Strategic Plan
Background
Cal Poly Partners’ strategic plan serves as a roadmap and will guide the organization for the next three years 2024-26. This plan positions Cal Poly Partners to provide best in class campus experiences and solutions, supporting the university and advancing its mission.
Strategic Direction No. 1
Purpose
Focus on our purpose and let people know how it drives everything we do.
Goal No. 1
Ensure our purpose is relevant and drives decisions making.
Objective(s)
Measures of Success
Evaluate all university requests for alignment with our purpose.
Decisions are made using the Eisenhower Matrix.
Decisions made support our purpose.
Decisions made support our purpose.
Develop new strategic plan.
Plan created with 100% goals assigned to team members with quarterly updates.
Plan shared with board of directors during winter quarter meeting.
Plan shared with board of directors during winter quarter meeting.
Survey external stakeholders to measure alignment.
Annual survey developed.
Survey internal stakeholders (employees) to understand what’s right, wrong, missing.
Feedback analyzed and reported with actions back to stakeholders.
Goal No. 2
Communicate our purpose to internal stakeholders (students, faculty and staff) and external stakeholders (Board of Directors, supporters, donors, alumni and SLO community)
Objective(s)
Measures of Success
Rename Corporation to Cal Poly Partners.
DBA created.
Develop Cal Poly Partners communication campaign.
Campaign developed and launched including website refresh.
Be known as the university’s nonprofit auxiliary that is mission-driven and invests into the university future.
3% YOY gain in impressions and engagement across paid, owned and earned-media channels.
Be known as the university’s nonprofit auxiliary that is mission-driven and invests into the university future.
3% YOY gain in impressions and engagement across paid, owned and earned-media channels.
Communicate impact to campus and our teams.
Monthly internal newsletter highlights impact.
Annual report created and distributed to staff and key stakeholders.
Impact road show completed and delivered to a campus or off-campus leadership group once per quarter.
Website updated to highlight impact.
Annual report created and distributed to staff and key stakeholders.
Impact road show completed and delivered to a campus or off-campus leadership group once per quarter.
Website updated to highlight impact.
Goal No. 3
Develop products and services that deliver on our purpose.
Objective(s)
Measures of Success
Engage in market research to understand what our stakeholders need and want.
Focus groups and surveys completed.
Develop a product and services process and priority.
Process and priority created.
Strategic Direction No. 2
People
Enhance the employee experience.
Goal No. 1
Create a culture aligned with our purpose.
Objective(s)
Measures of Success
Facilitate culture definition with senior staff.
Culture brand awareness.
Culture champions team formed.
Culture champions team formed.
Coordinate branding and communicating with Marcom.
Team norms in place.
Build intranet site providing cultural glue.
Intranet site launched.
Identify and activate employee culture champions and sponsor the actions/events initiated by the group.
Culture champions team formed.
Improve employee engagement (current is 23%).
Improved annual YOY employee engagement survey scores. Ultimate increase engagement to 34% (higher ed average).
PULSE survey launched in August 2023.
PULSE survey launched in August 2023.
Review established DEI action plan with leadership, teams and employee listening sessions.
Listening sessions established.
HR dashboard implemented.
DEI training implemented.
HR dashboard implemented.
DEI training implemented.
Goal No. 2
Update HR systems
Objective(s)
Measures of Success
REVVER implementation.
REVVER leveraged across business units.
No paper files in HR.
HR processes automated.
No paper files in HR.
HR processes automated.
Page up or other ATS selection and upgrade.
Candidate and hiring manager experience streamlined/enhanced.
Basic AA tracking and reporting automated.
Basic AA tracking and reporting automated.
HRIS/ERP RFP – business needs definition and system selection and approval.
RFP conducted and concluded. Three+ systems vetted.
User feedback solicited.
Resources supported.
User feedback solicited.
Resources supported.
Benefits systems engaged to enable employee self-service.
Employee self-service enabled for benefits.
Goal No. 3
Implement a Talent Management Program.
Objective(s)
Measures of Success
Implement annual talent review.
Mutual understanding of performance and potential.
Critical positions and core talent identified.
Succession plans in place for critical positions.
Development plans in place for core talent.
Critical positions and core talent identified.
Succession plans in place for critical positions.
Development plans in place for core talent.
Design and implement supervisory training.
Multi-venue training available for basic compliance (wage and hour) and for leading to develop talent.
Implement a mentoring/coaching/sponsorship program.
Program in place to support annual talent review findings and employee culture committee.
Goal No. 4
Competitively compensate and reward employees
Objective(s)
Measures of Success
Redefine market benchmark and align compensation structure with relevant benchmarks.
New compensation structure defined, and positions aligned to new structure.
Review current compensation and plan next steps in closing any gaps.
Study is completed.
Plans for closing existing gaps underway.
Plans for closing existing gaps underway.
Build internal total rewards competency.
Certified internal compensation professional.
Goal No. 5
Align technology and workspace with hybrid work environment.
Objective(s)
Measures of Success
Identify, budget and secure technology to support hybrid work (softphones, headphones, monitors, document automation, etc.).
Technology is on pace for staff to do their best work.
Adjust physical space at Mustang Business Park to accommodate options.
