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Continuous Quality Improvement

A CPU

FOLLOW UP REPORT

This report is a follow up to the 2013 CQI Report.  Each program description contains a summary of the initial CQI recommendations, outcomes, future projections, and key performance indicators. The information contained within this report is meant to reflect the dynamic nature of the CQI process; future projections and key performance indicators may change to reflect the changing needs of the University and its stakeholders

Introduction and Overview

Fall 2012:
Planning
Organizing

Spring 2013:
Reviewing
Evaluating

In fall 2013, a Continuous Quality Improvement Report (CQI) was published containing recommendations for efficiency for approximately 126 programs, spanning all divisions of the university.  This publication was the culmination of a year-long effort by the campus.  In August 2012, the CQI effort was formally adopted by the Board of Governors, using Robert Dickeson’s text, Prioritizing Academic Programs and Services: Reallocating Resources to Achieve Strategic Balance, as a reference for the model.  The academic year of 2012-13 found the campus profoundly engaged in the CQI project. 


The definition of a ‘program’ was determined and programs to be evaluated were identified. Three different report templates were developed to accommodate different types of programs (academic, non-academic, and customized).  The report templates included standard categories for criteria for evaluating each program. Data metrics were determined for each program.  The Center for Assessment and Institutional Research and the Office of Budget Administration were critical in gathering appropriate and accurate data for each program.  The development of a report template also precipitated the development of an evaluation rubric for each type of template which then led to scoring sheets that provided for the points and weighted percentages for each category of the report. After the report templates (with completed data metrics), evaluation rubrics, and scoring sheets were finalized, each program was asked to complete the report template by the end of the fall 2013 semester.  A twelve-member task force was appointed in anticipation of evaluating each report during the spring 2013 semester.

An excerpt from the 2013 CQI report outlines the standard criteria used for each report as well as the rating categories:
During the spring 2013 semester, the task force evaluated each program report and made recommendations for overall improvement and increased efficiency.  Each task force member scored programs in each category individually and anonymously.  Group discussions yielded general and specific recommendations; recommendations that were included in the final report were agreed upon by the task force. Programs were assigned a rating of one of three categories or a combination of two of three categories, depending on the recommendations. All of the recommendations and rankings were compiled into a final report that was presented to the campus in fall 2013. 

Potential (weighted 10%): Each program should address what the impact 

After all of the criteria were evaluated, an overall score was generated for each program, and thus programs could be ranked based on individual criteria as well as overall scores. After evaluating all programs, programs were placed in one of three categories:

The 126 programs that were evaluated represented all divisions of campus.

The task force made a total of 121 recommendations (this reflects a collective recommendation for six individual programs from the Informational Technology program within Business Affairs).  Category ratings are reflected below:

Category A:                        7 programs needed additional resources

Category B:                         68 programs needed to be maintained (improvement suggestions were noted where applicable)

Category C:                         36 programs

Category A & C:                 9 programs

Category B & C:                 1 program needed some components maintained and components eliminated

Implementation and Going Forward

2013-14
Reviewing
Responding 
Deciding

After the CQI report was published in 2013, programs were given the opportunity to review and respond to the report.  A response template was developed to provide programs a way to address any issues that had been identified with the report and to submit voluntary changes that the program could make to increase efficiency.  Programs were also asked to submit evidence of potential improved efficiencies as part of this follow-up measure.   After programs had submitted initial responses, administrators of each division reviewed the program responses and began to work with individual programs to implement positive changes for improved efficiency.  In addition, the leadership of the President’s Council has worked to coordinate decisions affecting many programs to minimize disruptions and promote overall institutional growth.

2014-15
Implementing
Improving
Projecting

The academic year of 2014-15 has been a time of implementation for many of these changes.  Some of the changes could be implemented right away; others could take several years in consideration of student needs and current operations.   The CQI project has come to be recognized as an integral part of future considerations.  In 2013, Missouri Southern submitted the CQI project as the Quality Initiative for the Higher Learning Commission.  Every accredited institution must participate in a Quality Initiative as part of the Improvement Process of the Open Pathway, our accreditation pathway with HLC.  The Quality Initiative project must be designed to suit the institution’s present concerns or aspirations.  Ideally, the project encompasses as much of the campus as possible and should be designed to improve and ultimately, affirm the quality of the work of the institution.  The CQI project was accepted by HLC as an appropriate Quality Initiative project.  As part of the Quality Initiative project, Missouri Southern will utilize the CQI work as a baseline for future program evaluations and recommendations. Programs that are categorized as those that should receive additional resources will have to be considered along with budgetary factors for each fiscal year.  

A three to five-year plan for allocating additional resources with measurable key performance indicators will need to be considered for each program.  For example, if a new degree program is recommended, faculty searches, facility space and/or equipment needs, and the time involved in seeking appropriate internal and state approval will need to be considered. Programs that are categorized as those that should be maintained should grow as the University grows, and therefore any additional resources for these programs will be assessed on a yearly basis. Programs that are categorized as those that should be restructured, reduced, or eliminated will also have to be considered along with budgetary factors for each fiscal year as well as other potential affects for other areas of the campus. For example, if a degree program is discontinued, then arrangements will need to be made for students who are currently working their way through the program in addition to transitioning from full-time to part-time faculty based on need. A three to five-year plan for review should be implemented for programs placed in this category.  Missouri Southern will submit a follow up report on the Quality Initiative project in 2016-17 to HLC.

At the current stage in the CQI project, each program has been reviewed and its status has been categorized in one of three ways:

In Progress:  This status indicates that the program may not have com

Since the 2013 CQI report was published, two programs have been combined into one cost center, thus making a total of 120 programs.  The current status of the programs evaluated is as follows:

A summary of the status of each program is depicted in the table (Table 1.1) below. 

Table 1.1    Summary of Program Categorical Placement

Program Description

Completed

Completed Most Recommendations

In Progress

Academic Advising (ACTS)

X

 

 

Accounting

X

   

Admissions

 

X

 

Alumni Office

 

X

 

Anthropology and Geography

   

X

Art

 

X

 

Athletic Compliance

   

X

Biology & Environmental Health

X

   

Bookstore

 

X

 

Budget Administration

X

   

Bursar

X

   

Campus Card Service Center

X

   

Career and Life Planning Class (UE105)

X

   

Career Services

 

X

 

Carpentry

X

 

 

Chart

 

X

 

Cheer/Dance  Program

 

X

 

Chemical and Physical Sciences

   

X

Child Development Center

   

X

College Academic Skills (UE150)

X

   

Communication

 

X

 

Computer Information Science

 

X

 

Concessions

 

X

 

BSC Conferences and Meetings

 

 

X

Counseling Services

X

   

Criminal Justice

X

   

Crossroads

X

 

 

Custodial Services

X

   

Debate

X

   

Dental Hygiene

X

   

Development Office

   

X

Disability Services

X

 

 

Distance Learning

X

   

Economics/Finance

X

   

Table 1.1    Summary of Program Categorical Placement (continued)

Program Description

Completed

Completed Most Recommendations

In Progress

EMT/Paramedic

X

 

 

Engineering Technology

X

   

English 80

X

 

English and Philosophy

   

X

Financial Aid

X

   

Fire, Safety, and Environmental Health

X

   

First Year Experience

   

X

Modern Language - French

X

 

 

Modern Language - German

X

   

Modern Language - Spanish

   

X

>

Modern Language - Various

 

X

 

Game Management

   

X

Grounds

 

X

 

History

X

   

Honors

 

X

 

Human Resources

X

   

Information Technology

   

X

Institute of International Studies

 

 

X

International Admissions

   

X

Intensive English Program

   

 X

International Studies

   

X

Kinesiology

X

   

Laundry/Equipment

X

   

Lionbacker and Special Events

X

 

 

Management & Marketing

X

   

Master of Arts in Teaching

X

   

Master of Business Administration

X

   

Master of Science in Criminal Justice

X

   

Master of Science in Dental Hygiene

X

   

Master of Science in Educ:  Early Childhood

X

   

Master of Science in Educ: Instructional Tech

X

   

Master of Science in Nursing

   

X

Mathematics

   

X

Mechanical Maintenance

X

   

Men’s Baseball

X

 

 

Program Description

Completed

Completed Most Recommendations

In Progress

Men’s Basketball

X

 

 

Men’s Cross Country/Track and Field

X

 

 

Men’s Football

X

   

Men’s Golf

X

   

Music

 

X

 

Nursing

   

X

Office Services


X

   

Paint Shop

X

   

Planning and Design

X

   

Political Science and Paralegal

X

   

Print Management

X

   

Project STAY

X

   

Psychology

X

   

Purchasing Function

X

   

Radio - KXMS

   

X

Radiology Technology

X

   

Recreational Services

   

X

Registrar

X

   

Residence Life

X

   

Resource Development Center

   

X

Respiratory Therapy

X

   

Small Business Development Center

X

   

Sociology

X

   

Southern Welcome

X

   

Speed Reading

X

   

Spiva Art Gallery

X

   

Spiva Library

   

X

Sports Information Program

X

   

Sports Marketing

X

   

Sports Medicine

X

   

Strength & Conditioning Program

X

   

Student Success Center

   

X

Talent Search

X

 

 

Teacher Education

X

 

 

 

Table 1.1    Summary of Program Categorical Placement (continued)

Program Description

Completed

Completed Most Recommendations

In Progress

Testing Services (ACTS)

X

 

 

Textbook Rental

X

 

 

Theatre

   

X

Treasurer

X

   

Tutor Training

X

 

 

TV - KGCS

   

X

University Police Department

   

X

University Relations & Marketing

 

X

 

Upward Bound

X

   

Vehicle Fleet

X

   

Warehouse and Receiving

X

   

Wilcoxon Health Center

   

X

Women’s Basketball

X

   

Women’s Cross Country/Track and Field

X

 

 

Women’s Soccer

X

   

Women’s Softball

X

 

 

Women’s Volleyball

X

 

 

Total

78

15

27

 

 

Summary

In summary, over 77% of the programs have either completed most or all of the recommendations described within the 2013 CQI Report.  The remaining programs will continue to work on specific recommendations.  All programs will continue to seek ways to operate more efficiently and effectively.  The implementation of the “Great Game of Education” endeavor across campus will help programs to determine specific measures of efficiency, set target goals, and connect each program to more universal institutional goals.  Essentially, the CQI project will gradually morph into the Great Game of Education which will provide the campus with common target goals and increase the awareness of the importance of efficiency (and quality) across campus

Program Descriptions and Status

Each program, in alphabetical order, is listed below, with a summary of the original CQI recommendations, ratings, and rankings. In addition, outcomes and future projections have been noted.  Finally, Key Performance Indicators have been establish as part of the process going forward to continue to evaluate the operating efficiency of these programs.

Program:     Accounting

Division: Academic Affairs

Category: B (maintain)

Rankings: #11 overall; #6 in division

Summary of Recommendations:

Outcomes:

The program has implemented a graduate program; the first cohort graduated in spring 2015.  As the new program becomes more visible and recruitment increases, it is anticipated that the program will continue to grow and generate revenue.

