A Blue Print For Success “Closing The Loop”

A Blue Print For Success “Closing The Loop”
Planning, Assessment & Research Southern University at Shreveport September 5, 2007 Mr. Martin B. Fortner, Director Ms. Eva J. Harris, IE Coordinator Dr. John Mills, IR Coordinator Planning, Assessment & Research ‘07

SUSLA/SACS Paradigm for Accreditation “Institutional Effectiveness”
Strategic Planning / Vision 2020: Vibrant Balanced Economy With a Well-Educated Workforce & Improved Life Quality. Institutional Operational Plans: Establish Annual Performance Targets and Reporting Strategic Goal Attainment Activities. Institutional Effectiveness Plans: Establish Annual Performance Targets For Organizational Units SACS/QEP(s): Linking Institutional Units Into the Strategic Planning/Reporting & Reaffirmation Process. Performance Budgeting: Cost Maximization & Resource Utilization. Emphasis: Cost Avoidance, Cost Liabilities & Cost Effectiveness. Planning, Assessment & Research ‘06

“Our Blue Print for the Future”
SUSLA’s IE Model “Our Blue Print for the Future” “Opening the Loop” “Closing the Loop” PAR-IEP -Harris, EJ (07-07)

Principles of Accreditation “Foundations for Quality Enhancement”
SACS Deliverables Compliance Certification – Documents Our Response to - Core Requirements (11) - Comprehensive Standards (53) - Federal Mandates (8) Quality Enhancement Plan (QEP) – Documents SUSLA’s Response to Core Requirement 12 Planning, Assessment & Research ‘06

Principles of Accreditation “Foundations for Quality Enhancement”
Paradigm For SUSLA QEP Development RSM Environmental Scan Assessment of Student Learning Definition of Product Core Values Value Added Action for Change (Quality Emphasis) Planning, Assessment & Research ‘06

SUSLA/SACS Paradigm for Accreditation “Establishing Accountability”
Five Levels of Accountability 1. Policy Accountability Selection of policies pursued/rejected. 2. Program Accountability * Goal achievement. 3. Performance Accountability * Efficient operations. 4. Process Accountability * Using adequate process, procedures, or measures in performing actions required. 5. Probity/Legal Accountability * Spending funds in accordance with approved budget and legal requirements. Planning, Assessment & Research ‘06

SUSLA/SACS Paradigm for Accreditation “Data Driven Assessments”
Core Data Systems Statewide Student Profile System /Explorer IPEDS Performance Based Budget Planning & Reporting Enhanced University Assessment Capability Perception Based Surveys Knowledge, Skills & Abilities ( Pedagogy) Development of Core Indicators/SEIS Outcome Assessment (Under Construction) Quality of Academic Experience Post Baccalaureate Specialization Employment Earnings Evaluations Planning, Assessment & Research ‘06

SUSLA/SACS Paradigm for Accreditation “Performance Reporting”
IE Reporting: Performance/Process Accountability Criteria: Measure of service accomplishments (output and outcome indicators) Measures relating service efforts to service accomplishments (efficiency and cost-outcome indicators) Explanatory Information (Data Quality Measurements) Relevance Timeliness Understandability Consistency Comparability * Reliability PAR ‘06

Act 1465 Compliance Objectives
I. ACCESS & SUCCESS (1) Increase fall 14th class day headcount enrollment at SUSLA by 5% from the fall 2006/07 baseline level of 2387 to 2,507 by the end of fall, 2012/13. (2) Increase minority fall 14th class day headcount enrollment at SUSLA by 5% from fall 2006/7 baseline level of 2015 to 2,116 by the end of fall 2012/13. (3) Increase the percentage of first time, full time entering freshmen retained to the second year enrolled at SUSLA by 10 percentage points over baseline retention rate of 57.6 percent in fall 2006 to 63.6 percent by the end of fall 2012/13. (4) Increase the 3/6 year graduation rate at SUSLA by five percentage points from the 2006/07 academic year baseline level of 19.6 percent to 24.6 percent by 2012/13. Linking Language At The Senior/ Middle Management Institutional Levels PRE/05

