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  • 1. WC, December 2005 5/31/2010 Category Eight Planning Continuous Improvement Figure 8.1 Strategic Planning and AQIP Results Associated with Continuous Improvement* How the Strategic Planning Goals and Objectives Capture AQIP's Nine Categories PROGRESS * Category Eight: Academic Affairs and Enrollment Management 1 2 3 4 O I Planning 1C Maintain a comprehensive research program in support of enrollment management, retention, student Continuous success, and graduation rates. √ Improvement 3C Develop applications for national accreditation to include Art (NASAD), Business (AACSB), and examines how an Recreation (NPRA). √ organization 4A Determine the factors that lead to non-persistence of student, including high-ability and honor students, aligns what it and develop plans that address these factors. √ wants or hopes 4E Develop programs to increase retention of students, such as Exploration and Discovery, providing to do with what it learning experiences outside the classroom. √ actually does. Information Technology 3A Continue to implement enhanced network services using the fiber optic network cable and the upgraded network systems. Implement network service, including enhanced e-mail service, automated campus-wide communications application, centralized file storage/backup, and redundant/automated fail-over services. √ Facilities and Grounds 2D Develop a plan to enhance uniform interior and exterior campus signage. √ 3A Prioritize renovation and construction based on educational needs, infrastructure, space utilization, and aesthetic assessment. √ 3B Develop a plan for future building placement, general design, and purpose, building on the Facilities Plan 2001 . √ Image and Advancement (A) 3B Market the opportunities for students at Western to participate in experiential learning, including internship experiences, student-faculty research projects, and leadership development. √ A2B Develop a comprehensive prospect and donor research program for institutional advancement. √ Community Service, Community Partnerships, and Workforce Development 2A Establish a database of existing service opportunities and a responsible entity for information and coordination. √ Planning and Budgeting 1A Review our administrative structure and its units. √ 1C Prepare annual operating and capital needs forecasts for Western relative to institutional goals and priorities. √ 2A Ensure that procedures and schedules exist for five-year comprehensive plans with annual updates, allowing for appropriate interactions between related planning units. √ 2B Develop formats for forecasting and reporting of resource needs for use in unit and institutional planning/budgeting documents. √ 3B Review institutional policies and practices beginning at the institutional level for effectiveness and consistency. √ *(Progress) Key 1 Start-up initial actions undertaken; concept work completed; early organization efforts underway; 25% to goal. 2 Process underway and on track; steady progress being made; funding may be secured; 50% to goal, but no results yet. 3 Deeply deployed; substantial elements of a project may be nearly or fully completed; 75% to goal and beginning to have 4 Fully deployed; 100% success on results. O On-going planning, program, or funding process. Annual report on results. I Implementation to be undertaken in another year. *Third Annual Progress Report 2005 Context for Analysis (C) Western’s current Strategic Plan (See Mission, 8C1 Shaping a Vision for the Next 5-10 Years Vision, and Values, Figure O.1) identifies nine specific areas of opportunity for improvement. Western builds a future guided by its mission These opportunities are foundational to the goals and values. Implicit in this future are and objectives that guide the seven areas of opportunities to enhance its educational Western’s strategic planning. resources, outcomes, and services to the larger community associated with the institution. Western’s vision for the next 5-10 years includes Western’s strategic planning is a continuous building signature programs in applied 5-4-1 improvement cycle in which a five-year learning/research and service, producing citizen strategic plan guides the institution, a new scholars, and continuing to engage in a broad- strategic plan is shaped in the fourth year, and based, systemic planning process that involves progress reports occur annually. faculty, staff, administration and community groups in initiating and implementing Missouri Western State UniversityAQIP Systems Portfolio Category 8-1