Future Projections:

Maintenance is recommended.  The program will need to be monitored for additional resources as the graduate program grows.  Faculty teaching loads will need to be considered as well as heavy advising load.

Status: Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

Program:     Admissions

Division: Development

Category: B (maintain)

Rankings: #68 overall

Summary of Recommendations:

Outcomes:

Admissions has been relocated from Student Affairs to the Development Office for better alignment with University marketing and alumni programs. Recruitment training and territorial assignments are being evaluated. The loss of a communication staff position has saved some financial resources.

Future Projections:

Maintenance is recommended with a consideration for additional resources for increased recruiting locally, regionally, and in the Lion Pride areas, including graduate program recruitment.

Status: Completed Most Recommendations

Key Performance Indicators include: number of inquiries; number of applications; number of admitted students; number of visits/tours; number of outreach events, including schools visited; number of new freshmen enrolled; number of transfer students enrolled; number of international students enrolled, rate of customer satisfaction; cost metrics.

Program:     Alumni Office

Division: Development

Category: B (maintain)

Rankings: #28 overall; #1 in division

Summary of Recommendations:

Outcomes:

The program has worked with the Development Office personnel to update alumni contact information.  The program has also worked with the Development Office and Crossroads personnel to clarify magazine recipients.  The program has increased benefits to memberships with additional recreational facility usage and wellness program benefits.  An electronic newsletter is distributed twice a month to alumni with electronic birthday greetings when possible.

Future Projections:

The program has implemented most of the recommendations.  This program should be maintained. 

Status:  Completed Most Recommendations

Key Performance Indicators include: percentage of alumni growth; number of events; number of participants in events; number of participants in reunions; number of outreach contacts to alumni; amount of funds raised; percentage of alumni giving; cost metrics; rate of stakeholder satisfaction; cost metrics. 

 

Program:     Anthropology/Geography

Division: Academic Affairs

Category: B & C (maintain/eliminate)

Rankings: #112 overall; #48 in division

Summary of Recommendations:

Outcomes:

The program developed an anthropology minor and did not eliminate any anthropology courses.  The program requested additional faculty resources for the sociology program, but was denied the position request. The program has taken on the responsibility of instructional resources for GIS courses; recent faculty searches have required an emphasis in this area to help develop that aspect of the program.  Recently, the program began work on constructing a four-year degree program in geography

Future Projections:

These programs should be evaluated separately in the future.  Both programs need to be evaluated in three to five years for program demand, efficacy, and performance.  The anthropology portion did not follow recommendations and will need additional follow up analyses.

±  Status: In Progress

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

Program:     Art

Division: Academic Affairs

Category: A & C (needs additional resources/eliminate)

Rankings: #66 overall; #31 in division

Summary of Recommendations:

Outcomes:

The program has made numerous improvements. The graphic design lab has been renovated and new computers with graphic design software have been leased.  Faculty have been reassigned to assure equipment maintenance. Course fees have been implemented to offset expenses. The program will focus on purchasing efficient and quality equipment in studio areas. The program has also increased its emphasis on community projects and expanded the Spiva Art Gallery. Future plans include restructuring course offerings to increase efficiency, implementation of new student activities, and restructuring the scholarship program to promote student recruitment and meet student demand; the consideration of additional minor offerings will be evaluated as well.

Future Projections:

This program needs to be evaluated in three to five years for program demand, efficacy, and performance.  The program has made considerable progress and needs to continue with projects described above. 

Status: Most Recommendations Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

Program:     Athletic Compliance

Division: Athletics

Category: B (maintain)

Rankings: #27 overall; #3 in division

Summary of Recommendations:

Outcomes:

The program has applied for grant funds to support another staff position.  Another staff position would help eliminate the risk of noncompliance with NCAA.

Future Projections:

Considering the compliance responsibilities of this program, it should be monitored every three to five years to determine if staffing needs are adequate. Although grant funds may offset costs, the University needs to determine other possible sources of funding for staff.

Status: In Progress

Key Performance Indicators include: number/type of NCAA infractions per year; number/type of any repeat infractions; number/type of student-related NCAA infractions per year; percentage of compliance factors met per year; GPA of student athletes; academic progress of student athletes; graduation rate of student athletes; number of volunteer events completed by student athletes; cost metrics.

 

Program:     Biology and Environmental Health

Division: Academic Affairs

Category: B (maintain)

Rankings: #1 overall; #1 in division

Summary of Recommendations:

Outcomes:

Continued growth has resulted in the need for additional faculty; those positions have been filled to reduce the severe amount of overload within the department. The Bioforensics and Bioinformatics degree options have been eliminated.  Course offerings have been restructured to promote growth in conservation and field biology areas. In particular, courses in mammology, ornithology, herpetology, and limnology have been added with good enrollment. The Environmental Health program has reduced the number of required credit hours to increase palatability and marketability of the degree.  In addition, the program has undergone a name change, implemented new minor and certificate offerings, aggressively pursued partnerships with community colleges for transfer students, and worked with Distance Learning to develop marketing strategies for the online program.

Future Projections:

Additional resources may be necessary if continued growth occurs.  The coming medical school to the region will likely increase enrollment in the program’s pre-medical courses and overall demand. Renovation of the Reynolds Hall facility is needed to update equipment and infrastructure and to accommodate increased growth. Environmental Health will need to be re-evaluated in terms of enrollment and demand. 

Status: Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Bookstore (Retail)

Division: Business Affairs

Category: B (maintain)

Rankings: #19 overall; #2 in division

Summary of Recommendations:

Outcomes:

Social media has been utilized in collaboration with the University Relations and Marketing department to promote bookstore products. An online assessment tool is being developed to help determine rate of customer satisfaction. The program still experiences visibility issues on the University website although links have been displayed within the LioNet portal.  There have been no additional strategies for implementing electronic course materials.  Ideas for enhancing a professional presence at campus events are under consideration.

Future Projections:

This program has implemented some of the recommendations, but needs to continue to make progress on others. 

Status: Completed Most Recommendations

Key Performance Indicators include: number of customers; rate of customer satisfaction; percent growth in sales; number of external selling endeavors; cost metrics.

Program:     (Office of the) Budget Administration

Division: Business Affairs

Category: B (maintain)

Rankings: #43 overall; #9 in division

Summary of Recommendations:

Outcomes:

The program does provide periodic training regarding the Banner system over budget topics. However, the training does not always coincide with annual or biannual live training and there is always a need for personnel to get a “refresher” on a particular topic. The program has determined that there is a need for “one-demand” instructional video training for different areas of the University’s ERP system, including navigation and interpretation of Banner online budget tools.  The program will work on identifying resources to prepare on-demand videos.  These videos can be prepared in-house using existing personnel and facilities.  

Future Projections:

Maintenance is recommended with no specific recommendations

Status:  Completed

Key Performance Indicators include: actual costs relative to budgeted costs; number/percent of budget deviations; number of training sessions offered; number of participants in training sessions; cost metrics.

 

Program:     (Office of the) Bursar

Division: Student Affairs

Category: B (maintain)

Rankings: #50 overall; #12 in division

Summary of Recommendations:

Outcomes:

The program implemented an in-house payment program to improve customer service and promote retention. Payment deadlines for tuition and fees have been changed and policy adjustments to amounts receivable on student accounts have been designed to promote student enrollment.

Future Projections:

Maintenance is recommended; the program continues to operate efficiently and look for ways to promote student enrollment and retention.

Status: Completed

Key Performance Indicators include: number of students dropped for non-payment; number of students participating in payment plans; number of students withdrawing for financial reasons; cost metrics.

Program:     Campus Card Service Center

Division: Business Affairs

Category: B (maintain)

Rankings: #34 overall; #7 in division

Summary of Recommendations:

Outcomes:

A promotional video demonstrating the uses of the card is in development with collaboration with the University Relations and Marketing department. 

Future Projections:

Maintenance is recommended.  Additional resources may be needed as the campus increases its usage of electronic access to buildings.

Status: Completed

Key Performance Indicators include: number of students/faculty/staff who utilize card services; number of specific services utilized; cost metrics.

Program:     Career and Life Planning Course (UE 105)

Division: Student Affairs

Category: C (restructure)

Rankings: #97 overall; #22 within division

Summary of Recommendations:

Outcomes:

The course has been restructured and is intended primarily for students who are undeclared majors. The course is now a two-credit hour course for a full semester session to allow time for assessment, exploration of potential careers, and collaboration with Career Services.  The course is offered every semester as both full and part-of-term classes. There is minimal overlap with other UE courses.

Future Projections:

Maintenance is recommended with no specific recommendations. 

Status: Completed

Key Performance Indicators include: success of student learning outcomes, number of high impact learning experiences; number of students enrolled; student completion rates; number of students subsequently declaring majors; rate of student satisfaction; cost metrics.

 

 

Program:     Career Services

Division: Student Affairs

Category:  A (needs additional resources )

Rankings: #3 overall; #2 within division

Summary of Recommendations:

Outcomes:

Additional compensation resources were utilized to fund additional time for the Coordinator to meet increased student appointment demands; student employment was also utilized but discontinued due to quality assurance concerns. The department has actively pursued grant funds and was successfully awarded three grants from two different sources: two grants for FY 2013 and one grant for FY2014. The department will continue to pursue external funding to accommodate growth.  The department concurs with the recommendation to relocate, but no available space has yet been identified.  However, the department has increased efforts to make the department more visible with increased signage on all floors of Spiva Library (current location) that provide directional assistant and indicate available services. The recommendation to collaborate with ACTS on the UE 105 course is under review.

Future Projections:

It is likely that this program will need additional resources in the future considering the implication of Career Services in fulfilling Criterion 6 of Performance Funding for the State of Missouri. This program should be reviewed again as part of a 3-5 year cycle to evaluate needs for additional resources. 

Status: Completed Most Recommendations

Key performance indicators include: number of students served (includes mock interviews, resume assistance, etc.); percentage of students employed post-graduation; percentage of students enrolled in ongoing education post-graduation; number of job and internship listings, number of outreach events to students and community including employer visits; number/percent of additional funding sources; counselor to student ratio; employer participation/contacts; career fair satisfaction for employers/students;  cost metrics.

Program:     Carpentry

Division: Business Affairs

Category:  C (restructure)

Rankings: #76 overall; #12 within division

Summary of Recommendations:

Outcomes:

A cost analysis was performed regarding the implementation of software for a work order management system.  The new system cannot be implemented at this time; however, a new system has been implemented in which craftsmen report all daily work order projects; time spent on each project; and status of completion for each project. A bi-weekly report is now generated for Residence Hall staff to show the status of work orders pertaining to that area (i.e. there were 775 work orders for one month). All work orders are aligned with the Facilities Master Plan as funding allows.  There are now three individuals that are cross-trained for building access duties. Electronic access will be added to any building renovation projects or new building construction. 

