Part 3 - Comprehensive Standards
  

3.3.1.2  The institution identifies expected outcomes, assesses the extent to
which it achieves these outcomes, and provides evidence of
improvement based on analysis of the results in administrative support services.  (Institutional effectiveness - administrative support services)

Compliance
Partial Compliance
Non-Compliance

Narrative

Administrative support units at the University of New Orleans identify expected outcomes, assess the extent to which outcomes are achieved, and provide evidence of improvement based on analysis of the results.  Administrative support units are distinguished from student support units by the primary emphasis on meeting the needs of non-student stakeholders.  The underlying mission of administrative support units is to serve constituents who ultimately facilitate student success. 

Background

The University has engaged in institutional effectiveness processes for a considerable amount of time.  A committee composed of faculty and staff has historically guided the annual process.  Unfortunately, these efforts were without solid institutional support or infrastructure.  It is for this reason that evidence of institutional effectiveness processes vary greatly in both quality and consistency prior to the 2013-14 academic year.  One major issue concerned the former planning template: units described multiple goals, objectives, and strategies, but the assessment tools identified were not linked to those expected outcomes and no targets were specified, making it difficult to follow through with the full assessment cycle.

Under the new leadership of President Fos, institutional effectiveness and assessment were areas targeted for significant improvement, as evidenced by a substantial commitment of resources over the past two years.  An Institutional Effectiveness Program Director position was created and filled in November 2012.  Membership of the Institutional Effectiveness Committee was adjusted to include an assistant, associate or dean from each college in addition to the faculty and staff membership.  Numerous professional development opportunities have been provided for the Institutional Effectiveness Committee as well as faculty and staff.  WEAVEonline was selected, purchased and customized to serve as a University-wide tool and repository to develop and maintain continuous improvement processes.

In Spring 2013, the Institutional Effectiveness Committee developed new plan templates to include all critical components for institutional effectiveness planning and to align with the implementation of WEAVE.   The templates included the following components:  mission, expected outcomes, measures, targets, findings, and closing the loop/action plans.  Rubrics aligned with the templates were developed so that the Institutional Effectiveness Committee could evaluate plans for consistency and quality.  The Institutional Effectiveness Committee used the rubrics to identify areas of strength and areas where improvements were needed for each administrative support service unit.  When necessary, units revised and resubmitted plans based on feedback received.

After approval from the Institutional Effectiveness Committee, all 2013-14 institutional effectiveness plans were entered into WEAVE by a core administrative team in Summer 2013.  An institutional effectiveness website and handbook were created and published in Summer 2013.  These resources are primarily intended to provide faculty and staff with a framework for understanding, planning and implementing meaningful assessment activities.  Each includes an overview of the institutional effectiveness process, an explanation of the benefits, and important dates.  Information regarding higher education accountability, including the roles of SACSOC and the Institutional Effectiveness Committee, is included.  The purpose of WEAVE and curriculum mapping is explained.  Importantly, there is a separate section of the website and manual dedicated to each component of the institutional effectiveness process including outcomes, collecting valid evidence, developing targets and closing the loop.  Each section includes descriptions and examples of the components.  Finally, a glossary and resource section is available for further guidance.

As previously mentioned, numerous professional development opportunities have been provided for the Institutional Effectiveness Committee as well as faculty and staff.  Training for WEAVE included mandatory meetings with individual departments in September and October 2013.  Four training workshops were also conducted for faculty and staff in November and December 2013.  Training materials included a PowerPoint presentation, instructional handout and Quick Start Guide.  Ongoing individualized training and support related to assessment is offered through the Office of Institutional Effectiveness via phone, email and face-to-face meetings. 

Several examples of older institutional effectiveness plans and assessment data are presented to provide context and evidence of mature data. 

Earl K. Long Library

International Education

Identifies Expected Outcomes

Administrative support units at the University of New Orleans identify expected outcomes.  Table 1 presents a list of administrative support units with the expected outcomes identified in their 2013-14 institutional effectiveness plans. 

