Seamless Integration: Assessment and Strategic Planning M ichael W ayne J ackson Director, Institutional Research & Assessment Dr. J acci R odgers Professor of Accounting, Faculty Liaison for Assessment GOALS OF THIS PRESENTATION Link Strategic Plan, Assessment, and Review Discuss Actual Techniques/Methods Why We do Assessment To improve student learning university programs processes Because we are all professionals and reflective practitioners Least important: Because we have to Why We do Strategic Planning To improve through on-going development To provide concrete/detailed operations To involve campus community To deal with change To develop and foster consensus Mercyhurst College; Pennsylvania State University (Angelo, AAHE BULLETIN, Nov. 95, p. 7) ASSESSMENT What we will do Measure Improve Strategic Planning Renewal and transformation Direction for preferred future Strategic Planning SP 2 Step 1: Mission Core Values Core Beliefs Goals - Objectives Step 2: Scan Step 3: Establish Plan Step 4: Communicate and Implement Strategic Planning SP 2 Step 5: Manage, Review, Evaluate Step 6: Make changes Step 7: See Step One Advantages of Assessment Clear links from daily effort to unit goals, and to institutional strategic plan Evidence-based action ( DATA ) Increases tendency to think in terms of outcomes Increases creative approaches to improving key processes Advantages of Strategic Planning Competitive advantage Evidence-based action ( DATA ) Value Chain Integration Increases creative approaches to improving key processes Where goingWhere at Where been Linkage between Assessment and Strategic Planning Mission of Oklahoma City University Oklahoma City University embraces the United Methodist tradition of scholarship and service and welcomes all faiths in a culturally rich community that is dedicated to student welfare and success. Men and Women pursue academic excellence through a rigorous curriculum that focuses on students intellectual, moral, and spiritual development to prepare them to become effective leaders in service to their communities. KEY WORDS - Mission of OCU Oklahoma City University embraces the tradition of scholarship and service and welcomes all faiths in a culturally rich community that is dedicated to student welfare and success. Men and Women pursue academic excellence through a rigorous curriculum that focuses on students development to prepare them to become effective leaders in service to their communities. United Methodist intellectual, moral, and spiritual F ive S trategic I nitiatives of O klahoma C ity U niversity Academic Excellence Student Success Community Awareness/Involvement Responsible Budgeting Assessment and Planning Developed by Dorothy Tennery Tactical Objective I.4. Enhance diversity of the faculty, staff, student body, and governing boards, as defined by the University Diversity Council. I.4.1 Performance Measure Ethnic/racial and national origin diversity of domestic student body BaselineFall 2003: Black 5.8%, Hispanic 3.5%, American Indian 3.4%, Asian American 2.3%, Total 15% Current StatusFall 2006: Black 8.2%, Hispanic 4%, American Indian 4.3%, Asian American 3%, Total of domestic student body 19.5% TargetIncrease domestic minority percentages Due DateAnnual Oversight ResponsibilityIRA Performance ResponsibilityAdmissions and Academic Deans Tactical Objective I.4. Enhance diversity of the faculty, staff, student body, and governing boards, as defined by the University Diversity Council. I.4.1 Performance Measure Ethnic/racial and national origin diversity of domestic student body BaselineFall 2003: Black 5.8%, Hispanic 3.5%, American Indian 3.4%, Asian American 2.3%, Total 15% Current StatusFall 2004: Black 9.4%, Hispanic 4.8%, American Indian 4.6%, Asian American 3.1%, Total 21.9% Fall 2005: Black 8.4%, Hispanic 4.5%, American Indian 5.3%, Asian American 3.4%, Total 21.6% Fall 2006: Black 8.2%, Hispanic 4%, American Indian 4.3%, Asian American 3%, Total of domestic student body 19.5% TargetIncrease domestic minority percentages Due DateAnnual Oversight ResponsibilityDirector of Institutional Research and Assessment Performance ResponsibilityDean of Enrollment Services, Academic Deans Performance Measure Quantifiable statement of agreed-upon output expectations to accomplish. Baseline The quantification of the measure that is taken at the beginning stage of implementation. Current Status The quantification of the measure at present time. Target The quantifiable measure to be achieved. Due Date The date which the performance measure is to be accomplished. Oversight Responsibility Individual that has supervisory responsibility. Performance Responsibility The individual(s) or unit(s) of the university that are accountable for performing specific tasks needed to accomplish a performance measure in support of a tactical objective. ASSESSMENT and PLANNING EXAMPLE Peer and Benchmarking Process Benchmark Institutions have 50 trees per campus acre Peer Institutions have 40 trees per campus acre OCU has 25 trees per campus acre Performance Measure Plant 15 trees per campus acre to meet benchmark institutions Baseline 25 trees per campus acre Current Status : 25 trees per campus acre Target 40 trees per campus acre Due Date July 1, 2010 Oversight Responsibility Administrative Vice President Performance Responsibility Director of Physical Plant Linkage between Assessment and Strategic Planning Goal or Objective Students have demonstrated ability to use computers for academic work. When, Where and How Monitored On-line NSSE Survey; within major capstone courses; focus groups. Each Spring term. Data and assessment reports from academic programs. Expectation of Satisfactory Performancc Mean NSSE score exceeds norm for selected peers, master and NSSE institutions, and meet criteria as defined by individual programs. Observation of Performance , FY: OCU 3.27, Peers 3.29, Master 3.28; NSSE Capstone projects evaluated by programs (see individual reports). When & By Whom Were the Results Analyzed Meeting Date ____ or Individual Analyses (describe) Staff meetings of Campus Technology, Informational Technology Committee, individual academic programs. Outcome of Analysis Objective Wholly Satisfied Objective not Wholly Satisfied Follow-up Strategy Not satisfied, continue to develop and implement strategies. Follow-up None Required Follow up completed on date ______ Will Re-examine by Continue to monitor the use of increase classroom technology in individual programs. Ongoing. Budget Linkage between Assessment and Strategic Planning Assessment needs to be: D ocumented S ystematic ustainable Saying we do it isnt enough, there needs to be proof mission based. S trategic P lanning n eeds t o b e : D ynamic & F lexible T hroughout O rganization Guided All successful journeys need a map. D r. J acci R odgers - Michael W ayne J ackson