Physical space is optimized for hybrid and expanded workforce.
Develop change management plan to help employees embrace new ways to work at Mustang Business Park.
Change plan is developed and implemented.
Employees are aware and desire change. They have the knowledge and ability to change.
Employees are aware and desire change. They have the knowledge and ability to change.
Strategic Direction No. 3
Perform
Excel in all we do.
Goal No. 1
Evolve campus commercial services to meet the needs of students, staff and faculty.
Objective(s)
Measures of Success
Develop commercial services’ three-year strategic plans.
Annual operating and strategic plans are developed and executed, and goals are set and met.
Assess commercial services assets to identify future uses and adequacy of meeting growing enrollment.
Updated retail master plan.
Execute commercial services customer satisfaction survey.
Score of above three customer satisfaction (on a scale of one-five) on commercial services survey and Campus Dining survey.
Utilize Quarter to Semester transition and full year enrollment to work flexibly and opportunistically.
Tactics are detailed in annual operation/strategic plans.
Form student insight group to gain customer data to improve service offerings.
Student group created and quarterly insight reports are completed, with three actions taken quarterly.
Use commercial services to build a loyalty club to increase engagement.
A loyalty club is built and launched, gaining 2,000 members.
Goal No. 2
Adopt tech solutions to enable growth.
Objective(s)
Measures of Success
Develop super-app integrating commercial services and other third-party vendors.
Cal Poly super app is launched.
Leverage AI to improve stakeholder experiences.
Ten opportunities are identified across the divisions to utilize AI.
Goal No. 3
Create efficiencies on campus through business services.
Objective(s)
Measures of Success
Develop a three-year business services plan.
Plan is developed, including updated and more accurate service pricing for support units.
Engage with customers and campus leaders to identify service opportunities.
Three to five opportunities are identified and prioritized.
Promote business services campuswide.
Create business services catalog. Expand business services portfolio by three to five clients.
Grow annual business services income by 10%.
Grow annual business services income by 10%.
Goal No. 4
Optimize financial structures and business processes.
Objective(s)
Measures of Success
Structure budget divisionally with department sub budgets to create a more aligned financial picture of the organization.
Budget documents and presentations are structured divisionally for board of directors.
Adopt digital tools and systems to streamline workflow and increase productivity.
Page Up, Revvr, HRIS/ERP, eRA system, Concur, Cal Poly Partners Intranet, AP Workflow (ASI design built on One Solution), Employee Self-Service platform are launched.
ITS roadmap is developed, and technology development leadership is added to business services team.
ITS roadmap is developed, and technology development leadership is added to business services team.
Goal No. 6
Actively pursue high-impact real estate development opportunities on and off campus.
Objective(s)
Measures of Success
Develop a business model for on- and off-campus real estate acquisition, development and management.
Service catalogue created and published.
Crawl, walk, run strategy to add staff at each functional level is created.
Advisory board created.
Crawl, walk, run strategy to add staff at each functional level is created.
Advisory board created.
Develop a robust screening mechanism and due diligence process to assess real estate opportunities that align with campus strategic goal.
Ensure program is sustainable.
Develop fiscal and programmatic partnerships with campus stakeholder beneficiaries.
Strategies to convert development into an investment for the future are established.
Develop fiscal and programmatic partnerships with campus stakeholder beneficiaries.
Strategies to convert development into an investment for the future are established.
Communicate about Vista Meadows development to build awareness.
Marketing plan is developed.
Sales flow chart and process established and communicated to campus community.
Develop legal documents and communicate to campus community.
Sales flow chart and process established and communicated to campus community.
Develop legal documents and communicate to campus community.
Generate additional revenue by optimizing existing real estate ventures.
Adding a property management software system to manage assets.
Bella Montana investment is optimized.
Swanton Ranch is rebuilt with flexible interdisciplinary infrastructure that can be utilized by all colleges or for revenue generating programs.
Increase efficiencies within the Tech Park complex and seek expansion options that include mixed uses including research, housing and retail functions.
A revenue-generating conference and event space at Bartleson Ranch is programmed and developed.
Open communications with tenants of Vista Meadows properties are maintained to identify and evaluate highest and best uses.
Bella Montana investment is optimized.
Swanton Ranch is rebuilt with flexible interdisciplinary infrastructure that can be utilized by all colleges or for revenue generating programs.
Increase efficiencies within the Tech Park complex and seek expansion options that include mixed uses including research, housing and retail functions.
A revenue-generating conference and event space at Bartleson Ranch is programmed and developed.
Open communications with tenants of Vista Meadows properties are maintained to identify and evaluate highest and best uses.
Goal No. 7
Provide attainable housing for faculty and staff across multiple product types to enable overall enrollment growth.
Objective(s)
Measures of Success
Develop a program and plan to reach the university’s master plan adding 400 – 600 housing units for faculty and staff.
Streamline development process and approval with CPSU and Chancellor’s Office.
Loan program developed.
Complete Vista Meadows on time and budget.
Start design and construction of Stenner Creek project.
Develop or purchase multi-family rental housing.
Loan program developed.
Complete Vista Meadows on time and budget.
Start design and construction of Stenner Creek project.
Develop or purchase multi-family rental housing.