Future Projections:

Maintenance is recommended for this program with no specific recommendations.

Status: Completed

Key performance indicators include: number of work orders received; number of work orders completed; evaluation and alignment with the Facilities Master Plan; percentage of facilities with electronic access; rate of stakeholder satisfaction; cost metrics.

Program:     Chart

Division: Academic Affairs

Category: B (maintain)

Rankings: #91 overall; #38 in division

Summary of Recommendations:

Outcomes:

Enrollment within the program has been increasing and is at an all-time high. The program has requested a budget increase for additional funds for student workers to support the program.  Specifically, the program would like to hire a business major to serve as the Chair Business Manager. Advertising rates are comparable with other institutions. A newly hired advertising manager will recruit sales staff from business and public relations programs as well as communication students. There would not be additional savings by cutting the number of issues printed (due to pricing system), but the program is exploring a bi-weekly publication schedule which would reduce costs, alternating between online and print publications. The program has implemented efforts to increase recruitment and promote the newspaper with increased visibility on the website.

Future Projections:

The program has implemented some of the recommendations, but will need to continue to work on projects as described.

Status: Completed Most Recommendations

Key Performance Indicators include: success of program learning outcomes; student enrollment in applicable courses; number of publications/cost yield; visits of online publications; percent growth in distribution; advertising revenue generated; cost metrics.

Program:     Cheer/Dance

Division: Athletics

Category: A & C (needs additional resources /eliminate)

Rankings: #115/#117 overall; #20/#21 in division

Summary of Recommendations:

Outcomes:

The program has increased efforts to recruit students and build the program.  A new event, “Athlete Readiness Program” has been scheduled to recruit prospective student athletes and generate additional funds.  Students who participate in the Cheer/Dance program now have the same benefits utilized by other student athletes; this should promote recruitment. A Dance Coach was hired to increase the size of the program.  Future plans include increasing the program size to 100 squad members over time, seeking additional scholarship funds, and to create a “Community Engagement and Public Relations Squad”. 

Future Projections:

The program has implemented some of the recommendations and taken additional steps to promote recruitment, but will more likely need additional resources to be on the same level as similar programs from other institutions. Additional outreach and fundraising efforts are needed.

Status: Completed Most Recommendations

Key Performance Indicators include: number of participants; coaching quality; number of outreach events; number of fundraising events; amount of funds raised; cost metrics

Program:     Chemical and Physical Sciences

Division: Academic Affairs

Category: A (needs additional resources)

Rankings: #6 overall; #3 in division

Summary of Recommendations:

Outcomes:

The program has increased special course fees to better reflect the true cost of laboratory supplies and equipment. The program would benefit from being to roll over a portion of these fees for more expensive equipment purchases or to serve as matching funds for grants.  One position in physical sciences was filled to account for increased student demand.  The program still needs additional resources for expensive laboratory equipment updates and purchases. 

Future Projections:

Additional resources may be necessary if continued growth occurs.  The coming medical school to the region will likely increase enrollment in the program’s pre-medical courses and overall demand. Renovation of the Reynolds Hall facility is needed to update equipment and infrastructure and to accommodate increased growth. Individual disciplines still need to be evaluated. 

Status: In Progress

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

Program:     Child Development Center

Division: Academic Affairs

Category: B (maintain)

Rankings: #41 overall; #19 in division

Summary of Recommendations:

Outcomes:

The program will continue to work to maintain financial solvency.  The program would benefit from a budget increase for student work study employment to help reduce other compensational costs. In addition, the program is applying grant funds and continues to seek ways to reduce costs such as using on-campus food services, payment plans for patrons, filling every vacancy, and so forth. The program has implemented more continuing education courses that serve the community and promote revenue generation. The program also has two fundraisers each with raised money provided funds for needed supplies

Future Projections:

This program will need to continue to be monitored for financial indicators.  It may be possible to relocate this program to a different area to allow for increased enrollment and expansion which should generate revenue.  The program has maintained waiting lists for applicants for the last couple of years.  Different facilities would allow for expansion to meet the demand for the program.

Status: In Progress

Key Performance Indicators include: number of participants; number of vacancies; number of outreach endeavors, including continuing education; rate of customer satisfaction; number of students utilizing the program for educational purposes; cost metrics.

 

Program:     College Academic Skills Course (UE 150)

Division: Student Affairs

Category: C (restructure)

Rankings: #113 overall; #22 in division

Summary of Recommendations:

Outcomes:

A committee was formed to evaluate the requirements for students enrolling in this program and an ACT composition score was determined as a requirement. Summer sessions of the course were offered, but were discontinued due to low enrollment. Course content was evaluated with other similar courses and found to have minimal overlap.  Fall to spring retention rates average 77-80%.  Course content includes topics that target study skills needed for student success.

Future Projections:

With the implementation of new data metrics and an established ACT requirement, continued monitoring of overall effectiveness will be critical to make future decisions regarding this program.  This program may require additional resources as the University continues to explore ways to increase retention and success of students.

Status: Complete

Key Performance Indicators include: success of student learning outcomes; number of high impact learning experiences; student completion rates; retention rates of students enrolled in program in comparison of overall retention rate; success rate of student performance in subsequent courses.

 

Program:     Communication

Division: Academic Affairs

Category: C (restructure)

Rankings: #80 overall; #35 in division

Summary of Recommendations:

Outcomes:

The degree options for Speech Communication have been eliminated, allowing faculty to teach other needed courses. The program considered implementing a special course fee for the general education course to offset expenses, but that course is under review for redesign.

Future Projections:

This program needs to continue with projects as described.

Status: Completed Most Recommendations

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Computer Information Science

Division: Academic Affairs

Category: C (restructure)

Rankings: #9 overall; #4 in division

Summary of Recommendations:

Outcomes:

The program has redesigned the sequence of course electives, offering courses with low enrollment less frequently to allow faculty to teach other courses that are in greater demand. In addition, courses have been restructured and consolidated to allow for greater flexibility for students.  These changes have allowed greater revenue generation from tuition while utilizing the same faculty resources.

Future Projections:

The program has made some positive changes.  Ensuring adequate faculty development remains a concerns in consideration of the nature of the discipline.

Status: Completed Most Recommendations

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Concessions

Division: Athletics

Category: A & C  (needs additional resources /restructure)

Rankings: #106 overall; #18 in division

Summary of Recommendations:

Outcomes:

The program upgraded the permanent concessions counter and lockable storage for improved security.  New signage was implemented that will allow patrons to view menu items at a greater distance.  A new manager was appointed with the goal of improved customer service and greater cost efficiency.

Future Projections:

Most of the recommendations have been addressed. An assessment plan for customer satisfaction needs to be implemented as well as a plan for period cost analyses.

Status: Completed Most Recommendations

Key Performance Indicators include:  number of customers; number of menu items; percent growth in sales; rate of customer satisfaction; cost metrics.

 

Program:     Conferences and Meetings (BSC)

Division: Student Affairs

Category: B (maintain)

Rankings: #58 overall; #15 in division

Summary of Recommendations:

Outcomes:

An ad hoc committee has been formed to investigate the use of room management software.  The supervising staff position has been eliminated as a cost saving measure

Future Projections:

The financial aspects of this program need continued monitoring to evaluate financial efficacy.

Status: In Progress

Key Performance Indicators include: number of events scheduled; percent growth in revenue; rate of customer satisfaction; rate of employee satisfaction; cost metrics.

Program:     Counseling Services (ACTS)

Division:  Student Affairs

Category:  C (restructure)

Rankings: #53 overall; #13 in division

Summary of Recommendations:

Outcomes:

The recommendation of moving counseling services to Willcoxon Health Center was explored.  It was determined that there was not adequate space for counselors at this time in the center. The program has initiated referral agreements with area counseling services which have reduced the counseling load.  In addition, a full-time academic advisor position was filled, which has reduced the advising load of the counselors.  Clinical counselors can now concentrate on providing student mental healthcare as well as training and educational opportunities for the University.  There are now clear separation of duties for advisors and counselors.

Future Projections:

Maintenance is recommended with no specific recommendations

Status: Completed

Key Performance Indicators include: number of students served; number of Lion Alerts; rate of retention of students served; number of counseling sessions; rate of student satisfaction; cost metrics.

 

Program:     Criminal Justice

Division: Academic Affairs

Category: B (maintain)

Rankings: #46 overall; #22 in division

Summary of Recommendations:

Outcomes:

The law enforcement academy has been removed from the existing program in an effort to separate the technical discipline from the academic discipline.  The program is moving toward a more academic focus and is looking at offering a stand-alone graduate program; currently the graduate program is a collaborative program with another institution. Recent replacement faculty hires have credentials that are supportive of a stand-alone graduate program. The faculty continue to maintain heavy teaching and advising loads.

Future Projections:

Additional resources may be necessary if continued growth occurs.  The program will need to continue to monitor growth and investigate the possibility of redesigning the graduate program.

Status: Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Crossroads

Division: Development

Category: B (maintain)

Rankings: #26 overall

Summary of Recommendations:

Outcomes:

The program currently focuses 73% of its content on alumni items which is considered to be an acceptable percentage when compared to other institutions.  The program has recently been moved from Academic Affairs to Development, specifically within the department of Alumni Relations, to promote a connection with alumni.  Students will continue to participate in the program as part of the curriculum.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number of publications/cost yield; visits of online publications; percent growth in distribution; advertising revenue generated; percentage of alumni support; number of student participants; cost metrics. 

 

Program:     Custodial Services

Division: Business Affairs

Category:  C (restructure)

Rankings: #79 overall; #13 in division

Summary of Recommendations:

Outcomes:

The program has appointed a new supervisor and implemented several structured custodial service programs. Restructuring has occurred in high traffic areas and prominent facilities with the addition of a Lead to oversee the day-to-day operations.  A monthly training program has been implemented and the Lead will perform more frequent inspections to ensure standards are being met.  A polling program has been implemented in buildings to determine the perception of the level of cleaning.  APPA standards are now used as a measurement of cleaning quality.   In addition, new equipment has been added where possible to facilitate better quality cleaning.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include:  percentage of cleaning standards met; rate of employee/student satisfaction; cost metrics.

 

Program:     Debate

Division: Academic Affairs

Category: C (eliminate)

Rankings: #101 overall; #41 in division

Summary of Recommendations:

Outcomes:

The program was eliminated and funds were reallocated.  In addition to a small operational budget, the institution was able to recoup three full scholarships.

Future Projections:

None due to the elimination of the program.

Status: Completed

 

Program:     Dental Hygiene

Division: Academic Affairs

Category: B (maintain)

Rankings: #14 overall; #9 in division

Summary of Recommendations:

Outcomes:

The program has not implemented an additional cohort due to concerns with market saturation of the discipline. Evening hours for the dental hygiene clinic have been considered but not yet implemented. The program is currently investigating offering continuing education courses as a source of revenue generation and will monitor special course/program fees to offset expenses.

Future Projections:

The program will need to continue to monitor financial indicators. This program is more expensive due to the nature of the program itself with specific equipment and facility needs as well as accreditation requirements for numbers of faculty.

