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Findings from 1997 NCA Site Visit

Findings from 1997 NCA Site Visit. Strengths Strong university-community linkages Attractive physical plant Cooperative Education NIAR Friendly, courteous and helpful staff “The Metropolitan Advantage”. Findings from 1997 NCA Site Visit. Institutional Concerns

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Findings from 1997 NCA Site Visit

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  1. Findings from 1997 NCA Site Visit • Strengths • Strong university-community linkages • Attractive physical plant • Cooperative Education • NIAR • Friendly, courteous and helpful staff • “The Metropolitan Advantage”

  2. Findings from 1997 NCA Site Visit • Institutional Concerns • Unclear mission and lack of action-oriented planning that linked resources and operational priorities • Lack of use and follow-through on assessment • Absence of measurable and assessable goals for general education

  3. Approved Goals for WSU Self-Study 2005-2007 • Produce a self-study report that results in full reaccreditation from HLC • Instill a culture of assessment and institutional improvement across all university operations • Instill a commitment to enhancing organizational diversity

  4. Approved Goals for WSU Self-Study 2005-2007 • Develop a process for (1) aligning Board of Regents’ performance agreements and HLC criteria with WSU’s Accountability Planning Matrix and (2) assessing the quality of the decisions that have been guided by the planning initiatives

  5. Approved Goals for WSU Self-Study 2005-2007 • Provide an opportunity for reflective and analytic discussion of substantive institutional issues, e.g. • General education • Assessment of student learning • Information resources • Succession planning • Space requirements

  6. Approved Goals for WSU Self-Study 2005-2007 • Effectively use the new Enterprise Resource Plan to facilitate improvement of institutional functions and operations to more efficiently and effectively support WSU’s mission and goals • Increase effective interaction among university divisions • Increase the sense of community at WSU

  7. 1. Mission and Integrity • The organization operates with integrity to ensure the fulfillment of its mission through structures and processes that involve the board, administration, faculty, staff, and students.

  8. 2. Preparing for the Future • The organization’s allocation of resources and its processes for evaluation and planning demonstrate its capacity to fulfill its mission, improve the quality of its education, and respond to future challenges and opportunities.

  9. 3. Student Learning and Effective Teaching • The organization provides evidence of student learning and teaching effectiveness that demonstrates it is fulfilling its educational mission.

  10. 4. Acquisition, Discovery, and Application of Knowledge • The organization promotes a life of learning for its faculty, administration, staff, and students by fostering and supporting inquiry, creativity, practice, and social responsibility in ways consistent with its mission.

  11. 5. Engagement and Service • As called for by its mission, the organization identifies its constituencies and serves them in ways both value.

  12. Self-study Process 2004-2007 • Appoint Coordinator 2004 • Prepare and submit self-study plan • Appoint Steering Committee January 2005 • Appoint Working Groups Spring 2005 • Review Criteria • Collect Evidence

  13. Self-study Process • Set up Blackboard Site • Briefing meetings • Constituent Senates • Division and college executive committees • Student leaders • Unclassified Professional Roundtable Discussions – Fall 2004 • National Advisory Committee Focus Groups – Spring 2006

  14. Self-study Process • Assessment Symposia – 2005-2006 • Hutchinson Progress Report – January 2006 • Surveys – Spring 2006 • Student Learning • Criterion • Student • Faculty/Staff

  15. Self-study Process • Draft Report • Rough draft September 1 • Second draft October 6 • Final draft December 2006 • Share Findings • Town hall meetings • Assessment symposium • Brownbag discussions

  16. Self-study Process • Distribute drafts for review • College and divisional readers • Web posting for campus reaction • Produce report – January, 2007 • Mail report – February 1, 2007 • Site visit – March 26-28, 2007 • Follow up

  17. Survey Results – Student Learning • 53 of 75 surveys returned – 71% response rate • Academic, student and institutional support units have a clear sense of how their missions relate to WSU’s mission and how they contribute to student learning.

  18. Survey Results – Student Learning • The support units regularly assess their activities although they don’t directly assess their contribution to student learning. • The vast majority use the Accountability Planning Matrix for planning.

  19. Survey Results – Criterion Survey • 49 of 50 surveys completed – 98% response rate • Deans and chairs report that they know WSU and their unit missions and believe that they appropriately articulate WSU’s activities. • A bare majority believe that WSU’s planning and budget flow from the mission.

  20. Survey Results – Criterion Survey • Most units participate in environmental scanning, i.e. they consider external social and economic trends in decision making. • Academic programs are dynamic. Curricula and programs change on a regular basis to respond to changing environment, professional practice, advancement in knowledge and interdisciplinary opportunities.

  21. Survey Results – Criterion Survey • Deans and chairs are very positive about their academic programs, reporting that they prepare students to live and work in a world characterized by information technology, globalization, and diversity. • Less than half provide study abroad or global learning experiences.