Example of Possible Institutional Strategic Initiatives
Academic Relevance & Lifelong Learning: (5) Provide lifelong learning for all citizens in academic development which is student centered, relevant to post baccalaureate specialization, labor market trends, quality of life and economic development. - Implementation of “entry to exit” data system. - Academic program/curriculum redesign reviews. - Learning outcome assessments. Financial Integrity: (6) Establish a financial management system that is consistent with the strategic directions of Southern University at Shreveport and employs performance budgeting standards that complies with public sector or national/regional accreditation mandates. - Develop Performance Budget System Similar to Alabama A&M. - Peer Group Funding Profiles based on IPEDS/NCES or NCCBP. - Other University Financial Matters. Contribution to the State/Economic Development : (7) Expand participation in collaborative efforts that will facilitate economic development opportunities for the greater Shreveport Metropolitan Area and ultimately the state of Louisiana. - Community and Workforce Development. - Related Areas. PRE/05

Example of Possible Institutional Strategic Initiatives
(Cont’d) Diversity in Revenue Resources: (8) Ensure effective standards in fundraising and resource development - Increase grant activities (non restricted vs. restricted) - Increase endowments activities - Increase contributions of private donors. Campus Facility Enhancement: (9) Maintain pleasing, attractive and safe campus. - Results from SUSLA Facility Management Strategic Plan. University Image: (10) Enhance relationships with the alumni,stakeholders and external audiences that is supportive to the strategic directions of Southern University at Shreveport. - Support for Strategic Goals. PAR/07

SUSLA/SACS Paradigm for Accreditation “ Statewide Student Profile System”
High Risk Area: Student Credit Hrs. (SCH) 1. Strategic Goal: Student Access/Enrollment 2. Risk Context: Funding Integrity 3. Program Area: Enrollment Mgt./Ac. Affairs 4. Averaging 700 Plus SPSS Data Errors. 5. Govt. Oversight: BOR,OPB,OLA & Federal 6. SACS Standards: 2.5, / Planning, Assessment & Research ‘06

Possible Implication on State Appropriations
Students (SG)$$$ (FTE) $$$ Total (%) State Funding 29 62,060 174,638 236,698 .02.5% Assumptions: (1) 29/41 students with major enrollment reconciliations occurring after the 14th day census count. (2) Self Generated reflect revenues generated from tuition & fees: 29 x 2, per semester. (3) FTE funding reflects appropriated monies divided by the number of enrolled FTE students. (4) % reflect possible impact on SULSA’s 04/05 state appropriations of 9.5 million dollars. Source: Planning, Assessment & Research ‘06

Possible Implication on Student Financial Aid Awards
Students Pell Grants Related Aid Total (%) State Funding 29 117,450 101,500 218,950 .03.5% Assumptions: (1) 29/41 students with major enrollment reconciliations occurring after the 14th day census count. (2) Federal Pell Grant monies reflect grant awards generated: 29 x $4,050 per Academic Year. (3) Related Aid reflects collateral Federal Student Loan Awards: 29 x $ 3, 500 (max. per AY) (4) % reflect possible impact on Supplemental Financial Aid profile of 6.1 million dollars. Source: Planning, Assessment & Research ‘06

Possible Implication on SUSLA Title III Program
Increase Pell Students (%) HC Census 2,831,560 3,131,040 10% 203 14.2% Assumptions: (1) 29/41 students with major enrollment reconciliations occurring after the 14th day census count. (2) Self Generated reflect revenues generated from tuition & fees: 29 x 2, per semester. (3) FTE funding reflects appropriated monies divided by the number of enrolled FTE students. (4) % reflect possible impact on SULSA’s 04/05 state appropriations of 9.5 million dollars. Sorce: Planning, Assessment & Research ‘06

SUSLA/SACS Paradigm for Accreditation “ IE Collaborative Model”
Organizational Units: Enrollment Management Assessment of Process Variables Pre-Enrollment Trends Inter-organization Coordination Class Enrollment Trends Financial Aid Eligibility Class Withdrawal/Acquisition Optimal Class Purging Payment Verification Status Advisor Certification Mandated Student Census Lockdown 14/7 Post SSPS Adjustments Enrollment Management Policies/Procedures - - - - - - - - - - - - Planning, Assessment & Research ‘06