Status: Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Development

Division: Development

Category: C (restructure)

Rankings: #57 overall; #2 in division

Summary of Recommendations:

Outcomes:

The program did not fill a vacant staff position and divided responsibilities among existing members. The investment policy was revised and new fund managers are being sought to seek better returns on investment.  Communication has been increased to publicize success stories with a newly developed newsletter; to announce gifts via press conferences; list giving opportunities, both on the website and in print for distribution.  In addition, communication with partner organizations such as the Board of Governors, Alumni Office, Lionbackers, and so forth has been increased.  Finally, a five-year plan was created including a mission statement, fundraising goals, donor stewardship, partner organizations, and so forth to provide clarity for the program’s purpose and goals.

Future Projections:

The program has implemented most of the recommendations but needs to continue to work on the visibility of program goals and performance to the campus community.  The appointment of a new Executive Vice President should help to more deeply integrate fundraising with strategic planning efforts.

Status:  In Progress

Key Performance Indicators include: amount of funds raised; number/percent of target goals reached; percent of donor growth; average gift size growth; donor retention rate; percentage of pledges collected; number of outreach events; return on investment; rate of stakeholder satisfaction; cost metrics. 

 

Program:     Disability Services

Division:  Student Affairs

Category:  B (maintain)

Rankings: #23 overall; #7 in division

Summary of Recommendations:

Outcomes:

The program has implemented a Disabilities Awareness Fair which brings areas agencies onto campus to provide information about disabilities services available in the community. It also provides an opportunity for students to volunteer with various agencies. 

Future Projections:

Maintenance is recommended; the program continues to operate efficiently.

Status: Completed

Key Performance Indicators include: percentage of accommodations correctly met; compliance audit of federal/state regulations; rate of student satisfaction; number of faculty training sessions; cost metrics.

 

Program:     Distance Learning

Division: Academic Affairs

Category: B (maintain)

Rankings: #18 overall; #11 in division

Summary of Recommendations:

Outcomes:

The program did investigate other ways to deliver online courses and store course materials, but did not find acceptable ways that were less expensive and provided adequate security. The program did implement policies that promote the most efficient usage of available storage of course materials. The program has reduced the student employment and eliminated one part-time advisor position to increase cost efficiency.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number/percent of enrollment; percent growth in online courses/degree programs; number of marketing campaigns; number of training sessions for faculty; percent participate of faculty in training sessions; percent faculty/students utilizing Blackboard; percent students utilizing Blackboard services; number of courses redesigned; number/percent courses meeting online standards; number of online student advisees; number of services utilized by faculty (instructional videos, etc.); cost metrics. 

 

Program:     Economics/Finance

Division: Academic Affairs

Category: B (maintain)

Rankings: #40 overall; #18 in division

Summary of Recommendations:

Outcomes:

The program has now established separate degrees in economics and finance within the Bachelor of Science in Business Administration, which is more comparable with similar institutions and will increase transferability. In addition, a new degree, the B.S. in Economics has been implemented; this degree is in higher demand from some populations of students, such as pre-law students. Finally, the general education course, ECON 180, has been replaced with a new course, ECON 101 Economics of Social Issues which emphasizes relevancy for global issues and will be a better fit to fulfill the general education requirements.

Future Projections:

Maintenance is recommended with no specific recommendations.

¶  Status: Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure;  number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     EMT/Paramedic

Division: Academic Affairs

Category: B (maintain)

Rankings: #12 overall; #7 in division

Summary of Recommendations:

Outcomes:

The program did seek and obtain accreditation.  The program has also grown in student enrollment; this growth as well as accreditation requirements have precipitated a need for additional faculty resources.  One new full-time faulty position was recently filled.  The program was worked with University Relations and Marketing to improve the website and increase the marketing of the program.

Future Projections:

Maintenance is recommended with so specific evaluations.  

Status: Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Engineering Technology

Division: Academic Affairs

Category: C (restructure/eliminate)

Rankings: #32 overall; #16 in division

Summary of Recommendations:

Outcomes:

The program has eliminated the Drafting and Design Engineering Technology associate degree program as well as the B.S.E. in industrial technology.  The program has been moved from the School of Health Sciences to the Robert W. Plaster School of Business so that the program can become more integrated with those in the business school.  A new degree program combining technology business has been implemented (B.S. in Logistics).  The program implemented a program fee to offset expenses. In addition, the program has developed a new certificate program geared towards professionals that already have a degree and need to enhance their professional skills. The program has increased its outreach efforts to the community as service and also to recruit students.

Future Projections:

Maintenance is recommended with no specific recommendations. 

Status: Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

Program:     English 080

Division: Academic Affairs

Category: B (maintain)

Summary of Recommendations:

Outcomes:

The program was has been relocated from the Student Success Center to the English and Philosophy department and will fall under regular academic assessment metrics. 

Future Projections:

Maintenance is recommended with no specific recommendations.

¶  Status:  Completed

Key Performance Indicators include: success of program learning outcomes; number of high impact learning experiences;   number of students enrolled; student completion rates; number of students enrolled in subsequent gateway courses; cost metrics.

 

Program:     English and Philosophy

Division: Academic Affairs

Category: C (restructure/eliminate)

Rankings: #42 overall; #20 in division

Summary of Recommendations:

Outcomes:

The program has not eliminated the philosophy minor and has requested to hire an additional philosopher to meet student demand for ethics courses.  The faculty position request has not yet been approved.  The program also recommends that an assessment be implemented for writing in the general education curriculum.  The Writing Program Committee has worked with all academic departments to implement a new writing assessment program within each department. This will be implemented in fall 2015.

Future Projections:

The program needs to continue to work on projects as described.

±  Status: In Progress

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Financial Aid

Division: Student Affairs

Category: B (maintain)

Rankings: #2 overall; #1 in division

Summary of Recommendations:

Outcomes:

Financial Aid is enhancing communication regarding financial aid awards to students.  In addition, Financial Aid is working with the MSSU Foundation to coordinate and enhance efforts to award and track scholarships. The program also pursues MDHE Default Prevention Grants as additional resources to prevent default of student loans.

Future Projections:

Maintenance is recommended; the program continues to operate efficiently.

Status: Completed

Key Performance Indicators include: percent of students served; percent of aid award recipients( include scholarships, grants, and loans); average need not met by total financial aid accepted; student loan default rate; average student loan debt upon graduation; federal compliance findings; on-campus employment; number of financial aid requests processed; cost metrics.

 

Program:     Fire, Safety, and Environmental Health

Division: Business Affairs

Category: C (restructure)

Rankings: #99 overall; #18 in division

Summary of Recommendations:

Outcomes:

An exploration of the possibility for combining the two departments has determined that it would not be beneficial to do so; mainly due to all members have the University Polices department being commissioned police officers.  However, training of the police office staff has been implemented regarding hazardous material incidents or accidents on campus. A new coordinator has been appointed and a new training program has been implemented for Physical Plant staff.  A “Building Captain” program has been implemented with a total of 30 building captains who have been trained in CERT, First Aid, CPR, emergency procedures, fire extinguisher, emergency evacuation, and so forth.

Future Projections:

Maintenance is recommended with no specific recommendations. 

Status: Completed

Key Performance Indicators include: percentage of employee training; building inspection audit data; cost metrics.

 

Program:     First Year Experience

Division: Student Affairs

Category: C (restructure)

Rankings: #83 overall; #17 in division

Summary of Recommendations:

Outcomes:

An ad hoc committee has been formed to perform an in-depth analysis of the UE 100 course, including student learning outcomes, international aspects of the course, and overall effectiveness of the course in terms of retention. The program has collaborated with other departments to determine and address student needs earlier in the semester.  There is minimal overlap in course content with other UE courses. The number of learning communities will continue to be monitored in terms of student success and in consideration of performance funding.

Future Projections:

The program needs to continue to work on projects as described.

Status: In Progress

Key Performance Indicators include: success of student learning outcomes for UE 100 course; number of students served; retention rate; number of learning communities; orientation attendance; outreach to current and prospective students;  rate of student satisfaction; rate of faculty satisfaction; cost metrics.

 

Program:     Modern Languages (French)

Division: Academic Affairs

Category: B (maintain)

Rankings: #100 overall; #27 in division

Summary of Recommendations:

Outcomes:

The program has increased to a small degree with the hiring of new faculty.  No changes have been made to the program. Enrollment numbers continue to be supportive of maintenance.  The program is exploring the creation of a foreign language institute where French, German, and Spanish majors could earn the same degree with different tracks.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Modern Languages (German)

Division: Academic Affairs

Category: C (eliminate)

Rankings: #114 overall; #49 in division

Summary of Recommendations:

Outcomes:

The program was eliminated as part of a follow up review from the State of Missouri program justification endeavor from 2010. With the lack of course options, the B.S.E. in German program was eliminated as well.

Future Projections:

None due to the elimination of the program. 

Status:  Completed

 

Program:     Modern Languages (Spanish)

Division: Academic Affairs

Category: B (maintain)

Rankings: #48 overall; #40 in division

Summary of Recommendations:

Outcomes:

The program is exploring the creation of a foreign language institute where French, German, and Spanish majors could earn the same degree with different tracks.   In addition, the program is considering offering a Spanish course designed for the business community

Future Projections:

The program needs to continue to work on projects as described.

Status:  In Progress

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Modern Languages (Various – Arabic, Chinese, Japanese, Russian)

Division: Academic Affairs

Category: C (restructure/eliminate)

Rankings: #110 overall; #46 in division

Summary of Recommendations:

 

Outcomes:

The program is exploring the creation of a foreign language institute where French, German, and Spanish majors could earn the same degree with different tracks.   The program has eliminated courses in Arabic and Russian.  The program has developed new courses in East Asian languages for applicable topics.

Future Projections:

The program needs to continue to monitor enrollment and costs every three to five years. 

Status:  Completed Most Recommendations

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

Program:     Game Management

Division: Athletics

Category: C (restructure)

Rankings: #86 overall; #14 in division

Summary of Recommendations:

Outcomes:

The program explored the possibility of establishing a central ticket office (for all campus events) in the new Field House facility.  This is not feasible at this time.

Future Projections:

The program needs to address continuing concerns as described above.

Status: In Progress

Key Performance Indicators include: ticket sales; rate of customer satisfaction; cost metrics.

 

Program:     Grounds

Division: Business Affairs

Category: C (restructure)

Rankings: #92 overall; #16 in division

Summary of Recommendations:

Outcomes:

An additional 4-5 part-time staff members were utilized during seasonal peak times; this will continue as funds allow.  A cost/benefit analysis will be performed to determine the viability to hire a landscaper, rather than contract the service. A professional landscaper could also enhance tree maintenance. In the past, the Physical Plant worked with the Sustainability Committee to determine proper tree placement and planting.  The Sustainability Committee has since been discontinued. The tree crew attended a Tree Maintenance Program offered by the Missouri Department of Conservation and the department will continue to consult with the MDC on any tree issues.  It is a challenge to keep with all duties (i.e. 24 new outside trash receptacles were added); new schedules were implemented in which all outside trash receptacles are emptied at the beginning of the day and additional receptacles are placed for special events on campus.  An assessment tool is being formed to analyze student/employee satisfaction of the program.

