ASI Strategic Plan. Share your ideas.

ASI Strategic Plan 2009-2014

ASI's strategic planning process was initiated as a part of the University-wide accreditation requirements. The process was lead by an Executive Task Team of ASI administrators and student leaders and guided further by the work of six smaller task teams, the ASI departments, and the feedback from open student forums. Each step in the process was reviewed and approved by the Student Senate. The resulting six strategic initiatives and subsequent measurable objectives are the result of ASI's inclusive process. In an effort to continue gathering feedback, ASI has established this webpage with the hope that you, the Cal Poly Pomona students, faculty and staff, will share your ideas with us.

  1. Enhance facilities, programs and services to provide space for students, ASI staff, and the campus community.
    1. Identify funding, a project timeline and construction team for a campus Recreation Center (Spring 2014)
    2. Utilize the recommendations from the 2009 ASI Program Review and Children’s Center feasibility study to conduct a space study of the BSC, Children’s Center and infant/toddler center and develop an implementation plan that identifies necessary funding, yielding improved operations for ASI staff, student clubs, ASI programs, storage, open space areas and conferencing areas (Summer 2010)
    3. Conduct an assessment, in conjunction with the University, of programming space outside of the BSC to determine management practices and availability of intramural fields, athletic facilities, University Park improvements, new Quad area (Spring 2011)
    4. Educate ASI staff and student leaders, identify and implement best practices for sustainable ASI facilities and operations (Summer 2010)

  2. Assess the needs of ASI and our constituents and refine, revise and review the scope of programs, services and our means of communication.
    1. Enhance the Campus Recreation program and department structure to include Outdoor Adventures and Instructional Programs (Summer 2009)
    2. Develop an incentive program and empower ASI alumni volunteer leadership to renew their connection with ASI and serve as outside consultants for programs and services (Summer 2010)
    3. Assess ASI marketing and communication practices and implement improved distribution of publicity to improve outreach (Summer 2011)
    4. Establish an annual assessment practice to track and gauge student involvement/engagement in ASI programs and services (Fall 2013)

  3. Fortify ASI’s commitment to academic excellence and the “learn by doing” philosophy.
    1. Strengthen connections and create partnerships with academic departments through collaborative programming (Fall 2009-Spring 2014) 
    2. Solidify ASI’s commitment and partnership with the academic mission of the University by creating opportunities for student staff and volunteers in ASI to earn academic credit for working with ASI departments and uphold industry standards (Spring 2014)
    3. Market ASI as one of the University’s premier learning laboratories to promote the educational benefits of student employment and leadership within ASI through the development of learning outcomes and growth of leadership development programming (Fall 2009-Spring 2014)

  4. Provide quality and sufficient financial management systems and identify alternative sources of funding to support ASI.
    1. Design and implement an electronic and paper archival plan (Fall 2011)
    2. Web-based and interactive financial reports, forms and HR applications (Fall 2010)
    3. Integrate financial systems to be compatible with corporate business functions such as TimeCentre, EMS, Children’s Center, Campus Recreation (Fall 2012)
    4. Identify and secure non-student fees for funding sources (Spring 2014)
    5. Review and restructure pricing for services and programs to be competitive with the current market (Fall 2010)

  5. Review of organizational and staffing structure to accommodate for the growth of the organization, to better distribute workload, and to address the changing needs of a diverse student population and ASI operations.
    1. Identify funding and hire staff for web design/development, fund-raising/advancement, marketing, Recreation Center, Business Services, information management (Summer 2014)
    2. Develop opportunities to augment staff with Graduate Assistants in support of ASI’s educational mission (Fall 2011)
    3. Update  salary, benefits and tuition fee reimbursements for all ASI staff to be competitive with current markets (Spring 2010- Summer 2014)
    4. Evaluate transition of management of the Bronco Fitness Center from an independent contractor to ASI management (Summer 2010)
    5. Create a programming staff structure comprised of paid student event planners and AV technicians to support ASI programming needs inside and outside the BSC (Summer 2014)

  6. Upgrade and provide support for the expanding technology needs of today’s diverse student population.
    1. Upgrade ASI’s on-line resources for students as well as various operational software systems to provide the most up to date service options (Fall 2009 - Spring 2014)
    2. Establish and implement an annual technology hardware replacement plan (Fall 2009)
    3. Incorporate a digital file and archival storage system into ASI’s daily operational practice through the University SAN (Fall 2009)

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