Compelling Priority #6: Efficient and Effective Institutional Operations

Central State University’s tenets of Protocol...Service…Civility® dictate that the institution be self-reflective in its application of University operations to ensure that resources are used effectively and efficiently.

Central State University will Strategies and structures for achieving this goal Responsible Unit(s) Timeline

Assess its operations and respond to opportunities and challenges in order to provide improved services and be good stewards of resources

Conduct comprehensive reviews of all university policies for currency and accuracy




  1. The Policy Review Committee conducted a comprehensive review of all Board Approved Policies and associated procedures. The revised policies and procedures have been provided to the Board of Trustees for their review and approval.


6.1.2 Benchmark university processes
  1. Completed reviews of Finance and Administration policies and procedures.
6.1.3 Implement business and higher education best practices
  1. All employee I-9s have been audited; training and review processes meet Homeland Security compliance regulations.
  2. Documentation and petition processes have been efficiently streamlined to provide timely work visas for international faculty and staff.
  3. Default Management - Working with the Default Management Team, the 2013 final default rate for CSU was computed at 29.90%, which is below the 30% threshold. The University’s federal monetary support is severely compromised when rates are consecutively at 30% or higher. There is much work that is continuously been done to educate students on financial literacy and financial accountability.


6.1.4 Develop a comprehensive program of training and incentives across units to improve customer service
  1. The Division of Academic Affairs conducted its inaugural chairs and directors’ training in May 2016. The purpose of the workshop was to equip departmental heads with effective and efficient leadership and management skills. Topics covered included conflict management, communication skills, legal minefields/compliance, and CSU budgeting processes. At a minimum, this workshop will be institutionalized as an annual activity.