Inst. Effectiveness Initiatives ’07/08 1. Proactive Pre-Registration Initiatives 2. Improving IE Coordination Linkages 3. Expanding Discrepancy Report Edit 4. Enhancing Policies/Procedures 5. Continued Process Improvement Planning, Assessment & Research ‘06

(Assessment Criteria) Anticipated Performance Outcomes
Institutional Effectiveness UNIT PLAN OF ACTION IEPU: Planning, Assessment & Research REPORT PERIOD: ___AY 2006/07_____________________________ UNIT HEAD: _Martin B. Fortner, Jr._______________________________ GOALS: To provide a management framework through which the university can implement a series of evaluation systems design to facilitate continuous process improvement, accountability and institutional effectiveness. ACT 1465 STRATEGIC LINK(S): Goals Affecting Increasing Opportunities for Student Access & Success; Collateral Goals Supporting Intergovernmental Grant Administration such as Title III and Carl Perkins ACCREDITATION STANDARDS: SACS: 2.5, & 3.31 FUNDING SOURCE: 0 State 100% Title III All Operations 0 Private Sources Objectives (Measurable) Performance Indicators (Assessment Criteria) Anticipated Performance Outcomes (Assessment Results) Methodologies Used Impact to University 1. To coordinate and review all intergovernmental compliance reporting applicable to SUSLA assuring 100% success in meeting essential requirements to maintaining fiscal stability and institutional integrity and continued accreditation. (Continuous) 1(a) Maintain 100% compliance rate in the quality and timely submission of all quarterly and annual intergovernmental reports (IPEDS,ACT 1465 Strategic Plans, LaPAS Quarterly Reports, Annual Operational Plans & SACS Institutional Profiles) 1(b) Achievement of 100 % compliance rate in completion and submission of all required external/internal surveys as required of assigned by University administrators. 1(c) Finalizing University Fact Book. To coordinate research findings test results and related institutional effectiveness issue with the Board Regents, SU System Office, Intergovernmental Oversight Agencies, SACS Accreditation Commission Institutional Management & External Stakeholders. See Above Compliance with Public Sector laws, administrative policies/procedures affecting and accreditation requirements affecting institutional effectiveness through data integrity, fiscal stability instructional quality and knowledge enhancement Linking institutional performance activity to University strategic planning and SACS standards related compliance certification and quality enhancement. Continual review process to assess compliance with institutional role scope and mission and intergovernmental mandates affecting public postsecondary education. Source: SUSLA Institutional Effectiveness Model 2007

Planning Assessment and Research Plan of Action Page 2 Objectives (Measurable) Performance Indicators (Assessment Criteria) Anticipated Performance Outcomes (Assessment Results) Methodologies Used Impact to University (2) Develop university-wide IE program review criteria by the end FY ‘06/07 in performance areas related to enrollment, recruitment, retention academic quality, and graduation. 2(a) To establish minimal evaluation criteria by the end of FY ‘06/07 for academic and administrative subunits supporting the functional areas supporting the Chancellor Office, Academic Affairs, Student Affairs, Fiscal Affairs & Workforce Development 2(b). Develop outcome assessment and critical to university role scope and mission by FY’06/07 Linking administrative and academic unit performance to university strategic goals, intergovernmental mandates and accreditation standards. Enhanced data collection reflected through greater consistency in reporting. During the fund year schedule orientation workshops for 40 % of institutional reporting to discuss relationships between institutional effectiveness and continued accreditation. See as Above Linkage of institutional units to university strategic planning efforts ultimately improves accountability, reporting oversight, audit reviews and maintains data integrity. Enhancement of planning, evaluation, feedback linkage capabilities for institutional units with emphasis on entry/exit evaluation continuum establishes a framework to assess institutional effectiveness. PAR’s Institutional Effectiveness model is a multi year development project designed to with long term objectives to link all institutional performance with crucial benchmark assessment measures found in ACT 1465 Strategic Plan and accreditation mandates affecting effectiveness and quality enhancement. Enabling Institutional Participants: PAR Data Management Coordinating Council Executive Council SACS Leadership Team Quality Enhancement Administrative Council Academic Council Title III & Carl Perkins Accountability Factors: Policy Program, Process & Legal See Above Source: SUSLA Institutional Effectiveness Model 2007