  • 2. WC, December 2005 5/31/2010 improvements that advance the institution’s Figure 8.2 Strategic Planning Priority Areas and mission, value, goals, and directions. Goals Priority Area and Goals As an institution, Western intends to play an Academic • Develop and integral role in the life of the community, the Affairs and implement a region, and the state. Western’s capacity for Enrollment comprehensive contributing to the region has been enhanced Management enrollment plan. through the development of the Western • Develop a diverse mix Institute. Centers for research and educational of students with outreach are being established and external academic potential for funding for projects that serve the interests of the completing high region and the institution is growing. The quality programs.* development of graduate programs at the • Strengthen existing master’s degree level is a logical step for and develop new Western as an emerging university. Initiatives academic programs, are already underway to enable the development taking into of graduate programs. Western’s new five-year consideration the strategic plan will focus on its intended educational and career directions for the future. needs of students and the economic, social, 8C2 Identifying Short- and Long-term and cultural needs of Strategies the community. • Strengthen the Western operates in the larger context of higher retention, graduation, education in Missouri as reflected by the policies and placement and priorities of the Department of Higher outcomes of Education (DHE) and the Coordinating Board students.* for Higher Education (CBHE). They share the • Improve the vision that Missouri become a recognized functional integration national leader in higher education quality and and communication performance excellence. Higher education in among campus Missouri seeks to provide its citizens with a support services. postsecondary education system that creates a Applied • Provide students, by thriving economy and an outstanding quality of Learning and graduation, the life. DHE focuses on the following key areas: Student opportunity to blend • Preparation (teacher quality, core Development academic knowledge curriculum, and workforce and and applications in employer needs) and beyond the • Participation (affordability, benefits, classroom.* underrepresented groups, and • Provide additional workforce development), and opportunities for • Performance Excellence (quality and students to participate performance excellence with in international and/or institutions, and employees as assets) multicultural experiences.* Western’s Five Year Strategic Plan (2001-2006) • Recognize and expand provides a vision, mission, and focus for the applied learning talent and energy of the institution and its activities in communities. Western implements and reports coursework. progress annually on a comprehensive set of • Provide students with goals and objectives that embrace seven areas of co-curricular priority in the institution. In the following figure, opportunities to grow an asterisk identifies identified opportunities or and develop to be goals associated with opportunities. productive community Missouri Western State UniversityAQIP Systems Portfolio Category 8-2
  • 3. WC, December 2005 5/31/2010 Priority Area and Goals Priority Area and Goals members.* • natural environments, • Require all Western and a welcoming graduates to complete campus for all. an applied learning • Ensure that campus experience or student buildings are inviting development activity and aesthetically that includes, but is pleasing and maintain not limited to, the Western “personal internships, practica, touch” by addressing faculty/student the existing and projects, campus potential benefits of employment, or some our building designs. form of co-curricular • Address future activity. facilities and Information • Provide efficient infrastructure Technology technology support renovation and services for faculty, construction needs staff, and students; and ensure that improve technical preventative communications maintenance and within the framework cleaning of buildings of the campus and and grounds is community.* adequate to maintain • Establish a funding their condition. plan for continual • Address ways in upgrade and which facilities and replacement of grounds may enhance information teaching and learning. technologies, • Enhance student life electronic library and campus services, and community through operational resources addressing needs in to support the student life and other activities facilitated common areas. by the information Image and • Prepare a long-range technology Advancement marketing plan for infrastructure. Western. • Use and improve the • Communicate the capabilities of “Western Advantage” Western technology to existing and new infrastructure and the audiences. accessibility of digital • Market Western as an and electronic institution that sets the information. standard for • Provide a centralized excellence in student location on campus development and for collaborative community technology support leadership.* and information • Create a development delivery. plan to meet the Facilities and • Enhance the grounds Foundation and the Grounds to ensure continuity of Alumni short-term landscaping, and long-term goals. preservation of Integrate the mission Missouri Western State UniversityAQIP Systems Portfolio Category 8-3
