1. Seamless Integration: Assessment and Strategic Planning

2. M ichael W ayne J ackson Director, Institutional Research & Assessment mjackson@okcu.edu Dr. J acci R odgers Professor of Accounting, Faculty Liaison for Assessment jrodgers@okcu.edu

3. GOALS OF THIS PRESENTATION Link Strategic Plan, Assessment, and Review Discuss Actual Techniques/Methods

4. 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

5. 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)

6. ASSESSMENT  What we will do  Measure  Improve

7. Strategic Planning Renewal and transformation Direction for “preferred” future

8. 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

9. Strategic Planning SP 2 Step 5: Manage, Review, Evaluate Step 6: Make changes Step 7: See Step One

10. 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

11. Advantages of Strategic Planning Competitive advantage Evidence-based action ( DATA ) Value Chain Integration Increases creative approaches to improving key processes Where going…Where at… Where been

12. Linkage between Assessment and Strategic Planning

13. 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.

14. 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

15. 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

16. Developed by Dorothy Tennery

18. 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

19. 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

20. 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.

21. 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

22. Performance Measure Plant 15 trees per campus acre to meet benchmark institutions Baseline 25 trees per campus acre Current Status 2006-2007: 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

23. Linkage between Assessment and Strategic Planning

24. 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 2005-2006, FY: OCU 3.27, Peers 3.29, Master 3.28; NSSE 3.32. 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.

25. Budget

26. Linkage between Assessment and Strategic Planning

27. Assessment needs to be:  D ocumented  S ystematic ustainable Saying we do it isn’t enough, there needs to be proof – “mission” based.

28. 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.

29. D r. J acci R odgers - jrodgers@okcu.edu Michael W ayne J ackson –mjackson@okcu.edu