Tangible Evidence of Results
INSTITUTIONAL EFFECTIVENESS REPORT IEPU: _Planning, Assessment & Research_________________________ REPORT PERIOD: ___2006/07_____________________________ UNIT HEAD: Martin B. Fortner, Jr._____________________________ GOALS: To provide a management framework through which the university can implement a series of evaluation systems design to facilitate continuous process improvement, accountability and institutional effectiveness. ACT 1465 STRATEGIC LINK(S): Goals Affecting Increasing Opportunities for Student Access & Success; Collateral Goals Supporting Intergovernmental Grant Administration such as Title III and Carl Perkins ACCREDITATION STANDARDS: SACS: 2.5, & 3.31 FUNDING SOURCE: 0 State 100% Title III All Operations 0 Private Sources Objectives (Measurable) Performance Outcomes (Assessment Results) Tangible Evidence of Results Recommendations (Barrier/Problems) Impact on University Critical Needs (If Applicable, in Priority Order) 1. To coordinate and review all intergovernmental compliance reporting applicable to SUSLA assuring 100% success in meeting essential requirements to maintaining fiscal stability and institutional integrity and continued accreditation. (Continuous) 1 (a) Maintain 100% compliance rate in the quality and timely submission of all quarterly and annual intergovernmental reports (IPEDS,ACT 1465 Strategic Plans, LaPAS Quarterly Reports, Annual Operational Plans & SACS Institutional Profiles) 1(b) Achievement of 100 % compliance rate in completion and submission of all required external/internal surveys as required of assigned by University administrators. 1(c) Finalizing University Fact Book. Achieved 100 % reporting timeliness & quality in all major intergovernmental and accreditation compliance reports. Implementation of the Data Management Coordinating Committee and resulting proactive SSPS reporting measures ensured continued funding maintenance of 10 million dollars in state appropriations, 7 million in student financial aid & 3.1 million in Title III funding 100% compliance rate for completion of required & submission assigned by University administrators. Completed the 2005/06 University Fact Book No barriers or problems to report at this time. However, PAR recommends that University senior leadership continue to support unit activities regarding institutional effectiveness organizational coordination and communication. Designation of organizational responsibility for the payment and administration of the Student evaluation of faculty. Recommendation for resources to automate University Fact Book. See Information listed under Tangible Results to the University 1. Filling the vacancy of Institutional Effectiveness Coordinator. 2. Performance Based Budgeting System and Student Learning Outcome Assessment System as developed by Alabama A&M University and presently being implemented by Southern University at Baton Rouge. This system was recommended by the SACS consultants for implementation here at SUSLA. Implementation of this system will ensure reaffirmation. 3. Transferring unit salaries to general fund monies. PAR serves a critical university function. Source: SUSLA Institutional Effectiveness Model 2007

Tangible Evidence of Results (If Applicable, in Priority Order)
Planning, Assessment and Research Effectiveness Report Page 2 Objectives (Measurable) Performance Outcomes (Assessment Results) Tangible Evidence of Results Recommendations (Barrier/Problems) Impact on University Critical Needs (If Applicable, in Priority Order) 2. Develop university-wide IE program review criteria by the end of FY’06/07 in performance areas related to enrollment, recruitment, retention academic quality, and graduation. 2(a) To establish minimal evaluation criteria by the end of FY ‘06’07 for all academic and administrative subunits supporting the functional areas supporting The Chancellor Office, Academic Affairs, Student Affairs, Fiscal Affairs & Workforce Development 2(b) Develop outcome assessment and critical to university role scope and mission by FY ‘06/07. Linking administrative and academic unit performance to university strategic goals, intergovernmental mandates and accreditation standards. Enhanced data collection reflected through greater consistency in reporting. During the fund year schedule orientation workshops for 40 % of institutional reporting to discuss relationships between institutional effectiveness and continued accreditation. See Above Revised the Present Institutional Effectiveness (IE) Model with emphasis on “closing the reporting loop” through improvement strategies and establishing reporting milestones consistent with state fiscal year budget reporting cycle. Through a revised reporting template SUSLA’s Institutional Effectiveness Program is linked to the University strategic plan, intergovernmental mandates and accreditation maintenance. Achievement of data driven assessments through the DMCC. Assessments have resulted in improved coordination between the seven program units comprising enrollment and collateral program units located under Community and Workforce Development. No barriers or problems to report at this time. However, PAR recommends that University senior leadership continue to support unit activities regarding institutional effectiveness organizational coordination and communication. Source: SUSLA Institutional Effectiveness Model 2007