Future Projections:

Maintenance is recommended with continued work on projects as described. 

Status: Completed Most Recommendations

Key Performance Indicators include: ratio of part-time/full-time staff; rate of employee/student satisfaction; number of incidents; cost metrics.

 

Program:     History

Division: Academic Affairs

Category: B (maintain)

Rankings: #54 overall; #22 in division

Summary of Recommendations:

Outcomes:

The program has since hired two replacement faculty positions: one with an emphasis in American history and one with an emphasis in Latin America (both replacements for individuals with European/Asian history emphases).  The program has requested an additional faculty position to teach additional history courses; this position was denied due to the lack of financial resources of the University.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Honors Program

Division: Academic Affairs

Category: C (restructure)

Rankings: #71 overall; #34 in division

Summary of Recommendations:

Outcomes:

The leadership positions have been aligned to reflect the recommendations, except for the director who is now full-time, but is not year-round (schedule is different in the summer).  The international travel requirement has been restructured to reduce the number of days required. In addition, the program will present an alternate way to complete the international requirement if a student is unable to complete it. The program has formed partnerships with area community colleges for transfer students to promote recruitment.  In addition, the program also implemented measures to connect with alumni on a larger scale. The program is in the process of working on other recommendations.

Future Projections:

The program needs to continue to work on projects as described

Status: Completed Most Recommendations

Key Performance Indicators include: success of program learning outcomes; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; number/percentage of scholarships awarded; number of outreach/recruiting events; retention of students within program; cost metrics.

 

Program:     Human Resources

Division: Business Affairs

Category: C (restructure)

Rankings: #85 overall; #15 in division

Summary of Recommendations:

Outcomes:

The program has implemented an online Customer Service survey to all supervisory personnel to determine if current needs are being met and the perception of the overall role of the program across campus.  Program information will be enhanced on the Missouri Southern website and intranet site to help publicize the role and responsibilities of the program. The program is investigating ways in which Banner might be better utilized to streamline certain tasks such as electronic time sheets. The program is now coordinating campus-wide training for certain topics; space has been reserved in the library to augment this purpose. Training topics will be expanded in the future, working in collaboration with applicable office across campus. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: rate of employee satisfaction; number and diversity of training sessions offered; percentage of employees completing training; cost metrics.

 

Program:     Information Technology

Division: Business Affairs

Category: A - C (additional resources needed; restructure)

Rankings: #36 overall; #7 in division

Summary of Recommendations:

Outcomes:

The program currently evaluates needs for equipment and staff on a constant basis; however, the program conducted additional analyses to maximize the IT staff and budget.  Two staff members were transferred from one area within IT to a different area to increase functionality and meet demand, which should help meet specific demands related to Banner.  The department will continue to assess if an additional position is needed in regards to Banner.  Increased wireless coverage has been implemented in the East Hall along with improvements to decrease signal interference.

Future Projections:

This program continues to manage heavy workloads with slim resources. Additional resources are still likely needed in this area.  Some recommendations have been addressed; work needs to continue on projects as indicated.

Status: In Progress

Key Performance Indicators include: number of work orders; status of work orders (completed, in progress, etc.); rate of turnover; rate of employee/student satisfaction, cost metrics.

 

Program:     Institute of International Studies

Division: Academic Affairs

Category: C (restructure)

Rankings: #107 overall; #44 in division

Summary of Recommendations:

Outcomes:

The program has encouraged faculty-led study abroad trips to make campus-wide presentations at the conclusion of each trip.  The program has not yet addressed other recommendations.

Future Projections:

The program needs to continue to work on projects as described.

Status:  In Progress

Key Performance Indicators include: number of events and attendance at each; number of outreach events; rate of student/faculty/staff satisfaction; number of study abroad courses; success of student learning outcomes from study abroad courses; number of countries represented for study abroad courses; number of post-trip faculty presentations; number of courses that implement international topics; cost metrics.

 

Program:     International Admissions

Division: Development

Category: B (maintain)

Rankings: #98 overall

Summary of Recommendations:

Outcomes:

International Admissions has been relocated from Student Affairs to the Development Office for better alignment with relations and marketing. Strategies have been developed to increase recruitment of international students as an effort to help globalize the campus community.  Enrollment of international students has continued to increase in recent years. 

Future Projections:

This program has the potential for a need for additional resources in order to increase recruitment and enrollment of international students. Strategies to increased enrollment have great potential but may need some additional resources to implement.

Status: In Progress

Key Performance Indicators include: number/percent of international students; number of countries of origin of students; number of recruiting partnerships with other countries; retention rates; compliance with paperwork and policies for international students; rate of student satisfaction; cost metrics.

 

Program:     Intensive English Program

Division: Academic Affairs

Category: A & C (needs additional resources/restructure)

Rankings: #96 overall; #39 in division

Summary of Recommendations:

Outcomes:

The program has not yet been relocated to an academic unit. The program has explored the requirements of accreditation, and has implemented measures that will support meeting those requirements.  The program did hire two additional faculty members, but it is likely that the program will need additional resources for faculty to be eligible for accreditation.  The program has future plans to develop courses that will be supportive of native students who will teach English in foreign countries.

Future Projections:

The program needs to continue to work on projects as described.

Status:  In Progress

Key Performance Indicators include: success of program learning outcomes; number/percent enrollment; student completion rates; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     International Studies

Division: Academic Affairs

Category: C (restructure)

Rankings: #102 overall; #42 in division

Summary of Recommendations:

Outcomes:

The program has not yet been relocated to an academic unit. The program has not explored other degree options or redesigned the current degree program.  The program has eliminated some courses and offered others at different times to increase efficiency. The program feels that it would benefit from an additional faculty position. 

Future Projections:

The program needs to continue to work on projects as described.

Status:  In Progress

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Kinesiology

Division: Academic Affairs

Category: B (maintain)

Rankings: #13 overall; #8 in division

Summary of Recommendations:

Outcomes:

The program has implemented one special course fee to offset the cost of expenses.  The program will continue to evaluate the need for additional course/program fees over time to increase cost efficiency.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Laundry/Equipment

Division: Athletics

Category: B (maintain)

Rankings: #108 overall; #19 in division

Summary of Recommendations:

Outcomes:

The program did explore other funding sources besides the University; other sources are not likely at this time.  The program also considered purchasing more efficient equipment in an attempt to reduce cost, but it is not feasible at this time. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include:  facility usage; rate of student satisfaction; cost metrics.   

 

Program:     Lionbacker and Special Events

Division: Athletics

Category: B (maintain)

Rankings: #73 overall; #10 in division

Summary of Recommendations:

Outcomes:

The program has created a new fundraising partnership with Indigo Sky Casino.  The program will continue to increase fundraising efforts and community support. The constitution of the Lionbackers has been changed to include two new subcommittees: Social Committee and Membership and Retention Committee.  A separate financial code and budget has been designated for Lionbacker events.

Future Projections:

Maintenance is recommended; the program continues to operate efficiently.

Status: Completed

Key Performance Indicators include: number of memberships; number of participants in events; number of events offered; funds raised; cost metrics; rate of member satisfaction; cost metrics.  

 

Program:     Marketing and Management

Division: Academic Affairs

Category: B (maintain)

Rankings: #10 overall; #5 in division

Summary of Recommendations:

Outcomes:

The program has formed a B.S. in Logistics degree program with the department of industrial engineering technology. In addition, the department has developed a Management Specialist certificate program and a M.S. in Management degree program.  All of these programs have been implemented except for the graduate degree, which will be implemented in spring 2016 pending accreditation approval.  The program has expanded its course offerings to include locations on the campus of Crowder College in Neosho, MO and on the campus of H. Lavity Stoutt Community College in Tortola, British Virgin Islands. The program has also developed an evening program of hybrid course offerings to recruit working students. In addition, the program eliminated two low-enrollment minors to reduce the number of classes that need to be scheduled each semester which result in cost savings. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Master of Arts in Teaching

Division: Academic Affairs

Category: B (maintain)

Rankings: #65 overall; #30 in division

Summary of Recommendations:

Outcomes:

The program is exploring the need for additional cohort with evening classes.  

Future Projections:

Maintenance is recommended with no specific recommendations. 

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Master of Business Administration

Division: Academic Affairs

Category: C (eliminate)

Rankings: #109 overall; #45 in division

Summary of Recommendations:

Outcomes:

The program was eliminated.  

Future Projections:

None due to the elimination of the program.

Status:  Completed

 

Program:     Master of Science in Criminal Justice

Division: Academic Affairs

Category: B (maintain)

Rankings: #104 overall; #43 in division

Summary of Recommendations:

Outcomes:

The program is currently a cooperative program with SEMO.  Recent faculty hires have credentials that are supportive of a graduate program.  The program is investigating the possibility of a stand-alone graduate program. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

Program:     Master of Science in Dental Hygiene

Division: Academic Affairs

Category: B (maintain)

Summary of Recommendations:

Outcomes:

The program is continuing to operate efficiently. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

Program:     Master of Science in Education (Early Childhood)

Division: Academic Affairs

Category: B (maintain)

Rankings: #61 overall; #28 in division

Summary of Recommendations:

Outcomes:

The program was eliminated due to low enrollment and reallocation of resources to stand-alone graduate programs. 

Future Projections:

None due to the elimination of the program.

Status:  Completed

Program:     Master of Science in Education (Instructional Technology)

Division: Academic Affairs

Category: B (maintain)

Rankings: #63 overall; #29 in division

Summary of Recommendations:

Outcomes:

The program was eliminated due to low enrollment and reallocation of resources to stand-alone graduate programs. 

Future Projections:

None due to the elimination of the program.

Status:  Completed

Program:     Master of Science in Nursing

Division: Academic Affairs

Category: A & C (needs additional resources/restructure)

Rankings: #56 overall; #27 in division

Summary of Recommendations:

Outcomes:

The program has partnered with another institution and is in the process of seeking approval from the accrediting body.  Pending accreditation approval, the program will be implemented in spring 2016.  At least additional faculty member has been hired with a doctorate to help support this program.  One other additional faculty will be hired within the first year of the program’s implementation to meet accreditation standards.

Future Projections:

The program will need to continue to monitor cost efficiency metrics and the need for additional resources.  In addition, some long-range planning needs to occur for the eventual transitioning of the program into a doctorate degree program.

Status:  In Progress

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Mathematics

Division: Academic Affairs

Category: B (maintain)

Rankings: #52 overall; #25 in division

Summary of Recommendations:

Outcomes:

The program is in the process of working on the recommendations.

Future Projections:

The program needs to continue to work on projects as described.