Table 1.  Administrative Support Unit Outcomes

Office Unit Outcomes
Office of the President   Outcomes
  Internal Audit Outcomes
  University Police Outcomes
Academic Affairs Distance Education Outcomes
  International Education Outcomes
  Earl K. Long Library Outcomes
  Graduate School Outcomes
  Institutional Effectiveness

Outcomes 

  Institutional Research Outcomes
  Registrar's Office Outcomes
  University Honors Program Outcomes
  Women's Center Outcomes
Business Affairs Accounting Services Outcomes
  Auxiliary Services  Outcomes
  Facility Services Outcomes
  Human Resources Management Outcomes
  Recreation and Intramural Sport Outcomes
  University Center Outcomes
  University Computing and Communications Outcomes
Communications, Public Relations, and Marketing   Outcomes
External Affairs   Outcomes
University Advancement Alumni Affairs Outcomes
  Development Outcomes

 

Assesses the Extent to Which Outcomes are Achieved

 

Administrative support units at The University of New Orleans have measures in place to assess the extent to which identified expected outcomes are achieved.  Quantifiable performance targets related to the outcomes and assessment methods are documented as well.  Table 2 presents a list of administrative support units with the measures and targets identified in their 2013-14 institutional effectiveness plans.

Table 2.  Administrative Support Unit Measures and Targets

Office Unit Outcomes
Office of the President   Measures and Targets
  Internal Audit Measures and Targets
  University Police Measures and Targets
Academic Affairs Distance Education Measures and Targets
  International Education Measures and Targets
  Earl K. Long Library Measures and Targets
  Graduate School Measures and Targets
  Institutional Effectiveness

Measures and Targets

  Institutional Research Measures and Targets
  Registrar's Office Measures and Targets
  University Honors Program Measures and Targets
  Women's Center Measures and Targets
Business Affairs Accounting Services Measures and Targets
  Auxiliary Services  Measures and Targets
  Facility Services Measures and Targets
  Human Resources Management Measures and Targets
  Recreation and Intramural Sport Measures and Targets
  University Center Measures and Targets
  University Computing and Communications Measures and Targets
Communications, Public Relations, and Marketing   Measures and Targets
External Affairs   Measures and Targets
University Advancement Alumni Affairs Measures and Targets
  Development Measures and Targets

 

Provides Evidence of Improvement Based on Analysis of Results

 

Closing the loop is the most important step in the institutional effectiveness cycle – it involves analyzing data and then modifying strategies as needed to better achieve measurable objectives.  Plans and assessments are not judged by whether or not measurable objectives were achieved – but by whether or not a documented effort was made, data analyzed, and appropriate changes made to the strategies in order to better achieve measurable objectives in the future.

Administrative support units at the University of New Orleans report findings and develop closing the loop action plans based on data collected.  The action plans are designed for continual improvement.  A sample of administrative support units is presented to demonstrate how improvements are made based on analysis of results.  One unit from each office (Office of the President, Academic Affairs, Business Affairs, External Affairs, and University Advancement) was selected, and two closing the loop examples within that unit’s plan are presented.

Tables 3 through 7 present administrative support units with expected outcomes, measures, targets, findings, and action plans included in their 2013-14 institutional effectiveness plans. 

 

Table 3.  Office of the President – Sample Findings and Action Plans

Outcome Measure Target Finding Action Plan

Integrate “Faculty 180 Software” into the university computer system

Software implementation benchmarking

Integrate “Faculty 180 Software” into the university computer system within 9 months

Faculty 180 software was purchased in Fall 2013. Throughout the 2013-14 academic year, Academic Affairs worked with UCC, Human Resources and the Registrar’s office to implement, customize, authenticate users, and upload data. In April 2014, college training sessions were held and in May 2014, access to the system was opened. Annual department reports now include an Activity Overview By Faculty report run out of the software.

Continue customization of software and troubleshooting of problems as they arise. Transcript upload for full-time and part-time faculty, as well as teaching assistants. Develop in-depth training tools and guidelines for users. Develop plan for phase 2 of implementation, including workload policy, annual evaluations, promotion and tenure process, and sabbatical requests.

Complete alignment of unit strategic plans with the University strategic plan

Review unit strategic plans

Complete alignment of unit strategic plans with the University strategic plan by December 1, 2013

A directive to develop unit-specific strategic plans aligned with the UNO 2020 Strategic Plan was disseminated to Vice Presidents and Deans in November 2013 and January 2014. Specific steps to be taken by each type of unit on campus, as well as the timeline for completion, were disseminated in April 2014.

Follow up with units that have not yet aligned their 2014-15 IE plans with the UNO 2020 SP. Conduct annual assessments to benchmark progress.