  • 4. WC, December 2005 5/31/2010 Priority Area and Goals Priority Area and Goals of the Foundation and Western students, the mission of the faculty, and staff.* Alumni Association • Prepare students with with our strategic the appropriate planning process and knowledge, abilities, foster resources skills, and ethics associated with these necessary for success missions. in the workplace. • Generate increased • Participate in financial support and workforce investment through development for the partnerships with region. businesses, Planning and • Review the Western corporations, Budgeting environment, government agencies, structure, priorities, individuals, public and resources to foundations, and ensure that we remain private foundations. effective at our Community • Provide leadership as mission and adaptive Service and an institution for to the forces of Community projects and programs change. Partnerships that enhance the lives • Develop timetables of the people of the and processes for larger community, planning by all units especially through that will ensure integrating the effective planning strategic planning within units, processes of the St. integration of plans Joseph community between units, and and the region into reliable forecasts of institutional unit physical and planning.* financial resource • Collaborate across needs. campus and with • Develop and maintain regional, national, and a management international information system organizations to that brings together provide additional student, staff, and service opportunities financial data in such for individuals and a way as to improve groups associated policy analysis and with Western. development, • Increase the budgeting, reporting, participation of and decision-making. Western students, • Pursue core funding faculty, and staff in commensurate with community service the current size, activities.* mission, and character • Increase public of Western so that the awareness of benefits of our university-community comparative partnerships and of efficiencies can the service continue to be contributions of provided to students Missouri Western State UniversityAQIP Systems Portfolio Category 8-4
  • 5. WC, December 2005 5/31/2010 Priority Area and Goals Western shaped the vision, mission, and values without that guide all planning at Western through a compromising quality. series of open forums attended by over three • Continue to focus on hundred representatives from the community, educational value per campus, and Board of Governors. The Strategic dollar. Planning Steering Committee, a group of more • Develop capital than thirty representatives across the campus, revenue sources that guides overall institutional planning. will allow continued Representatives to the Steering Committee and investment in all other teams include students, faculty, staff, educational administrators, the Board of Governors, and technology, community people The team includes members structures, grounds, from all governance groups. The Steering and equipment and Committee meets approximately every two that will protect months and oversees implementation of goals, existing assets objectives, and action items. Implementation through maintenance teams for each of the seven planning areas and modernization. update action items and report at each Steering • Coordinate the Committee meeting. The Steering Committee institutional goals and reports annually in August its progress in activities to extend implementing the Strategic Plan. The institution and expand our distributes the Progress Report widely across the success within the campus, community, region, and state. Western family. *indicates an identified opportunity or a goal Figure 8.3 Institutional Planning Organization associated with an opportunity Annual reporting builds from specific action items for each of the goals and objectives in the Strategic Plan. Institutional units have developed five- year plans aligned with the system’s strategic planning. See Strategic Plan. tplan.pdf See Progress Report. gressreports/SPProgresschart2004.pdfhttp://ww esschart2004.pdf Aren’t we supposed to be able link without using the address? I don’t know how to do that, but I think we were told that is how the report should be done. Processes (P) 8P1 Identifying the Planning Process Western plans continuously, moving from strategic planning to implementation, annual progress reports, and review of the Strategic Plan. The university values a collegial planning environment with broad-based involvement in shaping its directions. Missouri Western State UniversityAQIP Systems Portfolio Category 8-5
  • 6. WC, December 2005 5/31/2010 • October 1- Institutional units write unit Strategic plans incorporating strategic planning Planning Steering goals and objectives. Committee Annual Report Timeline • October 1- Unit plans incorporate AQIP strategic planning goals and objectives. Strategic Planning • April 1- Individual units deliver unit Portfolio/Accreditation Implementation Fund Team reports to deans/supervisors. • April 15- Deans/supervisors distribute annual area reports to the appropriate vice president. • May 1- Vice presidents distribute area Nine Category Seven Areas of Focus reports to the steering committee for Teams and Implementation feedback. Helping Students Teams • May 15- Vice presidents present annual Learn Academic Affairs and Other Distinctive division report to the Steering Enrollment Management Objectives Applied Learning and Committee. Stakeholder Needs Student