6.1.5 Continue exploration and establishment of shared service agreements

  1. Maintenance Service Agreement - On July 1, 2015, Central State University partnered with the Brewer-Garrett Company to kick off an Integrated Facility Services (IFS) agreement. Outsourcing operations and maintenance are expected to save CSU more than $500,000 annually. Brewer-Garrett recently completed a $16.2 million dollar energy performance contract that included new decentralized boiler plants to replace our antiquated Central Steam Plant. To protect our investment and ensure the projected energy dollar savings, the Administration chose to competitively evaluate and select the best sustainable maintenance solution through a qualified (licensed and certified) business firm.
  2. Printing Services Consortium - The Printing Services Consortium powered by Xerox is a collaborative partnership among Wright State University, Central State University, and Clark State Community College. This shared-service model is the first of its kind in Ohio and leverages multi-institutional pricing and a centralized print production facility. The Division led the analyses of the printers, copiers and fax services with Xerox consultants. 
The consortium expects to save $140,000 annually through the optimization of technology, the simplified pricing structure, and reduction of the user-to-device ratio from 1:1 to 5:1. Consolidating the printing process also reduces the University’s print-related carbon footprint. In the end, improving efficiency benefits everyone. Optimizing our resources also helps to keep tuition affordable
  3. University Fleet Partnership - Secured the University’s first ever Fleet vehicles through a partnership with Enterprise Corporation
  4. Data Warehouse / IT Services– Considerations and discussions are being held to determine the feasibility of moving all or portions of IT support and data warehousing to the State of Ohio Computing Center in Columbus Ohio, through the use of the OARNET connection. Savings could result from license fee avoidance, lower cost maintenance agreements, and lower cost equipment replacements, so that more IT resources at CSU could be used on services to students and staff at a much reduced cost.
  5. New Eatery, BJ’s Deli - After close to 10 years of failed retail development plans, Tawawa Community Development Corporation (TCDC) in partnership with Central State opened a full-service Deli located next to the Speedway Gas Station.
6.1.6 Align the university's budget to its compelling priorities
  1. Annual Independent Audit - Central State University received another clean audit in FY 2015. Auditors from Crowe Horwath LLP gave the University a clean audit opinion on its financial statements. This is a great standing for the University and reflects the hard work performed by our accounting and finance department. It is occurring at a time when enrollment, external grants, and contracts are at a record level, so this speaks well of our capacity to deal with internal and external funds.
  2. Fiscal Performance and Health - The Division of Administration and Finance is committed to managing the fiscal affairs of the University in a responsible manner. The University’s financial performance improved significantly over last year. The campus-wide campaign to align University’s operating expenses with revenues resulted in the lowering of annual expenses from $48.8 million in FY 2012 to $35.4 million in FY 2015, which was a 27% reduction over the four-year period. Annual revenues grew by 15%. As a result, the University composite score improved 103% from 1.0 in FY 2014 to 2.3 in FY 2015.
  3. Capital Bill Allocation- Provided support negotiations and lobbying efforts to receive capital funding totaling approximately $10.9 M for Central State's Capital projects. The funding will result in campus-wide HVAC, Information Technology, Library 2nd phase repairs, and Security and Safety campus-wide infrastructures.
  4. Historically Black College and University Capital Financing Program - The goal of this federal program is to provide low-cost capital to finance improvements to the infrastructure of the nation's historically black colleges and universities. Specifically, the program provides HBCUs with access to capital financing or refinancing for the repair, renovation, and construction of classrooms, libraries, laboratories, dormitories, instructional equipment, and research instrumentation. In November 2015, the University finally settled the HBCU loan of $13.2 million through the Federal Department of Education for the purchase of two residence halls (John Foxx and Harry Johns) previously owned by a private developer. These major residential hall acquisitions will help the University garner roughly $200,000 annually in deferred maintenance funding support.
  5. Enterprise Bookstore Operation – The Division of Administration and Finance initiated and led the initiative to elevate the bookstore operations through the establishment of a five-year service agreement with Barnes & Noble, Inc., effective April 15, 2016. Barnes & Noble, Inc., is a Fortune 500 company, the largest retail bookseller in the United States, and a leading retailer of content, digital media and educational products in the country. As a risk-minimization strategy, the outsourced bookstore operation will assist in smoothing revenue and cash fluctuations. Barnes & Noble will pay commission in an annual amount equal to the sum of 7.5% percent of all gross sales revenue. The firm has already hired two CSU students and will be employing more. Lastly, outsourcing the bookstore operation will save the institution more than $160,000 annually.
  6. Capital Improvement Projects – The Division of Administration advocated and convinced State officials (Ohio Department of Higher Education, Office of Management and Budget, etc.) to increase capital funding that would upgrade deteriorated infrastructures throughout the campus environment. In turn, State lawmakers proposed $10.9 million renovations to the Central State in library (phase II), information technology improvements, campus safety and security upgrades and repairs to several inoperable HVAC units, as part of the Governor’s FY 2017-18 biennial capital improvements package (CIP). This CIP funding allocation will be 105% ($6.4 million) above the FY 2014-15 biennial funding appropriation ($4.5 million). These dollars will help improve the condition and functionality of existing facilities, as well as facilitate programmatic enhancements that enable academic programs to grow and enhance their overall effectiveness.
  7. Out-of-State Surcharge Fee – After observing the disproportionate number of out-of-state students on the University’s debt default list, the Division analyzed the data and concluded that was a need to lower the non-residency fee. Central State lowered the out-of-state surcharge by 76% for new incoming students starting Fall 2016. Central State University is already the most affordable university for in-state students. The overarching goal of the surcharge reduction initiative is to make college more affordable and reduce the non-tuition related debt owed to the institution. Furthermore, the new rate will put parents and students who are seeking quality higher education experiences at affordable prices more at ease.
  8. Land-Grant Facilities Project – Procured three land parcels that will leverage support for the 1890 Land-Grant research, extension and community outreach (Botanical Garden) programs. Site preparation consists of clearing away the trees, doing rough grading that is necessary, and staking the utilities and facility location in preparation for installation of building footings and foundation. The 1890 initiatives provided by Central State University focus primarily on providing services to area residents and farmers who reside in a 60-mile radius and the building of facilities that support and enhance the community. USDA and the National Institute of Food and Agriculture align these foci with the federal requirements