 

Table 4.  Office of Institutional Effectiveness and Assessment – Sample Findings and Action PlansOffice of the President – Sample Findings and Action Plans

 

Outcome Measure Target Finding Action Plan
Implement WEAVE software and encourage use across campus.
 

Tally units participating in IE planning and assessment process in the software

100% of colleges, academic departments and programs will use software for IE process. 85% of administrative and student support units will use software for IE process. 75% of centers and institutes will use software for IE process.

100% of colleges, academic departments and programs are using software for IE process. 95% of administrative and student support units will are using software for IE process. 81% of centers and institutes are using software for IE process.

Follow up with service units and centers/institutes that have not completed findings/action plans for the 2013-14 cycle. Contact those units that do not have IE plans entered in WEAVE for the 14-15 cycle. Update entity tree in software to reflect recent changes.

Continue IE education of faculty and staff through website, workshops, presentations, handouts, meetings, etc.

Tally workshops, presentations, handouts, meetings, etc.

Meet with 100% of colleges and academic departments. Meet with 85% of administrative and student support units. Meet with 75% of centers and institutes.

Met with 100% of units during the 2013-14 academic year. A mandatory “back to school” meeting was scheduled with each college in August 2013. Training for WEAVE included mandatory meetings with individual departments in September and October 2013. Four training workshops were also conducted for faculty and staff in November and December 2013. A Provost Open Forum titled “Strengthening Academic Programs: The Big Picture” that was open to faculty, staff and students was held in November 2013. The IE Committee met 3 times during the academic year. All outreach efforts included PowerPoint presentations, handouts, and follow-up emails.

Continue outreach efforts. Communicate findings from second monitoring report regarding quality of IE plan components, need for data uploads to support findings in WEAVE, closing the loop/action plan types, etc. Work with IE Committee to review plans. Offer workshops each fall and spring semester on WEAVE and IE/Assessment.

 

Table 5.  Human Resources Management – Sample Findings and Action Plans

Outcome Measure Target Finding Action Plan

Improve quality of unclassified performance appraisal system
Conduct annual analysis of performance evaluation data
80% Supervisors properly trained on process; 75% of evaluations completed properly providing goals and strategies

80% Supervisors properly trained on process 26% of evaluating supervisors attend the 2013 Unclassified Performance Appraisal classroom training. We had 48 of 182 supervisors attended. All supervisors received detail procedures on conducting unclassified performance appraisals. 75% of evaluations completed properly providing goals and strategies 90% compliance on completing appraisals, 481 out of 486 evaluations were received. We had 440 evaluations completed properly, 5 were not completed and 41 were completed late

HRM will develop an online training course for the Unclassified Performance Appraisals.

Revise employee voluntary supplemental benefits program due to move from LSU to UL System 


Survey employees for benefit needs; Educational outreach programs for employees regarding benefit options

60% Employee satisfaction; 50% Employee participation

Employee satisfaction of 60% – The Office of Human Resource Management conducted a survey to assess our employees’ satisfaction with the current benefits offering. The satisfaction rates below are based on the participants’ responses as reported on the survey. Many participants responded with a “Neither Satisfied nor Dissatisfied” or “Don’t Know” which was interpreted as “Satisfied”. Dental: 81.62% Vision: 88.89% Long-Term Disability: 94.8% Life/AD&D: 98.3% AD&D: 98.29 Flexible Spending Accounts: 94.44% Employee participation of 50% in outreach activities annually. The satisfaction survey was conduct in between April and May of 2014. The survey was sent to all insurance eligible employees for a total of 1004 employees. Of all employees invited to participate, 234 responded for a participation rate of 23.3%.

HRM will increase employee benefits awareness in general. We will send quarterly email blasts and regular benefits website updates come to mind as action steps we can take to increase awareness. When conducting future surveys, we pursue support from department heads to promote within their areas. The Benefits Office will work toward communicating the benefits to employees for participating more effectively.

 

Table 6.  External Affairs – Sample Findings and Action Plans

 
Outcome Measure Target Finding Action Plan
Productive working relationships with federal program managers whose agencies fund scholarly research in areas of strength for UNO faculty
 

Development of a comprehensive UNO Federal Agenda, which articulates policy, regulatory and research funding priorities for the University

Communicate UNO Federal Agenda to Louisiana congressional delegation and secure support from members of Congress for UNO federal initiatives

In the current fiscal year, the Office of External Affairs has met this target by securing support for the Meritt C. Becker UNO Transportation Institute's proposals to the U.S. Department of Transportation's National University Transportation Center Program.

