Status of FSTF Phase II recommendations
Thank you for checking on the status of the FSTF Phase II recommendations.
On this page, you will see FSTF Phase II recommendations, categorized by current status, as outlined below:
Status Definitions:
In Process: These recommendations are currently being addressed either by the responsible area, initiated by Operational Excellence, or both.
Completed: This status indicates that planned activities, requirements or deliverables have been successfully completed. These items may be subject to review and refinement on an ongoing basis.
Future Consideration: Due to the complexity associated with these recommendations, a formal timeline has yet to be established.
Pending: This status indicates that certain actions or decisions are required before formally moving forward with the recommendation. However, it should be noted that activities associated with many of these recommendations are ongoing as part of University operations.
Headers:
Reference: FSTF Reference number: Identifier for tracking, organizing, and referencing FSTF recommendations.
Working Group: This is the original team from FSTF Phase II that developed the recommendations
Current Status: Please see definitions above
Primary OpEx Liaison: The primary contact(s) for the initiative; subject to change
Recommendation: Summary of the recommendation from the FSTF Phase II Report
Note: Currently assigned status category and associated details are subject to change.
Status | Count |
In Process | 15 |
Completed | 9 |
Future Consideration | 9 |
Pending | 37 |
Total | 70 |
In Process (15 Items)
Reference # | Working Group | Current Status (A/O 3/8/24) | Primary OpEx Liaison | FSTF Phase 2 Recommendation Summary | ||||||||||||
1 | Academic Efficiencies | In process | RIE Implementation Team | Course Scheduling | ||||||||||||
2 | Academic Efficiencies | In process | RIE Implementation Team | Course Minimums | ||||||||||||
10 | Academic Efficiencies | In process | Academic Affairs (Provost’s Office) | Review program offerings at the graduate/undergraduate levels to assess the need for future investment, archiving, and/or developing new programs. | ||||||||||||
11 | Academic Efficiencies | In process | Academic Affairs (Provost’s Office) | Examine/evaluate which programs can be developed as online programs, either as full semester or 7-week programs, for adult learners and undergraduate students |
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15 | Administrative Efficiencies | In process | A&F (Employee Services) | Administrative Restructuring and Process Improvements (see work group report for specific considerations) | ||||||||||||
17 | Property and Infrastructure | In process | A&F (Facilities) | Solar Panels/Alternative Energy Review | ||||||||||||
21 | Property and Infrastructure | In process | A&F (Facilities) A&F (Employee Services) Academic Affairs (Provost’s Office) |
Formally review existing remote work policies and remote work schedules, and then map this information against current campus space allocations. Use this analysis to codify remote work policies and practices and then project forward how this might impact the availability of campus space for other functions | ||||||||||||
22 | Property and Infrastructure | In process | A&F (Facilities) | Consider reducing utilities and maintenance services to specific campus buildings during periods of low demand (Winter Session, summer) to realize utilities and maintenance cost savings. | ||||||||||||
27 | Property and Infrastructure | In process | RIE Implementation Team | Determine if Starfish (licensing cost ~65,000/year) functionality is present in Colleague. | ||||||||||||
47 | Student Services | In Process | Enrollment Management | Use of EFORMS | ||||||||||||
64 | Entrepreneurship and Revenue: Grants | In Process | Advancment (Grants Office) | Documentation and Procedures | ||||||||||||
16 | Property and Infrastructure | In Process | A&F (Budget Office) | May St Costs Note: Although the May St. Building is closed, the OpEx team is currently quantifying the savings associated with this recommendation. |
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63 | Entrepreneurship and Revenue: University Enrollment | In Process (combined with 67) | President’s Office | Develop a strategy to review university data that is submitted to the DHE to maximize return from the Commonwealth’s higher education funding formula. |
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67 | Entrepreneurship and Revenue: Grants | In Process (combined with 63) | President’s Office | Increase in WSU annual state appropriations |
Completed (9 Items)
Reference # | Working Group | Current Status (A/O 3/8/24) | Primary OpEx Liaison | FSTF Phase 2 Recommendation Summary | |||||||||||||
41 | Student Services | Completed | Student Affairs (Athletics) | Create a full-time position and hire a Director of Men’s & Women’s Cross Country/Track & Field/Recruiting Coordinator, Athletics. |
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50 | Entrepreneurship and Revenue: Net Revenue Programs | Completed | A&F | Reconfigure the relationship between Worcester State and the Worcester Center for Crafts | |||||||||||||
54 | Entrepreneurship and Revenue: Net Revenue Programs | Completed | N/A | CBI partnership with MA Dept of Corrections for degree completion program for inmates | |||||||||||||
55 | Entrepreneurship and Revenue: Net Revenue Programs | Completed | N/A | Partnership with Cannabis Control Commission | |||||||||||||
