Strategies

1.  IMPROVE CAMPUS LIFE

We will engage with campus partners (students, faculty, and staff) to deliver UW–Madison’s expectations for a diverse, inclusive, safe, and respectful campus to enable students and all members of the campus community to achieve their full potential in learning, working, and living. This effort will include opportunities in and out of the classroom to provide students with a comprehensive living and learning experience and help build a sense of community. It also will support campus values related to teaching, research, free speech, and safety.

2. BE A BEST PLACE TO WORK

For UW–Madison to deliver on its core objectives, we must sustain a healthy, inclusive, and engaging work environment to effectively recruit, develop, recognize, reward, and retain a highly competent and diverse workforce across all functions. We must strengthen our culture of excel- lence, accountability, and collaboration to position employees to excel in their current roles and achieve career aspirations while delivering the
core missions of the institution. In addition, we must incorporate values of engagement, inclusion, and diversity into the daily fabric of life in Finance and Administration units and across the campus to help us achieve our potential as individuals and as an institution.

3. ENHANCE FINANCIAL PERFORMANCE AND GROWTH

We will position UW–Madison for the next decade and beyond through growth and optimization of financial resources. This includes collabo- rating with academic and other units on campus to deliver the revenue growth needed to fund critical investments in our teaching and research enterprise. We will also work with external partners to drive increased flexibility and reduce barriers. While doing this, we will work to remove obstacles and minimize points of friction that we control. Finally, in deliv- ering this growth, we will ensure strong and effective financial controls to protect scarce resources and clearly demonstrate to the public that we are responsible stewards of those resources. We will pursue opportu- nities for administrative efficiencies that will provide additional resources to invest in our academic mission.

4. ENSURE SERVICE EXCELLENCE

We will provide highly effective services while minimizing their impact on campus resources. We will work with our partners across campus to remove barriers to productivity in the educational and research
missions by implementing improvement processes and tools. We also will improve campus reporting tools and data management to ensure that decision making is based on accurate and reliable information.

5. DEVELOP  INFRASTRUCTURE  AND INVESTMENT

We will optimize UW–Madison’s investments in physical and system assets to support our growth objectives. Our efforts in this important area will include development of a strategic sustainability plan that will strengthen the align- ment of our research and educational mission with campus operations. We will also build on our partnerships with the University of Wisconsin System and the State to help ensure that we have the flexibility and process disci- pline to deliver our facility, infrastructure, and technology/financial system imperatives. The success of our campus depends on a strong and dynamic
infrastructure.