A comprehensive Federal Agenda should be developed in consultation with the Office of Research and Sponsored Programs. The Office of External Affairs will handle policy and regulatory matters, and the Office of Research and Sponsored Programs will identify priority competitive research projects and the federal agencies funding them.

Robust representation of the UNO campus perspective to state government officials, agencies and policy makers

Coordination of University's response to legislative and administrative proposals affecting higher education administration and UNO

Provide regular updates to the President’s Cabinet during legislative session. Provide updates to campus community as warranted.

Workforce Investment for a Stronger Economy (WISE) plan funded at $40 million in Governor's Executive Budget and authorized by House and Senate.

Work with campus units to develop a business plan that will demonstrate how the funds will be invested to reach the number of degrees needed as a state
 

Table 7.  Development – Sample Findings and Action Plans

 
Outcome Measure Target Finding Action Plan
Develop and implement a comprehensive a major gift and a planned gift program, focused primarily on significantly increasing restricted giving that advances UNO’s philanthropic agenda. Program includes 1. Work with the UNO President, deans and administrators to identify University fundraising priorities 2. Build a pipeline of 100 individual and planned giving prospects for each development officer. 3. Identify marketing and communication tools and methods to maximize the outreach and success of philanthropy and constituent engagement. 4. Create a culture of philanthropy amongst University administrators, faculty, staff and students
 

Tally amount of restricted giving raised annually.

1. Identify 100 individuals identified as major gift and planned gift prospects per development officer. 2. Have 5 meetings per month with President, administrators, deans, board members and Development Office. 3. Conduct 60 phone calls and e-mails per month. 4. Have 12 scheduled visits per development officer (5 to 7 individual and 3to 5 corporations/foundation) 5. Send 2 letters of proposal per month; send 22 thank you notes per month 6. Conduct 20 separate activities/events per year that instill culture of philanthropy.

1. Identified prospect list for each development officer. 2. Average of 10 meetings/month with President, Administrators, Deans, Board members and development Office staff 3. Average of 75 e-mails/month 4. Average of 10 visits/per development officer per month 5. Average of 1 proposal/month; 30 thank you notes/month 6. 25 activities/yr. that instill culture of philanthropy

Using refreshed wealth scores, segment Major Giving Prospects for college needs and affinity to increase likelihood of engagement and donation Work with each college to glean research priorities and opportunities to submit grants to increase gifts

Develop and implement a comprehensive multi-year annual program to significantly increase unrestricted giving.

Tally unrestricted annual giving

 

Tally number of alumni, parents and friends giving to unrestricted giving

Increase Annual Fund revenue to $200,000 for year ended December 31, 2013 with a minimum 20% annual increase thereafter for the next 2 calendar years.

 

Increase Board Giving to $60,000 for the calendar year ended December 31, 2013 with a 20% annual increase thereafter for the next 2 calendar years; Increase number of donors who respond to direct mail from 777 to 854 and e-mail campaigns from 111 to 150; Increase number of alumni who give via Phonathon from 35 to 65. Increase Alumni participation rate from 855 to 1,000

Annual Fund gifts as of December 31, 2013 totaled $145,246.00, which was 72.6% of the goal

 

Board gifts were $26,500, 44.2% of goal for Calendar Year 2013 Number of donors who responded to Direct Mail for calendar year 2013 was 398 Number of donors who responded to e-mail for calendar year 2013 was 47

1. To increase board giving, more frequent face-to-face visits through the year to share updates, from 1 to 2; solicit help with key visits and personalized solicitation of each individual. 2. More focused messaging and segmentation for direct mail and e-mail solicitations

 

 

 