Development • July 1- Steering Committee presents Valuing People Information Technology Leading and institutional report to the President’s Facilities and Grounds Communicating Cabinet. Image and Advancement Supporting Community Service, • July 15- Writing committee prepares Institutional Partnerships, and public annual institutional report to go Operations Workforce Development Measuring to the Board of Governors and for Planning and Budgeting Effectiveness public distribution. Continuous Improvement All campus planning units have developed five- Collaboration year plans that align with Western’s overall strategic directions. They report annually on the implementation of unit plans. Vice presidents of the three divisions also present annual division reports to the Steering Committee in June and to the President’s Cabinet in July. The Steering Committee serves as the coordinating, advisory group for the Academic Quality Improvement Program (AQIP) Team Figure 8.4 Institutional Timeline consisting of fifteen members, eight of these actively involved in shaping, coordinating, and Preliminary Steps to Annual Implementation implementing Western’s AQIP Action Projects. • April 1- Co-chairs of area planning These Action Projects focus on Applied teams build implementation teams and Learning, Student Engagement, and provide a list of members. Communicating Quality. See Category One for • April 15 - Implementation teams Applied Learning and Category Two for identify individuals or sub-groups Communicating Quality and Student responsible for implementation of goals Engagement. Western joined the Academic and objectives in areas and establish Quality Improvement Program of the Higher timeline. Learning Commission of the North Central • April 30- Steering Committee reviews Association in June 2003 and attended its first representation, responsibility, and Strategy Forum in November 2003. timeline for each area. • July 1- Implementation teams provide The Accreditation team, a group of sixteen detailed area plans to the Steering individuals, oversees the writing of Western’s Committee, identifying the goals and Systems Portfolio and keeps it updated. objectives to be accomplished in current Functioning under the direction of this team are year. an additional nine teams who gather necessary Missouri Western State UniversityAQIP Systems Portfolio Category 8-6
  • 7. WC, December 2005 5/31/2010 data and information and contribute to writing • Financial Planning and Administration the Category sections of the Systems Portfolio. Physical Plant, Financial Services, Information Technology Services, For strategic planning, and specifically for AQIP Public Safety, Financial Aid, and Risk Action Projects, Western provides $350,000 in Management Strategic Planning Implementation Funds (SPIF) • Institutional Advancement Alumni annually. It awards the funds through a Services, Development and Foundation, competitive proposal process and supports the Public Relations and Marketing, and specific goals and objectives within Western’s Campus Printing. Strategic Plan and AQIP Action Projects. The above plans can be accessed on the Strategic In addition to these teams, Western has seven Planning web pages. Implementation Teams consisting of an average of fifteen or more representatives, each having  Campus units review, update, and report sub-teams, resulting in an overall involvement of on unit strategic plans annually and more than four hundred individuals in publish them to the institution’s continuous improvement planning and strategic planning web pages. implementation.  Strategic plan implementation teams review action plans each year and revise 8P2 Selecting Short- and Long-term as appropriate after feedback from Strategies forums and discussion at team meetings. Western selects its key strategies relevant to  The Strategic Planning Steering strategic planning priorities and institutional Committee publishes an annual needs. The Steering Committee for strategic progress report. planning determines priorities and guides their  Academic Affairs revises, updates, and implementation based upon institutional impact, implements an enrollment management available staffing, physical resources, cost, and plan, Assets and Aspirations. urgency of need.  Through Ready Set Go, Admissions works with the school districts to Categories 8C2, Identifying Short- and Long- increase the number of students who term Strategies, 8P1 Identifying the Planning come to Western having completed the Process, and Figure 8.1 Strategic Planning and state-required high school core. AQIP Matrix address short- and long-term strategies. Short-term strategies pertain to  The Office of Advancement publishes operating plans, process development, and an Integrated Marketing Plan that improvement. Long-term strategies focus on includes the marketing efforts of each wide ranging institutional improvement and major area of campus. Institutional strategic initiatives. Advancement is working on a division plan for public relations/marketing, 8P3 Developing Key Action Plans to Support alumni services, and development. Institutional Strategies  The Office of Financial Planning and