Institutional Effectiveness UNIT PLAN OF ACTION IEPU: ______Admissions__________ REPORT PERIOD: ____ __ UNIT HEAD: ____ Teresa A. Jones____ GOALS: Provide prospective and readmit students with quality service and administrative assistance that support a seamless, timely and informative process for admission while ensuring compliance to University policies and procedures. ACT 1465 STRATEGIC LINK: Goals Affecting Increasing Opportunities for Student Access & Success ACCREDITATION STANDARDS: SACS: 3.31, & 4.6 FUNDING SOURCE: % State % Federal Grants % Private Sources Objectives (Measurable) Performance Indicators (Assessment Criteria) Anticipated Performance Outcomes (Assessment Results) Methodologies Used Impact to University Fully automate the admissions process to increase the number of students with files completed and processed by 10% each semester. Banner reports will show a 10% reduction in errors in student data processed each semester. The 10% reduction in number of errors in student data will provide consistent and error free student data. Provide instructional sheets to walk ins to educate applicants of the importance of providing accurate data. Better informed students. Accuracy in data reporting. Increase use of web admissions with at least 10% of students applying via the web. System reports will indicate an increase of at least 10% of students applying for admission to the University via web admissions as compared to the year. 50% of potential students will receive educational information on the importance of providing accurate data. Install two computers in the admissions office to facilitate student use of Banner Web Services Increased efficiency as the result of reduction in data entry by staff. Reduce by 10% of FY O7/08 baseline identified Data Errors Found on SSPS/Discrepancy Report and within I week of Notification. System reports will indicate an increase of at least 10% of students applying for admission to the university via Web Admissions as compared to the year. More than 10% of prospective students are afforded another means for receiving services via the Internet, which extends service hours as students may access our services beyond our traditional office hours. Administer surveys to determine student satisfaction with the Web Admissions module and to determine student satisfaction with the Web Admissions module and to determine if additional student training is needed. Increased staff productivity. Increased efficiency. Improved Coordination among Functional Units Affecting Enrollment Management. Source: SUSLA Institutional Effectiveness Model 2007

SUSLA/SACS Paradigm for Accreditation “ Statewide Student Profile System”
High Risk Area: Advisement 1. Strategic Goals: Student Access/Success 2. Risk Context: Funding/Accreditation 3. Program Area: A/Affairs, CWD & S/Affairs 4. Problems Areas: WIA, DEP & Financial Aid 5. Govt. Oversight: BOR,OPB,OLA & Federal 6. SACS Standards: 2.5, 2.10, Planning, Assessment & Research ‘06

Organizational Units: A/Affairs, CWD & Student Affairs Assessment of Process Variables Pre-Enrollment Trends Inter-organization Coordination Class Enrollment Trends Financial Aid Eligibility Class Withdrawal/Acquisition Optimal Class Purging Advisor Certification Program Admission Policies/Procedures - - - - - - - - - Planning, Assessment & Research ‘06

