|Strategic Objective||Measure of Impact and Success||Group/Person Accountable|
|1||Develop a comprehensive succession planning framework for campus||Phase 1/FY24 - Review data and identify high-priority areas/positions where succession planning is needed for internal employees with the values, skills, and desire to be developed as future leaders.||CFO/SVPA and Human Resources|
|2||Establish and support a sense of belonging||
CFO/SVPA unit sponsors and leads at least one university DEIS engagement activity each year.
FY23 Q4: Identify a theme, objectives, quantity, time, and location for the activity/(s). Examples: Lunch n' Learn, Book Club for Diversity Publications.
FY24 Q1-4: Plan and execute activities. Include an assessment of outcomes. Provide a summary of activities and outcomes to the CFO/SVPA for inclusion in the unit-level DEIS repository.
Progress reports on unit-wide objectives and content/activities to promote further success shared at the CFO/SVPA unit-level.
|3||Reduce non-ADA compliant areas on campus||
5% of non-compliance issues have been resolved by the end of FY23.
Comprehensive Assessment with the EOC & Title IX Office as a starting point.
A schedule for continuation of issue resolution is in place that reduces issues by 5% annually.
|4||Review all unit-level forms, policies and outward-facing resources for inclusivity and accessible formats||
Phase 1/FY23: Each department to require University web authors (CMS users) to complete training pertaining to publishing material online in an accessible format.
Phase 2/FY23: Conduct a small-scope pilot for understanding the process and complexity of this evaluation and improvement work.
Phase 3/FY24-25: Develop a timeline, metrics, and replicable process, informed by the pilot, for expanding the review across all forms, policies, and web resources in the division. Identify sub-unit leaders and resource needs.
Coordinate work with Enterprise Risk Management goal of policy and form assessment.