Feedback and Response  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)

Findings of the Off-Site Reaffirmation Committee

The University of New Orleans established expected outcomes for its administrative support services. However, when assessing the extent to which these objectives are met, the alignment of the objectives with identified assessment methods is not always evident. For example, a measure of satisfaction or a measure of available resources does not inform the university regarding whether an objective related to campus safety is being met. While these measures may be appropriate measures for the unit to track, they would be better suited for an objective related to satisfaction with perceived campus safety or an objective related to adequate resources. The current measures do not consistently match the stated objectives. The university provides a sample of “close the loop” examples to document improvements based on analysis of the assessment results. While the university does describe the sample (e.g. one unit per office), it does not specify how the units or the examples taken from the identified units were selected. This information is needed to determine whether the sample is representative of the units and the objectives within the units.

Response and Actions Taken

The University has 21 administrative support service units organized under the Office of the President and three Vice Presidents (Academic Affairs, Business Affairs, Communications, Public Relations and Marketing).  The sample was created by randomly selecting one third of the units, ensuring representation of each supervisory office.  One example from each plan is provided to demonstrate improvements based on analysis of assessment results.

Academic Affairs




Action Plan

Improve annual faculty performance review process

Audit performance review findings for the 2013-14 academic year

COBA overall:

98% satisfactory, 2% unsatisfactory


COEHD overall:  98% satisfactory, 2% unsatisfactory


COE overall:  

68% satisfactory, 32% unsatisfactory


COLA overall:  99% satisfactory, 0% unsatisfactory

1% not applicable


COS overall: 

99% satisfactory, 1% unsatisfactory


Although the review document addresses the four key performance components (teaching, research, service, overall assessment), and there was some variance by college in these areas, the tool only allows for satisfactory, unsatisfactory or not applicable, therefore the results/data are dichotomous and not especially useful for improvement purposes.

The Faculty Governance Committee has been charged with developing a new instrument and process to be implemented for annual faculty evaluations.  The goal of revising the evaluation form is to obtain more detailed and useful data for faculty, chairs, deans and administration.  Once approved, this process will be mediated through Faculty 180 for improved efficiency – currently the forms are completed on paper copies and the results are manually calculated.


Graduate School




Action Plan

Provide prospective students with appropriate application requirements as well as an efficient process in order to ensure timely admissions to graduate school programs

Audit application and admission records

Spring 2013: Out of 529 applications 53 were complete for the Graduate School but missing additional items required by the program and therefore not able to  be reviewed.

Fall 2014: Out of 1730 applications, 215 were complete for Graduate School but missing additional items required by the program, and therefore not able to be reviewed.


This is evidence that prospective students are confused by the dual process (separate Graduate School and program applications)

We are in the process of implementing a new online application system that incorporates both Graduate School and individual program requirements, as well as integrating applicable due dates.


Human Resource Management




Action Plan

Develop an HRM Procedures Manual to improve employee training process

Number of procedures developed and disseminated; Number of employees trained

The office of Human Resource Management has created Standard Operating Procedures (SOP) of all HR processes. The procedures are stored electronically HR shared drive and are available to all HR employee. The HR Manger of each area is responsible for updating the SOP as processes change and notifying all HR staff of updated. 100% of HR employees have been training on HR procedures.

Many of the HRM duties and responsibilities have been redistributed throughout the department because of recent HRM staffing budget cuts. HRM is now working to update procedures within respective sections.


Office of Institutional Effectiveness




Action Plan

Provide professional development to all academic units, including detailed instructions and expectations regarding quality of IE plan components, in order to improve planning and assessment efforts

Participation at college meetings


Audit of changes made to plans from Fall 2014 to Spring 2015


Five college meetings held in December 2014 and January 2015, all faculty were required to attend both meetings; PowerPoint presentation and handout materials were distributed (hard copy and electronic)


Total changes to SLO, measures and targets by college:

COBA: 109


COE: 40

COLA: 218

COS: 101


Faculty feedback indicated that the professional development meetings and detailed materials were very helpful


Many units have made changes to their plans and it is imperative that faculty follow through with assessments in Spring 2015 so email reminders will be sent in April and May about reporting deadlines, these will include key points regarding quality closing the loop, which need to better address changes to instruction and student learning, not just maintenance and assessment revisions


There are some units that have not made changes, individual meetings will be scheduled to ensure that useful planning and assessment measures are in place


Meetings with the IE Committee and Deans’ Council will be scheduled to communicate results of this audit and areas for improvement


Update website with additional information and training materials



Office of the Registrar




Action Plan

Increase efficiency and accuracy of frequently used office processes by implementing technology where possible