Institutional Effectiveness UNIT PLAN OF ACTION IEPU: Business Management REPORT PERIOD: Fall Semester 2006 UNIT HEAD: Nathaniel Manning, MBA GOALS: To facilitate the efforts of the institution in achieving its stated objectives and to increase the Business Management students’ effectiveness in each of the functional areas of business ACT 1465 STRATEGIC LINK: Goals Affecting Quality & Accountability ACCREDITATION STANDARDS: SACS: 3.31, 3.4.1, (ACBS) FUNDING SOURCE: % State % Federal Grants % Private Sources Objectives (Measurable) Performance Indicators (Assessment Criteria) Anticipated Performance Outcomes (Assessment Results) Methodologies Used Impact to University Offer an Associate Degrees in Business Management and General Studies Business Management that enhance students’ marketability for immediate entry into the job market. Provide advisement and counseling services for Business Management majors. Provide a challenging and quality curriculum that will enable students to continue studies beyond the two-year Associate Degree. Demonstrative application of subject matter. Integration of technology into course offerings. Practical research and discussion of contemporary and business and economic issues. Pre-enrollment, intermittent, and post-completion counseling and advisement. Enhancement of writing and critical thinking skill through writings, case studies, and projects. Testing consistent with expectations at 4-year institutions. Increased job placement activity for students. Demonstration of understanding of course requirements and establishment of achievable goals for students. Increased transfer, enrollment, and completion of 4-year college degrees. Continued participation in SIFE and other Business related competitions. Team assignments, contemporary case assignments. Evaluation of real business problems by interviewing and shadowing local business owners. Encourage and require students to participate in volunteer activities such as VITA and SIFE. Curriculum Degree Plan, Resume’ writing, Performance evaluation of students. Require students to use technological tools to prepare assignments. Presentation skills requirements. Norm and Criterion Reference Examinations. Establishment of articulation agreement with 4-year colleges and universities. Increased visibility of SUSLA academic and job skills programs. Better informed students about academic expectations and improvement in retention and completion of degree programs in Business Management. Increase in number of SUSLA student matriculating to 4-year programs and earning bachelor’s degrees in a Business discipline. National, State, and Local visibility of SUSLA’s academic programs in Business. Source: SUSLA Institutional Effectiveness Model 2007

IEPU: Business Management Page 2 Objectives (Measurable) Performance Indicators (Assessment Criteria) Anticipated Performance Outcomes (Assessment Results) Methodologies Used Impact to University Offer extra-curricular activities that will provide enhancements to students’ professional growth and development. Partner with business and economic entities within the local community to engage students in critical service needs of the community that will show case their business skills. Source: SUSLA Institutional Effectiveness Model 2007

Tangible Evidence of Results (If Applicable, in Priority Order)
INSTITUTIONAL EFFECTIVENESS REPORT IEPU: Business Management REPORT PERIOD: Spring Semester 2005 UNIT HEAD: Nathaniel Manning, MBA GOALS: To facilitate the efforts of the institution in achieving its stated objectives and to increase the enrollment of Business Management students’ effectiveness in each of the functional areas of business. ACT 1465 STRATEGIC LINK: Goals Affecting Quality & Accountability ACCREDITATION STANDARDS: SACS: 3.31, 3.4.1, (ACBS) FUNDING SOURCE: % State % Federal Grants % Private Sources. Objectives (Measurable) Performance Outcomes (Assessment Results) Tangible Evidence of Results Recommendations (Barrier/Problems) Impact on University Critical Needs (If Applicable, in Priority Order) Provide advisement and counseling services for Business Management majors. Provide a challenging and quality curriculum that will enable students to continue studies beyond the two-year Associate Degree. Offer an Associate Degrees in Business Management and General Studies Business Management that enhance students’ marketability for immediate entry into the job market. Offer extra-curricular activities that will provide enhance students’ professional growth and development. Continued increase in job placement opportunities. Improved academic performance and increased retention and graduation rates. Improvement in academic success in challenging courses in Business and related courses. Increased number of student participating in Jaguar Business Club, SIFE, and proposed Alpha Beta Gamma Business Honor Society. Over 75% of students are employed in areas businesses part-time or full-time while enrolled. Students participate in job and career fairs sponsored by the university and many obtain employment. Over 95% of students are employed upon completion of the Associate Degree in Business Management. Student achievement has improved. More students are returning after their initial semester of their studies. The retention rate among Business Management major has improved by over 75%. Through the use of technology, Business Management students have performed and achieved at . SUSLA needs an improved job placement center. More contact with local businesses is needed. Lack of computers and basic equipment. Computer software is needed to enhance instruction in Finance, Computerized Accounting, and Statistics. Establishment of articulation agreement with Southern University at Baton Rouge. Enhance the business curriculum by adding the following courses: Business Communications, Foreign Language (Spanish) for Business majors, Increased visibility of SUSLA academic and job skills programs. Better informed students about academic expectations and improvement in retention and completion of degree programs in Business Management. Increase in number of SUSLA student matriculating to 4-year programs and earning bachelor’s degrees in a Business discipline. National, State, and Local visibility of SUSLA’s academic programs in Business. Enhanced and technological equipped classrooms. Business and Economics Technology laboratory Increase Business faculty pay. SUSLA Business faculty are well below the regional and national averages. Office space and office furniture for Business faculty. Computer lab for Business students Software to enhance instruction in key business courses such as: statistics, economics, finance, and computerized accounting. Financial support to students to attend Business competitions and National Business conferences such as: NBMBAA and NABA. Source: SUSLA Institutional Effectiveness Model 2007