Supporting Documents

Document Description
Document IconAssessment_International_Education_201011Assessment_International_Education_201011
Document IconAssessment_International_Education_201112Assessment_International_Education_201112
Document IconAssessment_Library_201011Assessment_Library_201011
Document IconAssessment_Library_201112Assessment_Library_201112
Document IconIE_Plan_Evaluation_Rubric_Service_Unit_201314Institutional Effectiveness Plan Evaluation Rubric Administrative Support Units
Document IconIE_Plan_International_Education_201011IE_Plan_International_Education_201011
Document IconIE_Plan_International_Education_201112IE_Plan_International_Education_201112
Document IconIE_Plan_Libarary_201112IE_Plan_Libarary_201112
Document IconIE_Plan_Library_201011IE_Plan_Library_201011
Document IconIE_Plan_Template_Service_Unit_201314Institutional Effectiveness Plan Templates: Administrative Support Units
Document IconMT_Accounting_201314.pdfMeasures and Targets: Accounting Services
Document IconMT_Alumni_Affairs_201314Measures and Targets: Alumni Affairs
Document IconMT_Auxiliary_Services_201314Measures and Targets: Auxiliary Services
Document IconMT_Development_201314Measures and Targets: Development
Document IconMT_Distance_Education_201314Measures and Targets: Distance Education
Document IconMT_External_Affairs_201314Measures and Targets: External Affairs
Document IconMT_Facility_Services_201314Measures and Targets: Facility Services
Document IconMT_Graduate_School_201314Measures and Targets: Graduate School
Document IconMT_HRM_201314Measures and Targets: Human Resources Management
Document IconMT_Institutional_Effectiveness_201314Measures and Targets: Institutional Effectiveness
Document IconMT_Institutional_Research_201314Measures and Targets: Institutional Research
Document IconMT_Internal_Audit_201314Measures and Targets: Internal Audit
Document IconMT_International_Education_201314Measures and Targets: International Education
Document IconMT_Library_201314Measures and Targets: Earl K. Long Library
Document IconMT_OCPRM_201314Measures and Targets: Communications, Public Relations, and Marketing
Document IconMT_President_Office_201314Measures and Targets: Office of the President
Document IconMT_Recreation_201314Measures and Targets: Recreation and Intramural Sports
Document IconMT_Registrar_201314Measures and Targets: Registrar's Office
Document IconMT_UCC_201314Measures and Targets: University Computing and Communications
Document IconMT_University_Center_201314Measures and Targets: University Center
Document IconMT_University_Honors_201314Measures and Targets: University Honors Program
Document IconMT_University_Police_201314Measures and Targets: University Police
Document IconMT_Womens_Center_201314Measures and Targets: Women's Center
Document IconOutcomes_Accounting_201314Expected Outcomes: Accounting Services
Document IconOutcomes_Alumni_Affairs_201314Expected Outcomes: Alumni Affairs
Document IconOutcomes_Auxiliary_Services_201314Expected Outcomes: Auxiliary Services
Document IconOutcomes_Development_201314Expected Outcomes: Development
Document IconOutcomes_Distance_Education_201314Expected Outcomes: Distance Education
Document IconOutcomes_External_Affairs_201314Expected Outcomes: External Affairs
Document IconOutcomes_Facility_Services_201314Expected Outcomes: Facility Services
Document IconOutcomes_Graduate_School_201314Expected Outcomes: Graduate School
Document IconOutcomes_Honors_Program_201314Expected Outcomes: University Honors Program
Document IconOutcomes_HRM_201314Expected Outcomes: Human Resources Management
Document IconOutcomes_Institutional_Effectiveness_201314Expected Outcomes: Institutional Effectiveness
Document IconOutcomes_Institutional_Research_201314Expected Outcomes: Institutional Research
Document IconOutcomes_Internal_Audit_201314Expected Outcomes: Internal Audit
Document IconOutcomes_International_Education_201314Expected Outcomes: International Education
Document IconOutcomes_Library_201314Expected Outcomes: Earl K. Long Library
Document IconOutcomes_OCPRM_201314Expected Outcomes: Communications, Public Relations, and Marketing
Document IconOutcomes_President_Office_201314Expected Outcomes: Office of the President
Document IconOutcomes_Recreation_201314Expected Outcomes: Recreation and Intramural Sports
Document IconOutcomes_Registrar_201314Expected Outcomes: Registrar's Office
Document IconOutcomes_UCC_201314Expected Outcomes: University Computing and Communications
Document IconOutcomes_University_Center_201314Expected Outcomes: University Center
Document IconOutcomes_University_Police_201314Expected Outcomes: University Police
Document IconOutcomes_Womens_Center_201314Expected Outcomes: Women's Center
Document IconUNO_IE_HandbookUNO Institutional Effectiveness Handbook
Document IconUNO_IE_WebsiteUNO Institutional Effectiveness Website
Document IconWEAVE_BrochureWEAVE brochure