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 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

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

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

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

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

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.

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.

3. Student Learning and Effective Teaching

The organization provides evidence of student learning and teaching effectiveness that demonstrates it is fulfilling its educational mission.

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.

5. Engagement and Service

As called for by its mission, the organization identifies its constituencies and serves them in ways both value.

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

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

Self-study Process Assessment Symposia – 2005-2006 Hutchinson Progress Report –

January 2006 Surveys – Spring 2006

Student Learning Criterion Student Faculty/Staff

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

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

Survey Results – Faculty/Staff

Strengths Community ties and support Cooperative Education/

internships/experiential learning Faculty/staff Strong academic programs Growing research funding

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

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

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

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

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.

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.

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

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.

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

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

Focus Group Findings

WSU should be prepared to respond to the following trends: Local ethnic diversity Globalization Resource limitations Technological change

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%

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.

Other Issues

The demand for accountability will continue to grow. HLC KBOR Legislature Federal government – Spelling

Commission

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

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

What next?

What three topics do you want to talk about this fall?