a department, campus or college/ school level that builds upon the University- level programming and includes templates and resources to support new employees.

Strategy 5.1.3 Implement an “Operational Excellence Plan” that offers all employees organized professional development throughout the year.

Action 5.1.3.1 Evaluate current development opportunities at the university for faculty and staff.
Action 5.1.3.2 Survey faculty and staff opinions on development opportunities.
Action 5.1.3.3 Establish a staff professional development/ leadership/coaching program.
Action 5.1.3.4 Enhance and build a broad-based suite of professional development, leadership and management programming to develop new and existing employees, supervisors and leaders.

Strategy 5.1.4 Strengthen full life-cycle performance management framework.

Action 5.1.4.1 Survey employees about the quality and effectiveness of current instruments.
Action 5.1.4.2 Use survey feedback to inform changes/ revisions/utilization of best practices.
Action 5.1.4.3 Deliver a performance management program that encompasses goal setting and real time feedback conversations between managers and employees to ensure goals are met.
Action 5.1.4.4 Develop recommendations for revision of evaluation instruments in collaboration with appropriate management and collective bargaining units.
Action 5.1.4.5 Enhance the succession planning framework to eliminate/address critical position vacancies.

Strategy 5.1.5 Implement a campus-wide employee recognition program to acknowledge and reward staff for exemplary service and career milestones.

Action 5.1.5.1 Appoint members to the University Recognition Committee to determine the structure and content of the employee recognition program.
Action 5.1.5.2 Launch the campus-wide employee recognition program.

Strategy 5.1.6 Increase resources and support for ongoing research/scholarship/creative activity among faculty.

Action 5.1.6.1 Evaluate current research/scholarship/ creative activities within academic units.
Action 5.1.6.2 Survey faculty opinions on the current research/scholarship/creative activities.
Action 5.1.6.3 Partner with Division of Research to increase research and scholarship activity.
Action 5.1.6.4 Determine resources/source of resources required to inform potential rewards for increased activity within academic units.
Action 5.1.6.5 Develop new research/scholarship/creative opportunities for faculty (as determined by academic units).

Strategy 5.1.7 Cultivate an environment of consistency by centralizing the application of HR policies, best practices, and accountability measures.

Action 5.1.7.1 Establish a Task Force to assess the current structure and processes.
Action 5.1.7.2 Implement phases for centralizing HR policies and best practices.

Optimize effectiveness of operations through enhancement of processes and innovation.

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Strategy 5.2.1 Streamline processes to improve business operations.

Action 5.2.1.1 Select and implement a process improvement protocol to examine current business processes which includes mapping the process and identify gaps, make improvements, institutionalize new processes.
Action 5.2.1.2 Create an infrastructure to support streamlining business operations which includes timeline, training, accountability measures, and ongoing process review.

Strategy 5.2.2 Utilize analytics to drive data driven decisions for improved institutional/university outcomes.

Action 5.2.2.1 Implement a comprehensive data analytics and reporting platform with institutional visibility.
Action 5.2.2.2 Develop robust customized data dashboards and reports for academic and administrative units.
Action 5.2.2.3 Create analytics/business intelligence training program in partnership with identified champions/power users, and provide personalized ongoing training.

Strategy 5.2.3 Develop a high-quality IT infrastructure to support state of the art teaching, research, learning, and administrative operations

Action 5.2.3.1 Implement an IT governance system to establish IT strategy that is aligned with the university’s strategic plan.
Action 5.2.3.2 Implement a next generation cloud Enterprise Resource Planning (ERP) system.
Action 5.2.3.3 Enhance cybersecurity program.
Action 5.2.3.4 Upgrade network infrastructure in academic and administrative facilities.
Action 5.2.3.5 Integrate classrooms and laboratories with enhanced technology options to create a more engaging learning experience.

Strengthen the University’s culture of strategic decision making through promotion and enhancement of compliance, internal controls, and enterprise risk management practices with an emphasis on engagement, education, reporting, and accountability.

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Strategy 5.3.1 Promote a clear organizational commitment for a stronger ethical culture through consistent messaging and tone throughout the University.

Action 5.3.1.1 Incorporate ethics language into hiring, promotion, and rewards processes.
Action 5.3.1.2 Establish an accountability framework to address compliance and ethics violations.

Strategy 5.3.2 Expand educational opportunities to foster awareness, understanding, and adherence to organizational best practices.

Action 5.3.2.1 Using Learning Management System (LMS), develop a self-paced course annually that allows employees to work through training modules on specified topics.
Action 5.3.2.2 Develop a monthly management newsletter that highlights different organizational best practices.
Action 5.3.2.3 Create badging and/or certificate programs for staff, faculty, and students to earn on specified topic areas.
Action 5.3.2.4 Create regularly scheduled interactive educational opportunities (i.e., town halls, lunch and learns, workshops, games, contests, compliance & ethics workshops,etc.).
Action 5.3.2.5 Create micro-learning campaigns pushed out to FAMUInfo with short 2–5-minute videos and/or infographics on a variety of topics.

Strategy 5.3.3 Align organizational practices, policies, and procedures to ensure campus-wide compliance with standard operational procedures (SOPs).

Action 5.3.3.1 Identify policies germane to each division/ department and cross-functional policies.
Action 5.3.3.2 Dissemination of current policies to divisions/departments responsible for the policy.
Action 5.3.3.3 Subject matter experts update and renew policies to ensure they comply with current federal or state legislation guides.
Action 5.3.3.4 Divisions/departments submit policies to Legal Affairs for review and/or approval and official posting.

Strategy 5.3.4 Leverage data analytics, analyses, and assessment processes to deliver results that enhance student success and administrative effectiveness outcomes.

Action 5.3.4.1 Develop standard analysis reporting that highlight institutional data/ outcomes related to student success and administrative effectiveness and communicate salient findings and collaborate on recommendations.
Action 5.3.4.2 Track performance measures to support strategic planning, regional and program accreditation, program reviews and accountability.
Action 5.3.4.3 Enhance robust assessment management practices to sustain the excellence in assessment designation.

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Strategic Planning, Analysis and Institutional Effectiveness
1601 S. Martin Luther King, Jr. Blvd.
Tallahassee, Florida 32307

P:: (850) 599 8316
F:: (850) 599 8321
E:: strategicplanning@famu.edu

Strategic Priority 5

Organizational Effectiveness & Transformation

Goal 5.1

Goal 5.2

Goal 5.3

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