Status:  In Progress

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Mechanical Maintenance

Division: Business Affairs

Category: B(maintain)

Rankings: #37 overall; #17 in division

Summary of Recommendations:

Outcomes:

The program has undergone no specific changes and will continue to look for ways to improve efficiency. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: number of work orders; average time to completion of work orders; rate of customer satisfaction; cost metrics. 

 

Program:     Men’s Baseball

Division: Athletics

Category: B (maintain)

Rankings: #60 overall; #5 in division

Summary of Recommendations:

Outcomes:

Fundraising efforts have increased to raise needed remaining funds for new facilities. The program anticipates that the new facility will facilitate increased participation and overall growth of the program.  The program has increased its effort to connect with and engage alumni through reunions.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number of student participants; GPA of student athletes; rate of student satisfaction; coaching quality; attendance at athletic events; number of outreach events; number of fundraising events;  amount of funds raised; comparison of benchmarking data with comparable schools; cost metrics.

 

Program:     Men’s Basketball

Division: Athletics

Category: B (maintain)

Rankings: #75 overall; #11 in division

Summary of Recommendations:

Outcomes:

The program has worked to establish an annual basketball reunion for alumni in order to bring awareness to fundraising opportunities. The program will continue to showcase current facilities to host walk-on tryouts in the spring of each year to promote recruitment. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number of student participants; GPA of student athletes; rate of student satisfaction; coaching quality; attendance at athletic events; number of outreach events; number of fundraising events;  amount of funds raised; comparison of benchmarking data with comparable schools; cost metrics.

 

Program:     Men’s Cross Country/Track and Field

Division: Athletics

Category: B (maintain)

Rankings: #25 overall; #2 in division

Summary of Recommendations:

Outcomes:

The program has worked with the departments of Alumni Relations, Athletic Special Events, and the MSSU Foundation to increase the involvement of alumni fundraising.  In spite of rising costs for hosting meets, the program has worked to keep entry costs low to promote participation. The program is in the process of developing a new mailer fundraising program and establishing annual team fundraising responsibilities.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number of student participants; GPA of student athletes; rate of student satisfaction; coaching quality; attendance at athletic events; number of outreach events; number of fundraising events;  amount of funds raised; comparison of benchmarking data with comparable schools; cost metrics.

 

Program:     Men’s Football

Division: Athletics

Category: B (maintain)

Rankings: #64 overall; #11 in division

Summary of Recommendations:

Outcomes:

The program has implemented a new fundraising plan named “Huddles” which is designed to increase alumni correspondence and alumni fundraising. The program has increased its roster for the past two years to improve the quality of the team

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number of student participants; GPA of student athletes; rate of student satisfaction; coaching quality; attendance at athletic events; number of outreach events; number of fundraising events;  amount of funds raised; comparison of benchmarking data with comparable schools; cost metrics.

 

Program:     Men’s Golf

Division: Athletics

Category: B (maintain)

Rankings: #87 overall; #15 in division

Summary of Recommendations:

Outcomes:

The program has implemented several fundraising programs, including a putting contest at an area tournament. The program did explore the possibility of the addition of a women’s golf team to increase the visibility and promote the sport of golf overall.  It was determined that the addition of women’s golf was not feasible at this time. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number of student participants; GPA of student athletes; rate of student satisfaction; coaching quality; attendance at athletic events; number of outreach events; number of fundraising events;  amount of funds raised; comparison of benchmarking data with comparable schools; cost metrics.

 

Program:     Music

Division: Academic Affairs

Category: B (maintain)

Rankings: #68 overall; #32 in division

Summary of Recommendations:

Outcomes:

The program has implemented special course fees to offset expenses.  Recruitment efforts have been strengthened with increased student enrollment in various bands and choir. The program has implemented a new degree program, B.A. in Music Industry, which will serve as a recruitment tool for students and increase numbers of graduates. The department has secured some significant funding in the form of donations working with the MSSU Foundation.

Future Projections:

The program has completed most of the recommendations, but will need to be monitored every three to five years to determine cost efficiency.  It is likely that a deeper analysis by discipline is needed to make additional progress

Status:  Completed Most Recommendations

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Nursing

Division: Academic Affairs

Category: A (needs additional resources)

Rankings: #20 overall; #12 in division

Summary of Recommendations:

Outcomes:

The program is experiencing difficulty in finding qualified faculty.  The program has requested that a tuition assistance/forgiveness program be implemented that will allow existing faculty to pursue doctorate degrees which will help the program meet accreditation requirements. This type of program cannot be implemented at this time due to financial constraints. In addition, faculty salaries need to be more competitive to attract qualified faculty. The program is also trying to fund mandatory continuing education for faculty to promote faculty development.  These measures will require additional resources.  The program was provided with additional resources to hire faculty and was successful in hiring two faculty members with doctorate degrees. All of the existing faculty are teaching in the existing program; there are still not enough faculty resources to support an additional cohort.

Future Projections:

The program needs to continue to work on projects as described.

Status:  In Progress

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Office Services

Division: Business Affairs

Category: B (maintain)

Rankings: #47 overall; #10 in division

Summary of Recommendations:

Outcomes:

The program has expanded its services to include color copying.  Currently, there has not been any policy implemented on the limit of a project size for copying using departmental copiers. The program will continue to seek ways to become more efficient.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: number of items (quantity) printed; number of projects completed; average time for completion relevant to time of request; rate of customer satisfaction; cost metrics.

 

Program:     Paint Shop

Division: Business Affairs

Category: B (maintain)

Rankings: #74 overall; #11 in division

Summary of Recommendations:

Outcomes:

The program has undergone no specific changes and will continue to look for ways to improve efficiency. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: number of work orders; average time to completion of work orders; rate of customer satisfaction; cost metrics.

 

Program:     Planning and Design

Division: Business Affairs

Category: B (maintain)

Rankings: #84 overall; #14 in division

Summary of Recommendations:

Outcomes:

The program has shifted resources internally and did not fill a full-time position.  The program is operating as efficiently as possible with the current work load demands.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: number of work orders; average time to completion of work orders; rate of customer satisfaction; cost metrics.

 

Program:     Political Science and Paralegal

Division: Academic Affairs

Category: C (restructure)

Rankings: #37 overall; #17 in division

Summary of Recommendations:

Outcomes:

The program has restructured the degree program as recommended for implementation in fall 2014.  The paralegal program will gain some support from the newly formed Spradling Center for Law and Politics for expansion and marketing.  Paralegal course offerings have been expanded in both fall and spring semesters.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Print Management

Division: Business Affairs

Category: B (maintain)

Rankings: #38 overall; #8 in division

Summary of Recommendations:

Outcomes:

The program worked collaboratively with the Offices of the Bursar and Financial Aid to load a limited amount of the student’s financial aid funds on the Lion card. This measure has not yet been implemented due to concerns regarding Federal Financial Aid guidelines pertaining to the handling of student refunds.  

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: usage of campus printers; rate of customer satisfaction; cost metrics.

 

Program:     Project Stay

Division:  Student Affairs

Category: B (maintain)

Rankings: #7 overall; #4 in division

Summary of Recommendations:

Outcomes:

Although operating efficiently, the program did not fill one student employee position, thus increasing cost savings.

Future Projections:

As long as grant provisions are supportive of the program, maintenance is recommended; the program continues to operate efficiently.

Status: Completed

Key Performance Indicators include: number of students served; retention of program students; rate of student satisfaction; percent growth in program; cost metrics.

 

Program:     Psychology

Division: Academic Affairs

Category: B (maintain)

Rankings: #30 overall; #15 in division

Summary of Recommendations:

Outcomes:

The program has investigated additional degree options and is willing to implement those, but an additional faculty member is needed.  The degree options have not yet been implemented due to financial constraints in compensating another faculty position.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Purchasing Function

Division: Business Affairs

Category: B (maintain)

Rankings: #31 overall; #4 in division

Summary of Recommendations:

Outcomes:

The program did not fill a Purchasing Director position as a cost-savings measure. Work load responsibilities were reassigned internally among existing staff. The program is currently pursuing online posting of procurement documents and is seeking a web presence on campus in order to better share procurement guidelines and preferred vendors with the campus.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: number of requisitions/purchasing orders received; percentage of purchase orders completed; rate of customer satisfaction; cost metrics.

 

Program:     Radio (KXMS)

Division: Academic Affairs

Category: A & C (needs additional resources/elimination)

Rankings: #52 overall; #25 in division

Summary of Recommendations:

Outcomes:

The program is willing to make follow all of the recommendations, but has not yet been able to implement them.   Funding sources and adequate personnel is an issue. 

Future Projections:

The program needs to continue to work on projects as described.

Status:  In Progress

Key Performance Indicators include: success of program learning outcomes; student enrollment in undergraduate/graduate courses; rate of customer satisfaction; amount of funds raised; cost metrics.

 

Program:     Radiology Technology

Division: Academic Affairs

Category: A (needs additional resources)

Rankings: #29 overall; #14 in division

Summary of Recommendations:

Outcomes:

The program cannot grow enrollment without the approval of the accrediting body, which requires a 75% annual placement rate.  The program has concerns that the local market does not have the need for these positions to the same degree that the national market displays.  Therefore, with local market saturation, the accrediting body most likely would not improve an increase in enrollment. The program did receive approval from a regional medical facility for additional students at the clinical sites; the program will attempt to grow by at least two students within the near future. The program is exploring a CT degree option in conjunction with the B.S. in Health Sciences degree.

Future Projections:

The program will need to be evaluated in three to five years to assess cost efficiency.

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Recreational Services

Division:  Student Affairs

Category: B (maintain)

Rankings: #24 overall; #8 in division

Summary of Recommendations:

Outcomes:

Usage fees for faculty, staff, alumni, and other groups have been reduced to promote membership. The number of student employees and the number of daily hours open have been reduced as cost saving measures.  Cost savings have been reallocated in an attempt to repair/replace equipment.

Future Projections:

It is likely that this program will need additional resources in the future for equipment placement needs. The establishment of a capital replacement fund still needs to be considered.  One consideration might include a percentage of the membership fee to be allocated for equipment replacement expenses.

Status: In Progress

Key Performance Indicators include: number of memberships (student, staff, faculty, alumni, etc.); facility usage; percent growth in usage/memberships; rate of customer satisfaction; cost metrics.

 

Program:     (Office of the) Registrar

Division: Student Affairs

Category: B (maintain)

Rankings: #5 overall; #3in division

Summary of Recommendations:

Outcomes:

The program has increased efficiency by consolidating graduate and undergraduate files to lessen the amount of work needed file to these documents. In addition, various forms are now available online which lessens work demand.  Fees have been increased somewhat to cover graduation and transcript expenses. 

Future Projections:

Maintenance is recommended; the program continues to operate efficiently.

Status: Complete

Key Performance Indicators include: number/percent of FERPA violations; number of FERPA training sessions; number/percent of attendance at training sessions; rate of faculty satisfaction; rate of student satisfaction; cost metrics.