59 | Entrepreneurship and Revenue: University Enrollment | Completed | Enrollment Management | Campus-wide use of Student Population Data Definitions | |||||||||||||
60 | Entrepreneurship and Revenue: University Enrollment | Completed | Enrollment Management | Implementation of the 2022-2027 Strategic Enrollment Management (SEM) Plan Note: The Strategic Enrollment Management (SEM) Plan is subject to continuous review and refinement. | |||||||||||||
61 | Entrepreneurship and Revenue: University Enrollment | Completed | Enrollment Management | Implementation of Enrollment Growth Strategies Note: Enrollment growth strategies are subject to continuous review and refinement. |
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68 | Entrepreneurship and Revenue: Grants | Completed | Advancement (Grants Office) | Software | |||||||||||||
18 | Property and Infrastructure | Completed | A&F (Facilities) | Parking Initiatives Note: Costs associated with Goddard Lot and associated shuttle service to the Goddard Lot have been eliminated from the Operating budget. OpEx is evaluating the remaining parking related recommendations. |
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5 | Academic Efficiencies | Completed | A&F (Bursar’s Office) | Overload Fees, fees for over 12 credit hrs. per semester, 18 credits would be the cutoff and extra fees charged. Would require BoT approval. Please note, this will be re-evaluated in FY 2025 |
Future Consideration (9 Items)
Reference # | Working Group | Current Status (A/O 3/8/24) | Primary OpEx Liaison | FSTF Phase 2 Recommendation Summary | |||||||||||||
20 | Property and Infrastructure | Future Consideration | Academic Affairs (IT) | Hold any major IT projects pending completion of FSTF Phase 2 recommendations, excluding emergencies. | |||||||||||||
25 | Property and Infrastructure | Future Consideration | Executive Cabinet | Revisit the operational value of Foundation-owned properties and determine if their use is best allocated or if divestment of these properties to an outside entity might prove more advantageous to the university in the future. | |||||||||||||
49 | Entrepreneurship and Revenue: Net Revenue Programs | Future Consideration | Executive Cabinet | Move the art studios to campus | |||||||||||||
13 | Administrative Efficiencies | Future Consideration | Executive Cabinet | Early Retirement Incentive Program | |||||||||||||
14 | Administrative Efficiencies | Future Consideration | Executive Cabinet | Job descriptions and outsourcing — comprehensive reviews | |||||||||||||
12 | Administrative Efficiencies | Future Consideration | A&F (Facilities) | Consideration of Facilities Outsourcing | |||||||||||||
23 | Property and Infrastructure | Future Consideration | Academic Affairs (Institutional Research) | Review the University’s Strategic Plan to see if declining student enrollment has impacted any of its recommendations. Additionally, review the facilities master plan to see how decreased student enrollment might impact its projections. | |||||||||||||
46 | Student Services | Future Consideration | TBD | Relationship between Intensive English Language Institute (IELI) and International Programs (IPO) | |||||||||||||
38 | Student Services | Future Consideration | TBD | Develop a system to provide administrative support to academic support centers. |
Pending (37 Items)
Reference # | Working Group | Current Status (A/O 3/8/24) | Primary OpEx Liaison | FSTF Phase 2 Recommendation Summary | |||||||||||
3 | Academic Efficiencies | Pending | Academic Affairs (Provost’s Office) | Non-Contractual Alternative Professional Responsibilities (“APR”) | |||||||||||
4 | Academic Efficiencies | Pending | Academic Affairs (Provost’s Office) | Earned Workload Credits (“EWC”)” | |||||||||||
6 | Academic Efficiencies | Pending | Academic Affairs (Provost’s Office) | Evaluate day faculty teaching graduate courses as part of their workload. Integrate the data into Colleague. | |||||||||||
7 | Academic Efficiencies | Pending | Academic Affairs (Provost’s Office) | Evaluate student retention efforts in relationship to the LASC/GenEd curriculum; | |||||||||||
8 | Academic Efficiencies | Pending | Academic Affairs (Provost’s Office) | Review current exemplary and unique programs at the graduate/undergraduate levels for profitability | |||||||||||
9 | Academic Efficiencies | Pending | Enrollment Management (Marketing) (Note: Will be addressed along with #35, #53, #58) | Leverage no-cost marketing solutions including social media platforms targeting different populations like adult learners, dual enrollment programs, and graduate programs | |||||||||||
19 | Property and Infrastructure | Pending | Academic Affairs (IT) | IT Proactive Project Planning and Project Management Strategies / Governance. | |||||||||||
24 | Property and Infrastructure | Pending | A&F (Employee Services) | Prioritize University-wide professional development on project planning and project management to ensure that best practices are used to achieve maximum cost and operational efficiencies. | |||||||||||
26 | Property and Infrastructure | Pending | Academic Affairs (IT) | Consider an alternative LMS to Blackboard (licensing cost ~$240,000/year), such as Google Classroom or Moodle | |||||||||||
28 | Property and Infrastructure | Pending | Academic Affairs (IT) | Determine if Information Technologies could standardize on help desk/work assignment software, eliminating the need for a separate application (current IT product is HEAT; licensing cost ~$12,000/year) | |||||||||||
