Transcript Reporting Standards in Performance Auditing

A Blue Print For Success
“Closing The Loop”
Planning, Assessment & Research
Southern University at Shreveport
September 5, 2007
Mr. Martin B. Fortner, Director
Ms. Eva J. Harris, IE Coordinator
Dr. John Mills, IR Coordinator
Planning, Assessment & Research ‘07
1
SUSLA/SACS Paradigm for Accreditation
“Institutional Effectiveness”

Strategic Planning / Vision 2020: Vibrant Balanced Economy
With a Well-Educated Workforce & Improved Life Quality.

Institutional Operational Plans: Establish Annual
Performance Targets and Reporting Strategic Goal Attainment
Activities.

Institutional Effectiveness Plans: Establish Annual
Performance Targets For Organizational Units

SACS/QEP(s): Linking Institutional Units Into the Strategic
Planning/Reporting & Reaffirmation Process.

Performance Budgeting: Cost Maximization & Resource
Utilization. Emphasis: Cost Avoidance, Cost Liabilities & Cost
Effectiveness.
Planning, Assessment & Research ‘06
2
SUSLA’s IE Model
“Our Blue Print for the Future”
“Opening
the Loop”
“Closing the Loop”
PAR-IEP -Harris, EJ (07-07)
Principles of Accreditation
“Foundations for Quality Enhancement”
SACS Deliverables
Compliance Certification – Documents Our Response to
- Core Requirements (11)
- Comprehensive Standards (53)
- Federal Mandates (8)
Quality Enhancement Plan (QEP) – Documents SUSLA’s Response
to Core Requirement 12
4
Planning, Assessment & Research ‘06
Principles of Accreditation
“Foundations for Quality Enhancement”

Paradigm For SUSLA QEP Development
• RSM Environmental Scan
• Assessment of Student Learning
• Definition of Product
• Core Values
• Value Added
• Action for Change (Quality Emphasis)
5
Planning, Assessment & Research ‘06
SUSLA/SACS Paradigm for Accreditation
“Establishing Accountability”

Five Levels of Accountability
1. Policy Accountability
Selection of policies pursued/rejected.
2. Program Accountability *
Goal achievement.
3. Performance Accountability * Efficient operations.
4. Process Accountability *
Using adequate process, procedures,
or measures in performing actions
required.
5. Probity/Legal Accountability * Spending funds in accordance
with approved budget and
legal requirements.
6
Planning, Assessment & Research ‘06
SUSLA/SACS Paradigm for Accreditation
“Data Driven Assessments”









Core Data Systems
Statewide Student Profile System /Explorer
IPEDS
Performance Based Budget Planning & Reporting
Enhanced University Assessment Capability
Perception Based Surveys
Knowledge, Skills & Abilities ( Pedagogy)
Development of Core Indicators/SEIS
Outcome Assessment (Under Construction)
Quality of Academic Experience
Post Baccalaureate Specialization
Employment Earnings Evaluations
7
Planning, Assessment & Research ‘06
SUSLA/SACS Paradigm for Accreditation
“Performance Reporting”

IE Reporting: Performance/Process Accountability
Criteria:
Measure of service accomplishments
(output and outcome indicators)
Measures relating service efforts to service accomplishments
(efficiency and cost-outcome indicators)