 

Program:     Residence Life

Division: Student Affairs

Category: A (needs additional resources)

Rankings: #45 overall; #10 in division

Summary of Recommendations:

Outcomes:

The program performed a budget analysis for the formation of a new residence hall; funding was secured primarily through bonds.  The additional residence hall will open fall 2016 and will provide housing for approximately 200 students.  Four apartment units have been renovated with some updates to the infrastructure including new plumbing.  Compensation expenses have been decreased with the reduction of student staff positions. The program has been enforcing buy-out clauses in the student housing contract which has recovered significant funds that can be used to improve student housing.

Future Projections:

With the upcoming opening of new resident halls, the program has made significant progress towards updating student housing. Going forward, this program may need additional resources to continue to meet growth and subsequent student demand.  Budgetary consideration of this program needs to become part of a strategic planning process.

Status: Complete

Key Performance Indicators include: occupancy rates; number of students on waiting lists for housing; number of students initiating buy-out clauses; number of living/leaning communities; staff-to-student ratio; number of incidents; rate of student satisfaction; cost metrics.

 

Program:     Resource Development Center

Division: Development

Category: C (eliminate)

Rankings: #116 overall; #4 in division

Summary of Recommendations:

Outcomes:

The program was not eliminated. The Service Learning Coordinator was eliminated with a completion date fall 2014 for existing multi-year grant programs.  The program subscribed to “The Grant Advisor” to learn of more grant opportunities and distribute those opportunities to campus.

Future Projections:

The program needs to continue to work on projects as described.

Status:  In Progress

Key Performance Indicators include: number of grants applied for; number of grants awarded; percentage of funds due to grants; amount of grant funds secured; number of programs receiving grant funding; rate of stakeholder satisfaction; cost metrics. 

 

Program:     Respiratory Therapy

Division: Academic Affairs

Category: B (maintain)

Rankings: #15 overall; #10 in division

Summary of Recommendations:

Outcomes:

The program will continue to share resources with Franklin Technology Center to remain efficient

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Small Business Development and Technology Center

Division: Academic Affairs

Category: C (restructure)

Rankings: #70 overall; #33 in division

Summary of Recommendations:

Outcomes:

The program has been restructured with the reassignment of existing personnel. The program has implemented five certificate programs to promote growth and recruitment. The development of iBILD (Institute for Business Innovation, Leadership, and Development) will work with the program to promote outreach and support to areas businesses for training and development on issues related to management, marketing, technology, and strategy.  The operating budget has been reduced significantly to increase cost efficiency.

Future Projections:

The program needs to continue to work toward becoming self-sustaining. In all respects, maintenance is recommended.

Status:  Completed

Key Performance Indicators include: number of participants in events; number of events held; rate of customer satisfaction; cost metrics.

 

Program:     Sociology

Division: Academic Affairs

Category: B (maintain)

Rankings: #44 overall; #21 in division

Summary of Recommendations:

Outcomes:

The anthropology courses were not reduced so there have not been any additional faculty resources to support the program.  The social work program was developed and will operate as a separate program. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

Program:     Southern Welcome

Division: Student Affairs

Category: C (restructure)

Rankings: #62 overall; #16 in division

Summary of Recommendations:

Outcomes:

The program has been relocated to the Office of First Year Experience. The sessions have been condensed to reduce the time of each session.  Fewer sessions are scheduled to maximize time, manpower, and space with a plan in place to enroll new students in between scheduled enrollment dates.

Future Projections:

Maintenance in recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number of students served; orientation attendance; number of outreach efforts; rate of student satisfaction; rate of faculty satisfaction; cost metrics.

 

Program:     Speed Reading

Division: Student Affairs

Category: C (elimination)

Rankings: #120 overall; #26 in division

Summary of Recommendations:

Outcomes:

The program has been eliminated due to low enrollment over the past three years.  The program is not a study skills program and is essentially a dynamic reading program

Future Projections:

None due to the elimination of the program.

Status: Completed

 

Program:     Spiva Art Gallery

Division: Academic Affairs

Category: B (maintain)

Rankings: #81 overall; #36 in division

Summary of Recommendations:

Outcomes:

The program has been expanded to increase community interaction and recruitment of students.  The expansion has precipitated a small compensation amount for additional upkeep of the program.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: number of shows/events; attendance at shows/events; rate of customer satisfaction; cost metrics.

 

Program:     Spiva Library

Division: Academic Affairs

Category: C (restructure)

Rankings: #51 overall; #24 in division

Summary of Recommendations:

Outcomes:

The program the remodeled two rooms with updated furniture and charging stations. In addition, charging stations have been added throughout the library.  A faculty librarian position with an emphasis in Emerging Technologies was appointed for technological support. The program would like to implement a part-time marketing/outreach staff position as well as additional student employment positions.  In addition, other remodeling needs include furniture and carpet replacement on two other floors and the construction of additional study room.  The additional positions and remodeling will not occur at this time due to financial constraints.

Future Projections:

The program has completed some recommendations, but needs to continue to work on space utilization issues. 

Status:  In Progress

Key Performance Indicators include: number of patrons/users; usage of technological resources; usage of library resource materials (electronic and paper); space utilization; rate of customer satisfaction; cost metrics.

 

Program:     Sports Information

Division: Athletics

Category: B (maintain)

Rankings: #72 overall; #9 in division

Summary of Recommendations:

Outcomes:

The program will continue to seek ways to become more efficient.  Future plans include collaborating with the Sports Marketing program on ways to general additional revenue.

Future Projections:

Maintenance is recommended; the program continues to operate efficiently.

Status: Completed

Key Performance Indicators include: overall number of promotional media items; number of different types of promotional media; attendance at events; rate of customer satisfaction; cost metrics.

 

Program:     Sports Marketing

Division: Athletics

Category: B (maintain)

Rankings: #67 overall; #7 in division

Summary of Recommendations:

Outcomes:

The program has continued to implement improvements. A new software system was purchased to better track sponsors and packages as well as to improve packages offered. A new plan to promote attendance at athletic events was implemented utilizing television commercials, local business visits, improved marketing materials, and increased community engagement.  The program explored the possibility of investing in another marketing/sales position but it was not feasible.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: attendance of athletic events; cost metrics.

 

Program:     Sports Medicine

Division: Athletics

Category: B (maintain)

Rankings: #77 overall; #12 in division

Summary of Recommendations:

Outcomes:

The program has revised primary insurance requirements to establish guidelines for all student athletes.  Student athletes are required to submit verification form and insurance cards as proof of primary insurance.  A future plan for the existing facilities includes an analysis of the flow and productivity of the athletic training room.  Future possibilities include a possible modernized athletic training room in a New Field House facility.  Budget constraints do not permit a renovation of the existing facility at this time.

Future Projections:

Maintenance is recommended the program with no specific recommendation.

Status: Completed

Key Performance Indicators include: number of athletes utilizing facility; percentage of athlete recovery; rate of student satisfaction; cost metrics.

 

Program:     Strength and Conditioning

Division: Athletics

Category: B (maintain)

Rankings: #78 overall; #13 in division

Summary of Recommendations:

Outcomes:

The program has continued to make improvements. The program has developed a Strength and Conditioning Clinic for area high school coaches. The program has also updated the Student Athlete Handbook to increase awareness of injury prevention in regards to strength and conditioning.

Future Projections:

Maintenance is recommended; the program continues to operate efficiently.

Status: Completed

Key Performance Indicators include: number of program student participants; percentage of student injuries; number of community events held; number of participants of community stakeholders; cost metrics.

 

Program:     Student Success Center

Division:  Student Affairs

Category: C (restructure)

Rankings: #89 overall; #20 in division

Summary of Recommendations:

Outcomes:

The program currently offers tutoring in over 100 subjects in both lower and upper division courses. Departments are contacted each semester to assess tutoring needs while individual student requests are managed on a case by case basis.  The program will continue to work with as many departments as possible within current budget constraints.  The program has worked to make tutoring opportunities more visible across campus by enhancing website information; developing a video to the displayed on the four winds system; advertising on campus electronic signs; meeting with individual classes such as the University orientation course.  The program has also collaborated with Distance Learning to enhance online tutoring opportunities for students. The program is currently developing a program that will provide for departmental training on the tutoring program.  In addition, a series of videos are being developed that will address student success topics such as note-taking, textbook strategies, and so forth. The department has also restructured its Tutor Training Certification course to make it more student-friendly and with reduced time for in-class training.

Future Projections:

The program needs to continue to work on projects as described.

Status: In Progress

Key Performance Indicators include: number of student tutors; number of disciplines served; number of students served; rate of student satisfaction; rate of departmental satisfaction; cost metrics.

 

Program:     Talent Search

Division: Student Affairs

Category: B (maintain)

Rankings: #22 overall; #5 in division

Summary of Recommendations:

Outcomes:

The program is operating at capacity with the funding provided.  One staff position was eliminated and the program now shares administrative assistant duties with another program. 

Future Projections:

As long as grant provisions are supportive of the program, maintenance is recommended; the program continues to operate efficiently.

Status: Completed

Key Performance Indicators include: number of students served; rate of student satisfaction; cost metrics.

 

Program:     Teacher Education

Division: Academic Affairs

Category: A (needs additional resources)

Rankings: #4 overall; #2 in division

Summary of Recommendations:

Outcomes:

External funding was secured to renovate and implement a new computer (Mac) laboratory for teacher education students. The Mac lab has double the capacity of the existing computer lab and will allow for a decrease in the number os sections of education technology courses taught, thus increasing cost savings. In addition, the program implemented special course fees which helped to improve cost efficiency. The program has also taken considerable steps to expand its offerings with additional locations in Jane, Webb City, and Nevada, MO. The program has launched its first stand-alone graduate program with plans for three additional graduate programs to meet market demand. The program has remained cost efficient by utilizing adjunct faculty in these programs

Future Projections:

Maintenance is recommended with no specific recommendations.

Status:  Completed

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     Testing Services (ACTS)

Division: Student Affairs

Category: B (maintain)

Rankings: #33 overall; #9 in division

Summary of Recommendations:

Outcomes:

The program continues to look for additional testing opportunities and has added LSAT testing capabilities.

Future Projections:

Maintenance is recommended; the program continues to operate efficiently.

Status: Completed

Key Performance Indicators include: number of students served in each testing area; number of types of tests offered; rate of student satisfaction; cost metrics.

 

Program:     Textbook Rental

Division: Business Affairs

Category: B (maintain)

Rankings: #21 overall; #3 in division

Summary of Recommendations:

Outcomes:

The program currently works with individual departments to allow flexibility when departments can utilize a longer adoption cycle.  Programs that extend the adoption cycle by even two semesters can reduce the University’s expenditures.  The program is hesitant to adopt a blanket policy for flexible adoption cycles due to the physical wear and tear on textbooks.

Future Projections:

The program will need to monitor costs and revenue closely in the future.  It is likely that the need for physical texts will decline while the need for electronic texts and access codes will increase.  The program should be maintained.