Administration publishes a Facilities See 8P1, Identifying the Planning Process. Plan. Western develops its key action plans through its  The Office of Academic and Student systems-wide strategic planning process. The Affairs is working with strategic following areas annually report their progress planning, its enrollment management relative to strategic planning: committee, Admissions, and Noel- Levitz to create an enrollment • Academic and Student Affairs management plan with goals, strategies, Admissions, Registrar’s Office, Library, and specific action plans. Student Services, School of Liberal Arts and Sciences, College of Professional Requirements for meeting external accreditation Studies, and Division of Continuing standards guide planning processes for Education accredited programs and for those programs Missouri Western State UniversityAQIP Systems Portfolio Category 8-7
  • 8. WC, December 2005 5/31/2010 seeking accreditation. See Figure 8.6 the three governance groups (Faculty Senate, Institutional and Program Accreditations. Staff Association, and the Student Government Association). GAC facilitates communications 8P4 Coordinating and Aligning Planning within the university, acting as a clearing-house Processes and Overall Institutional Strategies for proposals originating within the university. It and Action Plans insures that existing policies and procedures have been discussed by all campus governance Western coordinates and aligns institutional groups, compares new proposals with existing strategies and action plans with perspective policies and procedures, and submits proposals provided by the Department of Higher Education with GAC-related discussion to the president for (DHE) and input received from within varying action. GAC meets on a regular basis institutional levels. See Figure 8.3 Institutional determined by the council in meetings open to Planning Organization. And 8P1Identifying the the university community and the public. Planning Process. Functional planning occurs throughout the leadership systems, with each The Deans’ Council, chaired by the Provost/Vice unit communicating through regular meetings, President for Academic and Student Affairs, minutes, and reports. Representatives provide includes the Dean of the College of Liberal Arts two-way communication from units and and Sciences and the Dean of the College of leadership systems. Figure 5.2 Leadership Professional Studies, the deans of the Western summarizes the functions of various individuals Institute and Special Programs, Student and groups involved in these leadership systems. Development, and Student Services, and directors for the Instructional Media Center, the The Department of Higher Education, created Library, Admissions, and the Registrar. The under Missouri Reorganization Legislation, is Dean’s Council evaluates policies, implements governed by a Coordinating Board (CBHE), policy, plans budgets, generates new programs, consisting of nine members appointed by the and generally responds to the academic needs of governor with the advice and consent of the the institution. Senate. CBHE approves new degree programs, establishes guidelines for appropriation requests, Deans of the College of Liberal Arts and approves new university or residence centers, Sciences and the School of Professional Studies establishes admission guidelines, develops meet with the Chairpersons’ Council on a regular policies and procedures on resident status of basis to facilitate budgeting and planning and to students, establishes guidelines for transfer of respond to the needs of the Schools. They also students among Missouri state educational hold regular meetings for the membership of the institutions, and collects comparable data for all two Colleges. institutions. An active Faculty Senate and Staff Association A Board of Governors (seven members communicate with the administration and appointed by the Governor), President, vice improve the overall operations of the institution. presidents for the three divisions, deans, and The Faculty Senate is responsible for much of directors provide the executive/ administrative the committee work of the institution. leadership for Western’s systems planning. See the University Organization Chart in the Several institutional committees contribute to Overview (O.3) and the Governance Chart (O.4). planning and submit their proposals or recommendations to GAC for communication The President’s Cabinet, consisting of the and reaction campus wide: Calendar, President, Executive Assistant, vice presidents, Classification, University Hearing Panel, Special Assistant to the President, and Director Cultural Events, Equal Opportunity, ADA, of External Relations meets once or twice Campus Environmental Impact, Registration weekly to plan and coordinate the general Procedures, Safety Committee, Traffic Appeals objectives of the institution and its budget Board, Institutional Legislative, and the planning. Admission and Graduation Committee, and the Technology Management Team. See 7P6 The Governance Advisory Council (GAC) Ensuring the Effectiveness of the Information consists of the President, vice presidents, the Systems and Related Processes. deans, and the presidents and vice presidents of Missouri Western State UniversityAQIP Systems Portfolio Category 8-8
