1. KEYS TO GREATNESS IN STRATEGIC PLANNING AND ASSESSMENT Presented by Helena Mariella-Walrond, PhD Provost and Senior Vice President Cory Potter Executive Director of Assessment

2. ALIGNMENT: Choosing the right measures to align with your Division and the Strategic Plan ASSESSMENTS: Selecting ways to assess Satisfaction, Quality, and Efficiency ANNUAL CYCLE: Assessment as a continuous improvement process ACCOUNTABILITY: Completing and communicating improvements based on analysis of data OVERVIEW

3. CORE VALUES (guide what we do, but more importantly, how we do it) 7 BIG IDEAS VISIO N MISSION IS FORMATIVEL Y ASSESSED Strategic Goals, as measured by KPIs, assess our progress towards what we do (Mission) and what we see ourselves becoming A road map for the environment we create that supports teaching and learning An environment of academic excellence – places us within the context of higher education and communicates that which is uniquely us. When we are successful, our vision is the result of our mission MISSION http://www.cookman.edu/about_BCU/administration/strategic_plan.html 6 STRATEGIC GOALS

4. All employees of B-CU must be familiar with the Strategic Plan. Specifically: Vision Vision Mission Mission Core Values Core Values Strategic Goals Strategic Goals Big 7 Ideas Big 7 Ideas Divisional and Institutional KPIs Divisional and Institutional KPIs Plan Implementation & Assessment Plan Implementation & Assessment

5. Vision Vision Mission Mission Core Values Core Values Strategic Goals Strategic Goals

6. The President’s Big 7 Ideas 1.Holistic Integrated University 2.Niche Creation 3.International University 4.More Efficient Use of Resources 5.Increased Productivity 6.Enhanced Quality of Graduates 7.More Competitive Positioning of the University

8. Institutional Level: Strategic Plan President, Cabinet, and Administration Institutional Level: Strategic Plan President, Cabinet, and Administration AcademicNon-academic Student Learning OutcomesOutcomes focused on Other Programmatic Outcomes Satisfaction, Count, Efficiency, Quality Benchmarked Report Card B-CU Annual Report Divisional KPIs B-CU’s Strategic KPIs College Report Cards KPIs External/Common Internal/Unique Continuous Improvement Efforts Improvements in relation to Mission KPIs B-CU Annual Support Services Assessment Report B-CU Annual Academic Program Assessment Report B-CU Annual Academic Program Assessment Report B-CU ISLO Achievement Report B-CU ISLO Achievement Report B-CU Annual Divisional Report Unit Level Academic Programs, Administrative Support Services, Academic & Student Support Services Divisional Level Deans and Divisional VPs

12. ALIGNMENT Job description: Job description: Essential functions, duties and responsibilities strategic plan Employee functions and is given the strategic plan with all its components Employee understands overall strategic plan of the University and is given insight into Divisional KPIs the Divisional KPIs measureable, assessable outcomes Each unit develops measureable, assessable outcomes that are aligned with the Divisional KPIs, assessed annually, and reported on an annual template to the Office of Assessment and to the Divisional VP. what they are supposed to dowhat B-CU finds most importantwhythey are doing what they are doinghow to assess what they are doing Employee then know what they are supposed to do, what B-CU finds most important, why they are doing what they are doing, and how to assess what they are doing.

13. WHAT OUTCOMES ARE NOT Outcomes Divisiona l KPIs B-CU’s KPIs Outcomes are not a list of all of the job tasks associated with the people in a unit. Outcomes are not a list of all of the job tasks associated with the people in a unit. Outcomes are not just the essential tasks that need completed. Outcomes are not just the essential tasks that need completed. Example: Building a house or pool Example: Building a house or pool Outcomes are not independent of Divisional KPIs or the University’s KPIs in the Strategic Plan. Outcomes are not independent of Divisional KPIs or the University’s KPIs in the Strategic Plan.

14. WHAT OUTCOMES ARE Outcomes Divisiona l KPIs B-CU’s KPIs Outcomes are measures of a unit’s efficiency, quality (error-free), and satisfaction in predetermined areas that are important to the division. Outcomes are measures of a unit’s efficiency, quality (error-free), and satisfaction in predetermined areas that are important to the division. Outcomes are agreed upon by the Division’s VP and the unit and will help inform the VP of progress toward meeting the Divisional KPIs. Outcomes are agreed upon by the Division’s VP and the unit and will help inform the VP of progress toward meeting the Divisional KPIs.

15. THE VICE PRESIDENT’S ROLE IN ASSESSMENT Build strategic vision and articulate clear KPIs for the Division Build strategic vision and articulate clear KPIs for the Division Efficiently mobilize others to execute the vision Efficiently mobilize others to execute the vision Guide others through and around implementation challenges Guide others through and around implementation challenges Contribute discretionary energy Contribute discretionary energy Discretionary energy is the get-up-and-go that the employee is willing to contribute beyond the basic requirements of the job. Advocate for and ensure needed resources and abilities are available Advocate for and ensure needed resources and abilities are available Hold people accountable to being efficient, doing quality work, and focusing on customer satisfaction Hold people accountable to being efficient, doing quality work, and focusing on customer satisfaction Gathering unit assessment data (reports), analyzing, and compiling an annual Divisional Report Gathering unit assessment data (reports), analyzing, and compiling an annual Divisional Report

16. THE UNIT’S ROLE IN ASSESSMENT Know the strategic vision and be able to articulate the KPIs for the Division Know the strategic vision and be able to articulate the KPIs for the Division Exert efficient, high level of effort to the achievement of the outcomes that are being assessed Exert efficient, high level of effort to the achievement of the outcomes that are being assessed Know what is being assessed and be able to explains the WHO, WHERE, WHEN, WHY, and HOW, as well. Know what is being assessed and be able to explains the WHO, WHERE, WHEN, WHY, and HOW, as well. Work with others collaboratively using discretionary energy Work with others collaboratively using discretionary energy Discretionary energy is the get-up-and-go that the employee is willing to contribute beyond the basic requirements of the job. Advocate for change in policies and practices that interfere with meeting the outcomes or KPIs Advocate for change in policies and practices that interfere with meeting the outcomes or KPIs Focus on doing quality work and on customer satisfaction Focus on doing quality work and on customer satisfaction Report to the VP and the Office of Assessment using the Annual Planning, Budgeting, and Assessment Reporting template Report to the VP and the Office of Assessment using the Annual Planning, Budgeting, and Assessment Reporting template

17. THE RESULTS Employees empowered, committed, more satisfied Leads to motivation and contribution of discretionary energy Engaged Engaged Accountable Accountable Honor commitments Keep promises Know and share clear goals Able to communicate better Able to communicate better Better Results Better Reporting

18. YEAR 1: 2013-14 Begin reviewing assessment processes. Begin or continue to collect evidence YEAR 2: 2014-15 Continue to gather evidence and refine the assessment process YEAR 3: 2015-16 Great assessment based on a well-designed assessment plan and 1-2 years of data YEARS 4 & 5: 2016-18 Continuous improvements based on analysis of data