29 | Property and Infrastructure | Pending | Academic Affairs (IT) | Complete risk assessment of current central switch for campus wire-based telephony and develop plan for future campus telephone needs (replace switch, move to VOIP/hybrid network model, etc.) | |||||||||||
30 | Property and Infrastructure | Pending | Academic Affairs (IT) | Explore server colocation partnerships with UMass for data storage, application delivery, etc. (Library Collection as well – jointly store collection) |
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31 | Property and Infrastructure | Pending | Academic Affairs (IT) | Perform an ROI analysis of the Laptop Depot/in-house hardware repair. | |||||||||||
32 | Property and Infrastructure | Pending | Academic Affairs (IT) | Update and test IT disaster recovery and business continuity plans to minimize future operational and financial liabilities. | |||||||||||
33 | Property and Infrastructure | Pending | Academic Affairs (IT) | Consolidate duplicate software applications, establishing common standard platforms whenever possible. | |||||||||||
34 | Student Services | Pending | Academic Affairs (IT) | Develop a seamless student experience in the areas of Admissions, Advising, Registration, and Payment: | |||||||||||
35 | Student Services | Pending | Academic Affairs (DGCE) (Note: Will be addressed along with #9, #53, #58) |
Develop a strategic approach to scheduling of DGCE course offerings; Invest in marketing to grow existing programs in DGCE, including online and graduate school | |||||||||||
36 | Student Services | Pending | Academic Affairs (ASC) | The Academic Success Center is to establish a standing committee on student advising for the purposes of consistent messaging and enhancement of advising practices. | |||||||||||
37 | Student Services | Pending | Academic Affairs (ASC) | A review of all advising software, including cost and licensing commitments, is to be undertaken. | |||||||||||
39 | Student Services | Pending | Academic Affairs (IT, Library) | Align IT services (minimally the Help Desk, but also Laptop Repair) with Library/LRC hours of operations. | |||||||||||
40 | Student Services | Pending | Academic Affairs (IT, Library) A&F (Facilities) | Investigate and develop plans to integrate service offerings in the LRC building including, but not limited to, services offered by IT and the Library, to fulfill a vision of the LRC as a learning commons. | |||||||||||
42 | Student Services | Pending | Enrollment Management (Admissions) Student Affairs (Athletics) | Add Men’s Varsity Lacrosse and suspend Men’s Golf. | |||||||||||
43 | Student Services | Pending | Enrollment Management (Admissions) Student Affairs (Athletics) A&F (Budget) |
Provide $4,000 in the recruiting budget for Women’s Lacrosse to cover expenses for travel to various out-of- state recruiting showcases throughout the recruiting season. |
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44 | Student Services | Pending | Student Affairs (Athletics) | Transition the Worcester State Club Sports program from the Office of Student Involvement and Leadership Development to the Athletics Office. | |||||||||||
45 | Student Services | Pending | Student Affairs (Athletics) | Graduate Assistantship Program | |||||||||||
48 | Student Services | Pending | Student Affairs (Athletics) | Review of Sports Medicine Services | |||||||||||
51 | Entrepreneurship and Revenue: Net Revenue Programs | Pending | TBD | Change the model for how books and spirit apparel are sold to students. | |||||||||||
52 | Entrepreneurship and Revenue: Net Revenue Programs | Pending | President’s Office (CESO) | Creation of University-sponsored summer programs | |||||||||||
56 | Entrepreneurship and Revenue: Net Revenue Programs | Pending | Academic Affairs (IR) | Creation of a public facing office to conduct surveys and data analysis for outside organizations. | |||||||||||
58 | Entrepreneurship and Revenue: Net Revenue Programs | Pending | Enrollment Management (Marketing) (Will be addressed along with #9, 35, 53) | Marketing the University to the community as a resource – using a message of “this is what the community can use the university for” – may increase revenue in a variety of areas. | |||||||||||
62 | Entrepreneurship and Revenue: University Enrollment | Pending | A&F | Identify and document a crosswalk from enrolled student data to billing tables to general ledger revenue accounts to financial statement categories. | |||||||||||
65 | Entrepreneurship and Revenue: Grants | Pending | Advancement (Grants Office) | Designation of Ombudsperson: responsible employee who supports grants and advocates for needs of departments | |||||||||||
66 | Entrepreneurship and Revenue: Grants | Pending | Advancement (Grants Office) | Professional Development | |||||||||||
53 | Entrepreneurship and Revenue: Net Revenue Programs | Pending | Enrollment Management (Marketing) (Will be addressed along with #9, #35, 58) | Invest in marketing to grow existing programs in DGCE, including online and graduate school | |||||||||||
69 | Entrepreneurship and Revenue: Grants | Pending | Advancement (Grants Office) | Annual Needs Assessment Survey | |||||||||||
70 | Entrepreneurship and Revenue: Grants | Pending | Advancement (Grants Office) | Funding Opportunity Announcements (OGSR newsletter) | |||||||||||
57 | Entrepreneurship and Revenue: Net Revenue Programs | Pending | Will be addressed as part of #10 & #11 (currently in process) | Promotion of revenue generating programs run by academic departments in conjunction with DGCE |