  • 9. WC, December 2005 5/31/2010 The Student Government Association (SGA), the Strategic Planning Implementation Fund composed of elected representatives from the (SPIF) to assist in promoting Strategic Plan student body, provides the primary means for objectives. Grants and private funding also student participation in institutional decision- provide additional resources to achieve making. SGA officers and members frequently objectives. As other resources become available, serve as student members of committees. The other Action Projects will be funded. SGA Constitution and Bylaws define the communication system within the student 8P7 Developing and Nurturing Faculty, Staff, organization. See Student Handbook, “Get and Administrator Capabilities Involved,” page 5. SGA consists of the Executive Branch followed by the Legislative Western develops and nurtures faculty, staff, and and Presidential Appointed Standing administrator capabilities through several Committees. The Campus Activities Board processes: (CAB) and the Residence Council (RC)  Western evaluates its faculty, staff, and represent individual interest groups. administrators and regularly communicates changing institutional 8P5 Selecting Measures and Setting strategies and action plans. Performance Projections  Western effects a broad involvement of the various employee groups and Western encourages a systems-wide process for department representation on strategic selecting measures and setting performance planning committees, institutional projection. Each of the strategic planning groups committees, and other planning entities defines annual action items for goals and so that all areas of the institution shape objectives in its area. The groups create an the planning processes. implementation timeline and identify the  Vice presidents set expectations through individuals for each action. The Steering their areas of responsibility for unit Committee receives regular progress reports for plans that align with the Strategic Plan the goals and objectives in each area. See Figure and require reports demonstrating 1 Strategic Planning and AQIP Matrix in all measurable progress on those plans. Categories for specific goals and objectives.  Western’s Human Resources Office • Annual Progress Reports publish oversees ongoing recruitment of new progress accrual on strategic goals, employees and communicates policy, opportunities, and specific action. See benefits, and other matters affecting Strategic Planning Results at the personnel. beginning of the Results sections in all Categories. Much of Western’s development and nurturing • The Governance Advisory Council, of its employees occurs in the various campus Deans’ Council, Chair Council, vice units described in 8P3 Developing Key Action presidents, and the President’s Cabinet Plans to Support Institutional Strategies set performance and measures for other  Units across the institution receive institutional goals. information about changing institutional • Unit directors/chairs, deans, vice strategies and actions through regular presidents, and the Cabinet establish department, division, Faculty Senate unit goals aligned with the institution’s meetings, Professional Staff, Dean’s, Strategic Plan and measures for those and Governance Advisory Committee goals. meetings.  The President regularly emails 8P6 Accounting for Appropriate Resource employees, and employees inform each Needs. other through the “Empinfo” mail listing. See 8P1 Identifying the Planning Process.  As policies and procedures change, Western reviews and uses staff, space, and Western provides affected faculty, staff, equipment to best match strategic planning needs and administrators with appropriate and priorities. In addition to aligning resources, information and training. For example, the institution designates $350,000 each year in computer network administrators attended SCT Banner training off Missouri Western State UniversityAQIP Systems Portfolio Category 8-9
  • 10. WC, December 2005 5/31/2010 campus. In addition SCT Banner staff • Western systematically reviews its trainers and Western staff provided programs and reports to the Department internal training. The institution of Higher Education. DHE recognizes provides professional development that an institution’s approach to funds to address activities and academic program review will need to initiatives that support the strategic • accommodate its unique functions, goals of the institution. culture, and history, and encourages each institution to continue to design 8P8 Measuring the Effectiveness of Planning and implement its own internal Continuous Improvement academic program review process. Western seeks to integrate its program Western measures the effectiveness of review with its continuous institutional planning indirectly through analysis improvement and accreditation efforts. of the data it collects internally and externally. See Figure 7.2 Measures for Tracking • Western builds course evaluations into Effectiveness and 1R4 