| Priority Area | Strategic Commitment | Strategies | Goals | Metrics | Owner |
| Strategic Sourcing for cost savings | An affordable, first-class education paired with personalized support from start to finish to help students grow academically, socially, and professionally | Vendor RFI | • % of total non-salary spend governed by strategic sourcing or vendor initiatives • % of purchases routed through negotiated contracts • # of completed sourcing events or strategic cost reviews | • 70–85% by end of Year 1 • ≥ 90% compliance • At least 5–7 high-impact categories annually | Lee Banda |
| Process Mapping for Efficiency & Simplification | An affordable, first-class education paired with personalized support… | • RPA in administrative areas • Accounts Payable in-sourcing • Rellevate rollout | • Save 2,500 staff hours by automating 5 admin processes by June 2026 • Identify and document at least 30% of workflow bottlenecks with improvement plans. | • # of staff hours saved • % of bottlenecks identified • # of processes mapped • % ready for automation • process cycle time change | Zach Gorman |
| Create Roles and Responsibilities Matrices | Integrated services and clear communications that help students (and faculty/staff) effectively navigate academic, financial, and administrative processes | • Improved communication • Reduced redundancy of effort • Improved services to units | Kent Styron | ||
| AI Adoption for process improvement | Innovative technology that provides options for learning and engagement… | Build vs Buy analysis | • Use AI to improve 8 processes by June 2026 • Reduce manual effort by 30% within 6 months post-deployment | • # of AI-enhanced processes • % time saved • # of AI use cases identified • pilot conversion rate • user training count | Zach Gorman |
| Increased Revenue Generation | An affordable, first-class education paired with personalized support… | • RFP for e-commerce platform • Marketing plan for new operations (BWW, apparel store, EECU Center) • Coordination across revenue-generating activities | • Event Center Break even operations • Campus store revenue increase __% • Increased number of conference and events hosted • increase online sales revenue __% | • EECU Center revenue and expense • Campus Store revenue • Conference and event revenue • Total Sales & Services revenue | David Martin / Lee Banda |
| Availability of Data to Decision Makers | Crosses all strategic commitments | • Determine system of record for major data sources • Clarify/finalize data governance structure • Determine most appropriate platform for each data type • Continued development of Anaplan | • Launch enrollment planning dashboard by Jan 2026 • Publish system-of-record and access policies for 10 data domains by March 2026 • Comprehensive research dashboard | • # of dashboards launched • % data domains with SoR defined • # of monthly users • # of approved definitions • user satisfaction score | Zach Gorman |
| Reallocation of Resources to Support Strategic Growth | An affordable, first-class education paired with personalized support… | • HelioCampus Benchmarking • Cost of Education analysis by program, level, location | • Identify 5% of expenses for reallocation within units • Funding Model to support future Ft. Worth growth • Allocate $1M to research infrastructure | • $ of expenses reallocated to support strategic initiatives • Instructional and academic support spending per student • % growth in research expenditures | Brett Powell / Lee Banda |