6.1.7 Maintain a secured campus community for faculty, staff, and students
  1. Hired a new Police Chief and Assistant Chief.
  2. Completed Campus Climate Survey in collaboration with Ohio Domestic Violence Network ahead of State deadline.
  3. In collaboration with Student Affairs developed the Sexual Assault Awareness Committee, which included contractual completions for the student Title IX training program.
  4. Campus Water Supply –Over its many years of existence, the campus water plant has become quite vulnerable. Investigative work is being conducted with the city of Xenia, the county, and other water suppliers to initiate new protocols for securing safe and sufficient water flow to the campus that will be sustainable and cost efficient.
  5. University Student Center - Supervised the construction of an 85,000 square foot University Student Center, valued at $35.5 million. This State-of-the-Art building, which opened on October 23, 2015, absorbed the activities previously housed in two facilities, the Norman Ward Center and Mercer Cafeteria, built in 1964. The new facility now houses the offices of Student Affairs & Enrollment Management, the Student Government Association, other student organizations and activities, a 500 plus seat cafeteria, as well as flexible meeting and event spaces. Also it is equipped with a vast array of multimedia capabilities and stylish environments. The Student Center's versatility offers space for gatherings of 10 to 500 people. The complex has become the new footprint of the University and is available to students as well as faculty, staff, alumni, and the community. The facility is environmentally friendly, through design, materials, and energy consumption. The building is also is a driving force throughout Ohio for the way other university student centers are being designed and built.
  6. Sunken Garden Pathways – The Division forged a partnership with Ohio’s Department of Transportation (ODOT) e) Partnership with Ohio Department of Transportation (ODOT) to have roads, curbs and sidewalks repaired around the Sunken Garden. ODOT furnished its own funds, support staff, engineers, materials, tools, equipment, and other supplies necessary to ensure satisfactory completion of the project. The initiative was completed on July 15, 2015, and the area will advance student, faculty, and staff interactions by providing safe, efficient and attractive pedestrian pathways around the University’s epicenter. The Sunken Garden now fosters social interaction and face-to-face contacts that contribute positively to the quality of the campus life and the educational experience.
  7. Emerald Ash Borer Trees Infestation – The Division’s decision to take a proactive approach to removing Ash Trees infested with the Emerald Ash Borer was a response to the infestation of 208 trees throughout the campus community. Dead or dying trees posed a threat to our campus constituency and property, as well as to pedestrians using the venues (i.e., parking lots) where trees may drop dead limbs. Ash trees are self-pruning, and, as such, will drop branches without warning and therefore presented a hazard. With the assistance of Ohio Department of Natural Resources (ODNR), the hazardous trees were removed and the campus landscape enriched.

Conduct Capital Campaign

Conduct a feasibility study


  1. Completed


6.2.2 Develop a comprehensive plan that includes essential stakeholders
  1. Completed

6.2.3 Formally announce the Capital Campaign start and end dates
  1. Completed

6.2.4 Execute campaign
  1. Capital Campaign - The first year of the Capital Campaign has secured more than 2.6 million dollars, through 100% Giving, Give Your Year and Individual, and Corporate Giving.
  2. New Banner Protocols - Established new protocols for entering data/funds into Banner.  All funds will be entered into one of five funding categories. This technology management system is the first system of its kind ever to be used at the University.
  3. International MOU - Co-established a MOU with Bahamas that allows for active recruitment of top Bahamian students

6.3 Ensure the practice of proper NCAA rules and regulations

2 Monitoring of student-athletes and progress towards degree




  1. Provided overall review of NCAA guidelines at University Institute
  2. Additions to staff including new Associate Athletic Director/Compliance & Faculty Athletic Representative
  3. Attending NCAA Regional Rules seminars


6.3.3 Reaffirming NCAA compliance protocols
  1. Monthly compliance meetings with staff including FAR, coaches and instructors
  2. Opening of Student-Athlete Study Labs projected for Fall of 2016