Comparative Results. its planning and continuous improvement processes. Student • Western assesses institutional learners evaluate all of Western’s performance in its strategic planning course sections. through specific and measurable objectives and action items in the seven Results (R) areas of its Strategic Plan. See Figure 8R1 Results for Accomplishing Institutional 8.5 and Strategic Planning Results Strategies and Action Plans figures at the beginning of the Results sections for all Categories. See Figure 8.2 Priority Areas and Goals. Western’s annual Progress Report on the • Implementation teams report progress Strategic Plan indicates the accomplishment of relative to these measurable actions at specific objectives for each goal in the nine areas six to seven annual strategic planning of strategic planning. (See Strategic Planning Steering Committee meetings. Results figures at the beginning of all Results sections in all Categories.) • Western evaluates the effectiveness of the annual strategic planning each year  Through its enrollment management at the end of the process and publishes planning, Western has modified an annual Progress Report. Western recruitment strategies to achieve a mix reviews the comprehensive Strategic of students and appropriate enrollment Plan every five years. numbers for the goals outlined in its strategic planning. Using Noel-Levitz, • Western reviews its AQIP Action Western has also created and currently Projects, focusing on priority strategic is implementing a retention plan planning outcomes, annually. For its  Western has focused on student success first three AQIP Action Projects, and enhanced student access, success, Western chose three-year projects and retention. associated with applied learning, Western has encouraged completion of student engagement, and the Coordinating Board for Higher communicating quality. Education’s high school core requirements through Ready Set Go • Western identified Information (8P3 Developing Key Action Plans to Technology as one of the seven areas Support Institutional Strategies). of its strategic planning process, and an  Western is one of 19 American important priority implementation has colleges and universities participating in included updating and replacing the National Learning Communities Western’s administrative computing Project Summer Institute designed to software and hardware system. See strengthen student outcomes through Other Distinctive Objectives. innovative approaches to college Missouri Western State UniversityAQIP Systems Portfolio Category 8-10
  • 11. WC, December 2005 5/31/2010 teaching and learning. Western has Council on Social National Council for created residential Learning Work Education Accreditation of Communities to enhance student (CSWE) Teacher Education success and retention. As one of 12 BSW, Social Work (NCATE) founding public institutions BSE, Elementary participating in the Foundations of Education BSE, Excellence® in the First Year of French BSE, Art BSE, College program, Western participates Spanish in building an effective, comprehensive BSE, English BSE, curricular and co-curricular program for Speech and freshmen. Western also participates in Theatre the American Democracy Project to BSE, Music increase the number of undergraduate Teacher's students engaged in meaningful civic Certification: activity. See Other Distinctive Biology, Chemistry, Objectives. Mathematics,  See Category Two for results for Physical implementation of Banner Gold. Education,Social Sciences  Results for Institutional Advancement National Association  Accreditation results of Schools of Music  Program review BA, Music  Progress report BSE, Music  Unit, Area, and Division reports Seeking Association Figure 8.6 Institutional and Program to Advances Accreditations Collegiate Schools Association of American Bar of Business (AACSB) Colleges and Schools Association (ABA) for Business The Higher Learning Certificate, Legal Commission Assistant 8R2 Performance Strategies and Actions for Institutional AS, Legal Assistant 750 N. Lake Shore the Next 1-3 Years Accreditation Drive Chicago, IL 60611 • Western’s strategic planning is a Accreditation Board The Commission continuous 5-4-1 improvement cycle in for Engineering and on Accreditation which a five-year strategic plan guides Technology, Inc. for Health the institution with annual progress (ABET) Informatics and reports and a new strategic plan shaped BS, Construction Information in the fourth year. Engineering Management  Each goal listed within the Strategic Technology Education Plan identifies objectives, action items, BS, Electronic and a timeline for completion. Engineering AAS, Health  Ongoing unit planning, guided by five- Technology Information year plans aligned with the institution’s Technology Strategic Plan, occurs throughout the American Chemical Commission on system. Society (ACS) Collegiate Nursing  Western continues to make steady BS, Chemistry Education improvements in the areas of BSN, Nursing recruitment and retention of students. Commission on National Accrediting Accreditation in Agency for Clinical  Western’s Student Engagement Project Physical Therapy Laboratory Science contributes to the development of Education (NAACLS) students as learners, as persons, and as AAS Physical Clinical Program citizens; and leadership in the larger Therapist Medical community, through partnership and Assistant Technology service. Missouri Western State UniversityAQIP Systems Portfolio Category 8-11