Business Management Page 2 Objectives (Measurable) Performance Indicators (Assessment Criteria) Anticipated Performance Outcomes (Assessment Results) Methodologies Used Impact to University Establishment of the Alpha Beta Gamma Honor Society. higher level. More students are passing and achieving higher grades in the more challenging courses such as Business Statistics and Finance. The number of A and B grades have gone up by 20% from spring 2003. Students participated in SIFE Regional tournament and earned “Rookie of the Year” and “First Runner-up”. Business Calculus, and Production and Quantitative Management. Establishment of a Business Advisory Board. More support from the university. Need support that the university currently offers to its Allied Health Program. Source: SUSLA Institutional Effectiveness Model 2007

UNIT PLAN OF ACTION IEPU: ___Development__________________________________ REPORT PERIOD: _ __________________________ UNIT HEAD: ___Theron Jackson_________________________ GOALS: To increase the level of private and corporate gifts. ACT 1465 STRATEGIC LINK: Revenue Enhancement ACCREDITATION STANDARDS: FUNDING SOURCE: Objectives (Measurable) Performance Indicators (Assessment Criteria) Anticipated Performance Outcomes (Assessment Results) Methodologies Used Impact to University Southern University will increase the level of private donations and corporate gifts by _50% via the operational mechanisms and established partnerships of the Development Office in 2006 – 2007. Level of funds raised, and partnership produced. Strategic Plan for Giving, Calendar of Solicitation (types: corporate and private), Develop literature package for distribution, Plan for advertisement, Plan for Student Alumni, Events, Radiothon, Golf Tournament, Giving, etc. More operational funds to be filtered through the university. Source: SUSLA Institutional Effectiveness Model 2007

UNIT PLAN OF ACTION IEPU: ___Development___________________________________ REPORT PERIOD: _ ___________________________ UNIT HEAD: ____Theron Jackson_________________________ GOALS: To launch a successful annual fund that reaches the set dollar amount goal. ACT 1465 STRATEGIC LINK: Goals Affecting Quality & Accountability ACCREDITATION STANDARDS: FUNDING SOURCE: Objectives (Measurable) Performance Indicators (Assessment Criteria) Anticipated Performance Outcomes (Assessment Results) Methodologies Used Impact to University Southern University will increase the number of Annual Donors to 100 in Increased number of annual givers. Reaching the Annual Fund Goal for the fiscal year. Computerized continuous, current database with listing of Actual and Potential Donors (Friends of Southern), types of communication with actual and potential donors, planned time frame for contact and the number of personal contacts attempted and completed. More operational funds to be filtered through the university. Source: SUSLA Institutional Effectiveness Model 2007

Where Do We Go From Here ? “Maintaining A Vision”
Communication Cooperation Mutual Respect Professionalism “A Willingness to Commit” TBCU © 2007

A Blue Print For Success “Closing The Loop”

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