  22. Survey Results – Criterion Survey • There were some minor concerns about General Education. • 78% of those with an opinion (65% of total) agree or strongly agree that general education meets the needs of their undergraduate programs while just under 80% (63% of total) agree or strongly agree that general education learning outcomes align with the needs of their academic programs.

  23. Survey Results – Criterion Survey • Commitment to research and professional community service is clear and well documented. • The vast majority of academic units have clearly identified constituencies with whom they actively pursue partnerships. • There is a commitment to assessment and trust that it can improve and strengthen academic programs.

  24. Survey Results – Student Survey • The survey was distributed with SPTEs. 643 responses were received. • The survey confirms that students do not make great use of most available learning resources and support services. • Students do read the Sunflower, frequent the RSC, and use the library and computer labs on a regular basis. They also take advantage of advising services.

  25. Survey Results – Student Survey • Students report strong satisfaction with their education. They believe that they are being challenged to work hard (91.1%), and that they are being prepared to live and work in a diverse (87.7%), global (79.9%) and technologically-dependent (85.4%) world. • Very few report knowledge of a foreign language or participation in an international experience.

  26. Survey Results – Faculty/Staff • 301 surveys were completed for a response rate of 17.4 percent. These include: • 111 Classified Staff • 82 Unclassified Professionals • 89 Faculty • 19 Administrators

  27. Survey Results – Faculty/Staff • Strengths • Community ties and support • Cooperative Education/ internships/experiential learning • Faculty/staff • Strong academic programs • Growing research funding

  28. Survey Results – Faculty/Staff • Challenges • Low faculty/staff salaries • Enrollment/competition • Changing technology/distance education • Low graduate student stipends • Insufficient student engagement/level of academic challenge

  29. Survey Results – Faculty/Staff • Other strengths • The quality of the faculty and staff • The campus environment and public art • Community ties • Academic programs • Basketball/athletics

  30. Survey Results – Faculty/Staff • Other challenges • Resources, resources, resources • Enrollment/competition • Keeping up with technology/distance education • Internal communication • Effective marketing/public relations • Too many administrators

  31. Survey Results – Faculty/Staff • What one thing would make WSU a better university? • Become more student-focused/friendly • Improve the sense of community • Promote diversity/respect • Develop on-line programs • Improve marketing

  32. Focus Group Findings • Unclassified Professionals • Pride in a diverse student body and an atmosphere that encourages learning for everyone • WSU is particularly good at nurturing ties with the community, e.g. NIAR, Coop Ed, maintaining an attractive physical environment and supporting nontraditional students.

  33. Focus Group Findings • Unclassified Professionals • The biggest problems facing WSU are related to resource restrictions and a lack of a consumer service attitude toward students and guests.

  34. Focus Group Findings • To improve WSU should: • develop more distance education options • stabilize enrollment • increase diversity of staff and emphasize a global focus • reallocate resources to successful programs • effectively implement the ERP • engage more people in discussions of the future • foster a greater sense of community

  35. Focus Group Findings • NAC • To respond to growing competition WSU should • Enhance the West Campus • Improve the convenience of its enrollment and other services • Be more flexible and innovative in scheduling and offering.

  36. Focus Group Findings • Offer more on-line instruction, but not full degrees • Improve its marketing • Develop an accelerated degree-completion option • Be more responsive to local employers and the schedules of their workers

  37. Focus Group Findings • WSU should be preparing students to “thrive in a complex world” by • Emphasizing critical thinking and communication skills • Expanding global content including languages • Increasing study abroad opportunities

  38. Focus Group Findings • WSU should be prepared to respond to the following trends: • Local ethnic diversity • Globalization • Resource limitations • Technological change

  39. Other Issues • Finances • Kansas provides a larger share of university operating revenue than many states. • Between FY1997 and FY2005 • GU revenue increased 34.4% • State General fund appropriation increased 21.4% • Tuition increased 63.6%

  40. Other Issues • Finances • General Use funds are declining as a share of total operating revenue, from 66% in FY1997 to 59% in FY2005 • The difference is being made up by research funding and private gifts and contracts.

  41. Other Issues • The demand for accountability will continue to grow. • HLC • KBOR • Legislature • Federal government – Spelling Commission

  42. Other Issues • Student demographics • Students are younger • Average age of undergraduates had dropped from 27 to 25 over the past 9 years. • Students are taking more hours • The average undergraduate credit hour load grew from 9.88 in fall 1996 to 11.07 in fall 2005. • The proportion of ethnic minorities has increased • From 14.6% in fall 1996 to 17.5% in fall 2005

  43. Other Issues • ERP implementation is time-intensive • Recruiting a diverse faculty pool is a challenge. • The number of tenure-eligible faculty has remained steady • 445 in FY1999 • 451 in FY2006 • Faculty is aging • 42 percent are over age 55 • Median age is 52.3

  44. What next? • What three topics do you want to talk about this fall?

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