Audit operations to identify manual processes that are frequently used and that could be quickly transitioned to electronic formats

Approximately 300 grade changes are processed each semester


Approximately 1500 program plan changes are processed each semester



An electronic grade change form that can be initiated by instructors is now available on the Registrar’s website - the form routes electronically to chair, dean, and Registrar’s office


An electronic program plan change form that can be initiated by students is now available on the Registrar’s office website


These changes are expected to reduce turn around time for faculty and students, they also provide the capability of tracking forms through the process, which was not possible with the previous manual process, and this should also ensure more accurate program and sub program codes which will help for state reporting


President’s Office




Action Plan

Increase the number of funded external grant proposals

Tally number of funded external grant proposals

There was a decrease in funded grants by 20%. There were 216 funded grants during fiscal year 2013 versus 173 funded grants during the fiscal year of 2014. The decrease in funded external grant proposals are due to the following: end of Earmark grants end of multi-year grants faculty who have left the university with grant awards (these faculty have not yet been replaced)

Bullet-points for activities the Office of the Vice President for Research and Economic Development plans undertake in FY2015 to strive towards the goals associated with increasing external funding success for UNO faculty researchers: Professional development opportunities Based upon input from faculty and deans, identify needed/desired training and professional development opportunities associated with grant-writing and research collaborations (workshops, round-tables, etc.). Coordinate, market, and hold these events when sufficient resources exist within the VP for Research and Economic Development’s purview. Work with the President and other institutional leaders, as well as with other universities and private entities, to identify additional resources needed to hold these events when sufficient resources do not exist within the VP for Research and Economic Development’s purview. Assist faculty directly (via advice, accompaniment, etc.) in communicating effectively with program officers at the agencies/companies from which the faculty plan to be requesting grants/contracts. Coordination of multi-institutional proposals In collaboration with the University of Louisiana System Leadership, and with other Vice Presidents for Research in Louisiana (i.e., those at LSU, Tulane, UL-Lafayette, and Louisiana Tech), the VP for Research and Economic Development will vigorously represent UNO to ensure that relevant UNO faculty expertise is brought to bear when large statewide initiatives are pursued for external funding (i.e., from government agencies and from industry groups). Facilitate the development of unit-level goal-setting In close collaboration with the Vice President for Academic Affairs and with the academic deans, plan and implement a process whereby individual units (departments, centers, institute, colleges, etc.) set specific annual goals with respect to applying for and securing external grants and contracts, and progress toward those goals are tracked and monitored. Incentivizing success in extramurally funded research Work with the President and other institutional leaders to implement policies that provide appropriate incentives and rewards for faculty committing the time, efforts, and persistence that are needed to be successful in securing external funding for research.


Recreation and Intramural Sports




Action Plan

Increase participation in intramural sports programs

Number of actual intramural teams registered in

The objective is to increase student participation in intramural sports programs by 2-3% annually. The report will show student participation per sport during the Fall 2014 semester which is August 13, 2014 - December 18, 2014. The student enrollment for the semester is: 9019. Fall 2014 semester findings are as follows: Basketball # of teams: 5, # of players: 48; Flag football # of teams: 7, # of players: 75; Soccer: # of teams: 8, # of players: 104. Totals: # of teams: 20, # of players: 227. Entering the Spring 2015 semester, the Department is on track to meeting the target. As of Monday January 12, 2015; the first day of classes, there is a total of 8 teams registered for intramurals.

Acting as the primary component of extracurricular physical activity on campus, the Department of Recreation & Intramural Sports is dedicated to providing sports activity for the UNO community. Each semester at least 3 sports are offered; flag football, basketball, and soccer. These sports prove to be the most consistent. Advertisement is disseminated for sports such as volleyball, ultimate Frisbee, and softball but there isn't enough student interest. The intramural sports leagues are advertised via flyers, handouts, social media, email, word of mouth, electronic media boards, RIS/UNO website, student events, and display boards. All advertisement flyers and media art work is created in house by the Assistant Director for Fitness. Advertisement for the spring semester can be enhanced by: creating bigger and more flashy flyers, increase the number of post on the RIS Facebook page, post on other department social media pages, post important dates on the UNO events calendar, run an ad in the Driftwood, and contacting the Greek organizations. More flyers will be handed out around campus and in the student dorms, we will make more post on the RIS facebook page, email the president of the Greek organizations to encourage them to form a team, post to other UNO student organization social media pages, ask my student staff to hand out flyers while walking on campus

Supporting Documents

Document Description