AU Goal #3: Commitment to Excellence and Innovation

We will implement modern, user-friendly hiring and onboarding systems while strengthening HR service delivery across campus through coordinated support networks.

Outcomes

Human Resources:

Implement a modern, fully integrated and user-friendly Applicant Tracking System and onboarding platform that improves hiring efficiency and provides a seamless new hire experience.

KPI - Efficiency and Satisfaction in Hiring Practices

Enhance the level of service being provided to campus across all HR functions through both centralized and distributed HR networks.

KPI - Positive Perceptions of HR Functions

We will encourage a forward-thinking mindset, embracing new ideas and technologies, constantly seeking better ways to serve the university community.

Outcomes

Strategic Business Operations: 

Identify opportunities for collaboration across BA units to improve operational efficiency by sharing tools and technologies that support information and resource sharing across the organization.

KPI - Increased ROI for Existing Technology

We will remain committed to utilizing university resources wisely and ethically, while accepting responsibility for our actions. 

Outcomes

Risk Management & Safety: 

Identify opportunities for collaboration across BA units to improve operational efficiency by sharing tools and technologies that support information and resource sharing across the organization.

KPI – Safety Perceived as a University Value

Human Resources:

Prioritize collaboration across departments by encouraging shared initiatives, open communication, and cooperative problem-solving that enhance the effectiveness of university resources and services.

KPI - Tracking Collaboration Efforts and Positive Feedback

Office of Sustainability:

Implement a comprehensive program that engages campus stakeholders in efforts to tackle innovative goals to extend responsible resource stewardship within labs, offices, residence halls, and other spaces on campus.

KPI - TIGERSpaces Program (Tackling Innovative Goals to Extend Responsible Stewardship in Spaces Program) Metrics

We will lead and serve with compassion, understanding and emotional intelligence.

Outcomes

Facilities Management: 

Develop an on-boarding/training program for faculty, staff, students and visitors best explaining what FM does for the campus, how we prioritize work, and the importance of maintaining our campus assets.

KPI - Facilities Management Positive Campus Identity

OMBUDS:

Enhance the university’s culture of respect by empowering office visitors to appreciate others’ perspectives in order to navigate conflict productively, while also providing seminars and trainings on conflict resolution, communication, and teamwork for the university community and valued stakeholders.

KPI – Increased Culture of Respect

We will invest in industry recognized solutions to eliminate redundancies, optimize workflows, and employ automation to maximize productivity. 

Outcomes

Human Resources: 

Implement a Career Pathways project that identifies career development opportunities for employees based on their individual skills and experiences.

KPI - Positive Perception of Career Development Opportunities

Implement a Candidate Relationship Management (CRM) tool to enhance Auburn's ability to attract and engage exceptional talent through efficient, personalized, and insight-driven recruitment strategies designed to strengthen Auburn's workforce pipeline (a new Applicant Tracking System and Career Pathways project).

KPI – Improved Candidate Pool and Processes

Strategic Business Operations:

Provide impactful employment opportunities to students that equip them with marketable skills for entering the workforce.

KPI – Student Employment and Skill Attainment

Recruit, attract, and retain AU students to become fulltime AU employees.

KPI - Student Employee Affinity to Continue Employment at Auburn

We will provide comprehensive training and development opportunities, supporting a skilled, confident, and adaptable team.

Outcomes

Human Resources: 

Offer Leadership Development and Career Advancement skills through the Aspire Auburn program.

KPI – Improved Opportunities through Aspire

We will promote a culture of appreciation by implementing effective employee recognition strategies that go beyond traditional programs to ensure meaningful acknowledgment of contributions across campus.

Outcomes

Human Resources: 

Identify cost-efficient ways to recognize and reward employees (in addition to Spirit of Excellence), such as revamped service awards offering instant recognition across campus.

KPI - Innovative Methods for Employee Recognition

We will promote accountability by modernizing business operations, clarifying responsibilities, and implementing best practice processes that reduce risk, improve compliance, and increase effectiveness.

Outcomes

Human Resources:

Establish and implement a standardized university-wide processes to ensure multistate compliance in employment, taxation, and operations, thereby reducing institutional risk and enhancing operational efficiency.

KPI - Expansion and maintenance of multistate compliance

Consolidate "overlapping" jobs within Job Families and convert to Job Profiles, effectively streamlining classification processes, aligning minimum qualifications, and implementing job title guidelines.

KPI - Streamlined Job Classification

Foster an environment with position planning where units are preparing for and anticipating headcount adjustments needed throughout the year where they are identified before the year begins.