Status:  Completed

Key Performance Indicators include: ratio of the number of texts rented to the number of texts ordered; number of texts that utilize an extended adoption cycle; rate of customer satisfaction; cost metrics.

 

Program:     Theatre

Division: Academic Affairs

Category: C (restructure)

Rankings: #111 overall; #47 in division

Summary of Recommendations:

Outcomes:

The program has increased the admission price for non-MSSU patrons to generate revenue. Recruitment efforts have been increased with annual visits to local high schools for workshops and performances. The program will now vary course offerings to increase student interest and promote recruitment. The program will continue to develop activities such as the Shakespeare Festival to reach out to the community. 

Future Projections:

The program needs to continue to work on projects as described.

Status:  In Progress

Key Performance Indicators include: success of program learning outcomes; student performance on major field exam/licensure; number of high impact learning experiences; number of majors/minors/certificates; student enrollment in undergraduate/graduate courses; student completion rates; rate of time to complete degree; faculty profile metric; faculty performance metric; cost per credit hour; cost metrics.

 

Program:     (Office of the) Treasurer

Division: Business Affairs

Category: A (needs additional resources)

Rankings: #8 overall; #1 in division

Summary of Recommendations:

Outcomes:

The program is operating efficiently and effectively. The Office of the Treasurer has the highest fiduciary duty to manage the resources of the University in a responsible and ethical manner. The program will continue to look for ways to decrease costs as within the program itself as well as provide suggestions for both revenue and expenditure opportunities to other areas on campus.

Future Projections:

The program needs to continue to work on projects as described.

Status:  Completed

Key Performance Indicators include: annual audit performance results; efficiency or comparative financial data/ratios; accounts payable turnover rate; rate of customer satisfaction; cost metrics.

 

Program:     Tutor Training

Division: Student Affairs

Category: B (maintain)

Rankings: #118 overall; #25 in division

Summary of Recommendations:

Outcomes:

The program maintains adequate training in order to meet professional standards and certification qualifications of the College Reading and Learning Association.  The class format has been changed to allow for greater flexibility for students.  The program continues to work with many departments on campus, providing trained tutors in a number of disciplines.  In addition, the program has reached out to high schools with a Tutor Day that provides training to them with MSSU tutors.   The department has also restructured its Tutor Training Certification course to make it more student friendly and with reduced time for in-class training.

Future Projections:

Maintenance is recommended; the program continues to look for ways to operate efficiently.

Status: Completed

Key Performance Indicators include: number of student tutors trained and certified; number of disciplines served; number of students served; cost metrics.

 

Program:     TV (KGCS)

Division: Academic Affairs

Category: A & C (needs additional resources/restructure)

Rankings: #90 overall; #37 in division

Summary of Recommendations:

Outcomes:

The program has working on a partnership with Joplin High School to share equipment and facilities.  

Future Projections:

The program needs to continue to work on projects as described.

Status:  In Progress

Key Performance Indicators include: success of program learning outcomes; student enrollment in undergraduate/graduate courses; rate of customer satisfaction; amount of funds raised; cost metrics.

 

Program:     University Police

Division: Student Affairs

Category: C (restructure)

Rankings: #93 overall; #21 in division

Summary of Recommendations:

Outcomes:

The program has updated its website to increase visibility of all services to students and employees.  Development and implementation of training programs for employees and students are under review. A proposal to combine the University Police department with the Fire, Safety, and Environmental Health departments is under review.  An assessment plan for the program is under review.

Future Projections:

The program needs to continue to work on projects as described.

Status: In Progress

Key Performance Indicators include: crime rates; response time to calls/incidents; number of outreach efforts; rate of employee and student satisfaction; number of employees who have completed campus safety training; number of students who have completed campus safety training; number of service calls; cost metrics.

 

Program:     University Relations and Marketing

Division: Development

Category: C (restructure)

Rankings: #59 overall; #3 in division

Summary of Recommendations:

Outcomes:

The program developed a comprehensive marketing plan for FY2015.  The program has worked to increase coordination among itself and the academic programs with a greater presence at academic department meetings and strategizing with them to meet their advertising needs. There is a designated staff member within the Admissions that serves as a liaison with the URM program. The liaison works frequently with the design and multimedia teams in URM on the development of Admissions items to ensure consistency. The web team in URM also works closely with Admissions to support ways to market MSSU in high schools and community colleges.  The URM program would like to increase cohesion between URM and Admissions by holding meetings between directors or offices, idea/plan sharing, language agreement on advertising, and establishing market territories. The URM program has become the primary designer of all promotional materials and works closely with Admissions, athletics, and Alumni Office to coordinate communication efforts to stakeholders. However, the program feels that the development of a year-long master communications plan would be greatly beneficial and would provide constituents with useful information that is not unnecessarily repeated. It may be beneficial for URM to have more of a leadership role in these endeavors for better coordination of materials. As an example of this, the management of Crossroads magazine was recently transferred from the department of Communication to URM. The program has actively implemented an aggressive cross-training program: professional writers; photographer with videography; videographer with photography; graphic designers with photography are a few examples. The licensing approval for MSSU-logoed items has been transferred from athletics to URM.  The program can now better control how logos are used.  A temporary bookstore with logoed merchandised was housed in the area shopping mall with evident success. Communication with area retailers has been increased to determine what type of merchandise is needed in stores.

Future Projections:

The program has made significant progress towards implementing recommendations with ongoing efforts to become more efficient. 

Status:  Completed Most Recommendations

Key Performance Indicators include: number of external advertising events, campus and program level; goal completion rate at reaching target audiences; website/landing pages traffic; cost per lead; return on advertising; engagement level of social media; rate of stakeholder satisfaction; cost metrics.

 

Program:     Upward Bound

Division: Student Affairs

Category: B (maintain)

Rankings: #16 overall; #5 in division

Summary of Recommendations:

Outcomes:

The program is operating at capacity with the funding provided.  One staff position was eliminated and the program now shares administrative assistant duties with another program. 

Future Projections:

As long as grant provisions are supportive of the program, maintenance is recommended; the program continues to operate efficiently.

Status: Completed

Key Performance Indicators include: number of students served; percent growth; rate of student satisfaction; cost metrics.

 

Program:     Vehicle Fleet

Division: Business Affairs

Category: B (maintain)

Rankings: #95 overall; #17 in division

Summary of Recommendations:

Outcomes:

The program will be renamed Fleet Maintenance

Future Projections:

Maintenance is recommended; the program continues to operate efficiently.

Status: Completed

Key Performance Indicators include: cost metrics.

 

Program:     Warehouse and Receiving

Division: Business Affairs

Category: C (restructure)

Rankings: #103 overall; #19 in division

Summary of Recommendations:

Outcomes:

The supervision of the warehouse and receiving operations were transferred to the Director of Physical Plant to increase efficiencies in the use of manpower.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include:  rate of stakeholder satisfaction; cost metrics.

 

Program:     Willcoxon Health Center

Division: Student Affairs

Category: C (restructure)

Rankings: #49 overall; #11 in division

Summary of Recommendations:

Outcomes:

Limited changes can be implemented unless the University moves to an “urgent care” model.  This would incur substantial cost in needed positions for physicians and office staff. There is currently not adequate space to accommodate counseling services in the health center with our current model.

Future Projections:

Additional analyses needs to be conducted to determine if potential revenue could offset a significant investment. Other recommendations are still under consideration.  Additional sources of funding including grants and donors should be considered.

Status: In Progress

Key Performance Indicators include: number of customers served; rate of customer satisfaction; wait time for services; participating in health initiatives; cost metrics.

 

Program:     Women’s Basketball

Division: Athletics

Category: B (maintain)

Rankings: #39 overall; #4 in division

Summary of Recommendations:

Outcomes:

The program has implemented specific measures to increase cost efficiency.  The number of scouting services used has been reduced from multiple services to one. Travel for recruiting has been modified to use less expensive rental vehicles when traveling long distances. The number of hotel rooms utilized has been reduced from ten to eight. Meal expenses have been reduced by using on-campus services and athlete meal plans. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number of student participants; GPA of student athletes; rate of student satisfaction; coaching quality; attendance at athletic events; number of outreach events; number of fundraising events;  amount of funds raised; comparison of benchmarking data with comparable schools; cost metrics.

 

Program:     Women’s Cross Country/Track and Field

Division: Athletics

Category: B (maintain)

Rankings: #17 overall; #1 in division

Summary of Recommendations:

Outcomes:

The program has continued to implement improvements.  A plan has been developed to connect with and engage alumni through Alumni Weekend and social media.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number of student participants; GPA of student athletes; rate of student satisfaction; coaching quality; attendance at athletic events; number of outreach events; number of fundraising events;  amount of funds raised; comparison of benchmarking data with other schools; cost metrics.

 

Program:     Women’s Soccer

Division: Athletics

Category: B (maintain)

Rankings: #69 overall; #8 in division

Summary of Recommendations:

Outcomes:

The program increased its fundraising efforts by partnering with local businesses and participating in community engagement activities.  The program also investigated ways to increase its connections and engagement with alumni by focusing on alumni from both men’s and women’s soccer former teams. In addition, the program explored options  to increase revenue from ticket and concession sales. 

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number of student participants; GPA of student athletes; rate of student satisfaction; coaching quality; attendance at athletic events; number of outreach events; number of fundraising events;  amount of funds raised; comparison of benchmarking data with other schools; cost metrics.

Program:     Women’s Softball

Division: Athletics

Category: B (maintain)

Rankings: #94 overall; #16 in division

Summary of Recommendations:

Outcomes:

The program has worked to improved fundraising through Homerun Derby and team participation in area fireworks stands.  In particular, funds were raised to replace field dirt which improved efficiency and costs savings with drying agents. In an effort to improve budget management, the program participates in Budget Buster on an annual basis.  New assistant coach staff position has been appointed which should contribute to the improvement of the overall team performance. 

Future Projections:

Maintenance is recommended.  The program has identified facility deficiencies as a contributor to low overall team performance.  An upgrade in facilities is needed to be more competitive in recruiting student athletes. Additional fundraising efforts will likely be needed in the future in accomplishment of this goal.  This needs to be implemented in an overall strategic plan with other University funding needs.

Status: Completed

Key Performance Indicators include: number of student participants; GPA of student athletes; rate of student satisfaction; coaching quality; attendance at athletic events; number of outreach events; number of fundraising events;  amount of funds raised; comparison of benchmarking data with other schools; cost metrics.

 

Program:     Women’s Volleyball

Division: Athletics

Category: C (restructure)

Rankings: #105 overall; #17 in division

Summary of Recommendations:

Outcomes:

The program has recently appointed a new Head Coach after conducting a national search.  It is likely that new endeavors to improve performance and recruitment will be implemented over time.

Future Projections:

Maintenance is recommended with no specific recommendations.

Status: Completed

Key Performance Indicators include: number of student participants; GPA of student athletes; rate of student satisfaction; coaching quality; attendance at athletic events; number of outreach events; number of fundraising events;  amount of funds raised; comparison of benchmarking data with other schools; cost metrics.

 

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