  • 12. WC, December 2005 5/31/2010  Western’s Communicating Quality  See 1.12 Strategic Planning Results for Action Project continues to move Applied Learning and Helping Students Western to its goals of “setting the to Learn, also 1R1-1R4. standard for excellence” in the  See Figure 8.6 Accrediting Bodies for development of students . success in continuous program improvement. 8R3 Comparing Strategies and Action Plans  Over the last 23 years new student en- (I have a problem with this whole area when rollment has slowly, but steadily we use the word compares. Shouldn’t we increased (with the exception of ab have measurement data in order to show that out 3 -4 years) we compare favorably. Otherwise, it is just our word against someone else’s). Improvement (I) Western compares favorably with other AQIP 8I1 Improving Processes and Systems for institutions, its comparison institutions, and Planning Continuous Improvement Missouri public four-year institutions. • Western has been able to determine Western improves its broad-based, participatory through presentations and conversations planning by examining and modifying its at the Annual Higher Learning institutional policies, processes, and its strategic Commission conference that its planning initiatives. strategic planning can be identified as a “Best Practice.” • Western’s new integrated • Western’s AQIP Action Projects are administrative software and hardware evaluated as successful in relation to system is improving Western’s ability other AQIP institutions. to collect and analyze data to support • Western compares well with other institutional research. Missouri institutions, especially • Baseline data has been established, regional institutions and institutions and Western is involved in building a with open admissions, across a number data base to demonstrate its progress in of comparisons available in the recruitment and retention. Department of Higher Educations • Admissions continues to review (part Annual Statistical Summary. of the Communicating Quality Action • Through the Department of Higher Project) admission inquiries, and Education, Western participates in application and enrollment data from mission and program review that Western’s six county primary service lets its compare itself with Missouri area to determine the impact of its institutions. marketing of Western and uses survey • Western performs favorably in relation results to measure perceptions of the to a set of institutions selected through institution. the National Center for Higher • See Other Distinctive Objectives and Education Management Systems. Helping Students Learn for processes • associated with AQIP Action Projects. 8R4 Providing Evidence of the Effectiveness • See Figure 8.5 for Progress Levels of Planning for Continuous Improvement associated with specific goals and objectives for Continuous Over 400 students, community, Regents, staff, Improvement in the third year of faculty, and administrators have actively Western’s implementing its Strategic participated in Western’s strategic planning and Plan. implementation of that plan.  Over one hundred individuals have 8I2 Setting Targets for Improvement contributed to writing Western’s Systems Portfolio Western continues to discuss the strategic  See 2R1-2R3 for results in planning process and will be developing a new Communicating Quality, Student Strategic Plan for 2007-2012. Engagement, and SCT Banner Gold. Missouri Western State UniversityAQIP Systems Portfolio Category 8-12
  • 13. WC, December 2005 5/31/2010 • Western’s Strategic Planning Steering Committee and sub-groups meet on a continuing basis to review, report, and assess progress on its action items. • Each Strategic Plan Implementation Team determines the most critical steps in accomplishing the goals listed in the Strategic Plan. Improvement priorities in the Strategic Plan include the three Action Projects. Do we need to know what they are? • Recruitment and retention plans have been developed with specific goals set. For example, Western plans to recruit an additional 126 students between the years 2004-2000. (shouldn’t these be different years)Among these 126 will be 44 students coming directly from high school, 59 new transfer students, 12 out of state students, and 11 full-time, non- traditional students.  Western is working with Noel-Levitz to set specific retention goals.  Western uses its course evaluations for placement, promotion and tenure decisions, and to improved teaching performance.  Western continues to establish program accreditation and is currently working to achieve The Association to Advance Collegiate Schools of Business (AACSB) accreditation in Business. Comment: Currently 13 pages,5,138 words: specified length of 6-10 pages, 3,500-5,600 words. Missouri Western State UniversityAQIP Systems Portfolio Category 8-13