KPI – Accurately Projecting Headcount Budget

Budgets & Business Operations (Budget & Planning Services):

Improve data integration by replacing scripts that populate data in Anaplan with API’s that link directly to data in Banner or another warehouse.

KPI - Automated processes to increase productivity

Financial Services:

Implement a streamlined, integrated scholarship review process that enhances accuracy, ensures tax compliance, and improves efficiency within Student Business and Account Services (SBAS) and Financial Services.

KPI - New Solution for Scholarship Review Process

Improve consistency, timeliness, and accuracy across units, as a result of standardizing procedures.

KPI - Task Efficiency , Standardization, and User Satisfaction

Enhance cash management forecasting to provide more accurate, forward-looking insights that support effective decision-making and strengthen the university’s overall financial planning.

KPI - Improved Cash Forecasting Model and Projections

Develop and implement a short-term cash management investment strategy that maximizes the value of university funds while maintaining prudent risk management and supporting long-term financial sustainability.

KPI - Strengthened Cash Management and Investing

Budgets & Business Operations and Financial Services:

Implement industry-leading business practices and workflow automation to modernize financial and administrative processes, reduce manual effort, and strengthen staff capacity for higher-value analysis and service delivery.

KPIs – Software to Improve Expense and Contract Processes; Focus Shift for Financial Reporting Accountants; Responsible Team Member Assignments; One-Step Employment for Foreign Nationals; Comprehensive Review and Optimization Plan

Trademark Management & Licensing:

Establish a multi-year roadmap that leverages emerging technologies, streamlines operations for peak efficiency, and positions the organization to capitalize on immediate opportunities while preparing for future market evolution—all with a focus on sustainable growth.

KPI- Comprehensive Review and Optimization Plan 

Risk Management & Safety:

Execute a full retool and implementation of the Campus Event Planning System to provide opportunities for student engagement, community building, increased collaboration between campus partners, institutional awareness, and well-planned events aligned with the University’s overall goals and priorities.

KPI - Campus Event Planning System Usage

We will leverage data insights to optimize processes, allocate resources efficiently and track progress toward our goals.

Outcomes

Budgets & Business Operations and Administrative Effectiveness:

Develop and implement a comprehensive Service Level Agreement (SLA) initiative for centrally funded units, resulting in enhancements in service delivery, accountability, and continuous improvement at Auburn University.

KPIs – SLA Establishment; SLA Continued Implementation

Budgets & Business Operations:

Ensure financial viability of the institution by working across functional units to promote connected planning efforts. 

KPI - Financial Viability and Creditworthiness 

We will strengthen the university’s infrastructure by advancing strategic planning, enhancing system functionality, and investing in renovation and replacement to support institutional growth, reduce risk and extend the life of key physical assets.

Outcomes

Facilities Management:

Enhance the quality and lifespan of university facilities through a renovation and replacement program informed by both the Campus Master Plan (CMP) and the Facilities Condition Assessment Program (FCA), emphasizing systematic inspection and preventative maintenance providing state-of-the-art facilities.

KPI - Facility Maintenance and Quality Metrics

Parking, Transit & Facilities Management:

Plan for the long-term maintenance and enhanced integration of transportation, parking, accessibility, and traffic flow on campus, as a result of developing a collaborative comprehensive ground transportation mobility chapter in the university Master Plan.

KPI - Transportation Plans and Assessments

Risk Management and Safety:

Implement an off-campus facility assessment program that will proactively identify safety, health, and environmental issues so they can be eliminated or mitigated before an accident occurs with the goal of maintaining safe working and academic environments for all Auburn University students, employees and guests.

KPI - Off-campus Facility Inspection Compliance

Airport:

Position the AU Regional Airport to support the institution's growth, enhance its aviation program, and contribute to the economic vitality of the community and state, as a result of following the FAA approved Airport Layout Pan (ALP).

KPI – Airport Layout Plan

Parking Services and Office of Sustainability:

Study viable electronic vehicle (EV) charging solutions that will provide a robust system that creates a positive user experience while also ensuring long-term operational control and flexibility to meet campus needs.

KPI - EV Vendor RFP Language

We will strengthen our IT environment by integrating tools that connect data across systems, enhancing financial decision-making and security.

Outcomes

Financial Services:

Integrate Endowment Management Systems (EMS)  with donor database (OAK).

KPI - Usage of Integrated Endowment and Donor Information

Implement a focus on Payment Card Industry Compliance.

Financial Services (SBAS):

Consider phone system-improvements, such as  streamlining capacities and prioritizing budget considerations.

KPI – Tracking Phone System Improvements