Explanatory Information (Data Quality Measurements)
Relevance
Understandability
Comparability *
Timeliness
Consistency
Reliability
8
PAR ‘06
Act 1465 Compliance Objectives
I. ACCESS & SUCCESS
(1) Increase fall 14th class day headcount enrollment at SUSLA by 5% from the fall
2006/07 baseline level of 2387 to 2,507 by the end of fall, 2012/13.
(2) Increase minority fall 14th class day headcount enrollment at SUSLA by 5% from
fall 2006/7 baseline level of 2015 to 2,116 by the end of fall 2012/13.
(3) Increase the percentage of first time, full time entering freshmen retained to the
second year enrolled at SUSLA by 10 percentage points over baseline retention rate
of 57.6 percent in fall 2006 to 63.6 percent by the end of fall 2012/13.
(4) Increase the 3/6 year graduation rate at SUSLA by five percentage points from the
2006/07 academic year baseline level of 19.6 percent to 24.6 percent by 2012/13.
Linking Language At The Senior/ Middle Management Institutional Levels
9
PRE/05
Example of Possible Institutional Strategic Initiatives
Academic Relevance & Lifelong Learning:
(5) Provide lifelong learning for all citizens in academic development which is student
centered, relevant to post baccalaureate specialization, labor market trends, quality of
life and economic development.
- Implementation of “entry to exit” data system.
- Academic program/curriculum redesign reviews.
- Learning outcome assessments.
Financial Integrity:
(6) Establish a financial management system that is consistent with the strategic directions
of Southern University at Shreveport and employs performance budgeting standards that
complies with public sector or national/regional accreditation mandates.
- Develop Performance Budget System Similar to Alabama A&M.
- Peer Group Funding Profiles based on IPEDS/NCES or NCCBP.
- Other University Financial Matters.
Contribution to the State/Economic Development :
(7) Expand participation in collaborative efforts that will facilitate economic
development opportunities for the greater Shreveport Metropolitan Area and ultimately
the state of Louisiana.
- Community and Workforce Development.
- Related Areas.
PRE/05
10
Example of Possible Institutional Strategic Initiatives
(Cont’d)
Diversity in Revenue Resources:
(8) Ensure effective standards in fundraising and resource development
- Increase grant activities (non restricted vs. restricted)
- Increase endowments activities
- Increase contributions of private donors.
Campus Facility Enhancement:
(9) Maintain pleasing, attractive and safe campus.
- Results from SUSLA Facility Management Strategic Plan.
University Image:
(10) Enhance relationships with the alumni,stakeholders and external
audiences that is supportive to the strategic directions of Southern
University at Shreveport.
- Support for Strategic Goals.
11
PAR/07
SUSLA/SACS Paradigm for Accreditation
“ Statewide Student Profile System”
High Risk Area: Student Credit Hrs. (SCH)
1. Strategic Goal: Student Access/Enrollment
2. Risk Context: Funding Integrity
3. Program Area: Enrollment Mgt./Ac. Affairs
4. Averaging 700 Plus SPSS Data Errors.
5. Govt. Oversight: BOR,OPB,OLA & Federal
6. SACS Standards: 2.5, 2.11.1/3.10.1-3.10.5
12
Planning, Assessment & Research ‘06
Possible Implication on State Appropriations
Students
(SG)$$$
(FTE) $$$
Total
(%) State
Funding
29
62,060
174,638
236,698
.02.5%
Assumptions:
(1) 29/41 students with major enrollment reconciliations occurring after
the 14th day census count.
(2) Self Generated reflect revenues generated from tuition & fees:
29 x 2,140.00 per semester.
(3) FTE funding reflects appropriated monies divided by the
number of enrolled FTE students.
(4) % reflect possible impact on SULSA’s 04/05 state appropriations
of 9.5 million dollars.
Source: Planning, Assessment & Research ‘06
Possible Implication on
Student Financial Aid Awards
Students
Pell
Grants
Related
Aid
Total
(%) State
Funding
29
117,450
101,500
218,950
.03.5%
Assumptions:
(1) 29/41 students with major enrollment reconciliations occurring after
the 14th day census count.
(2) Federal Pell Grant monies reflect grant awards generated:
29 x $4,050 per Academic Year.
(3) Related Aid reflects collateral Federal Student Loan Awards:
29 x $ 3, 500 (max. per AY)
(4) % reflect possible impact on Supplemental Financial Aid
profile of 6.1 million dollars.
Source: Planning, Assessment & Research ‘06
Possible Implication on
SUSLA Title III Program
04/05 Title 05/06 Title
III
III
2,831,560
3,131,040
Increase
Pell
Students
(%) HC
Census
10%
203
14.2%
Assumptions:
(1) 29/41 students with major enrollment reconciliations occurring after
the 14th day census count.
(2) Self Generated reflect revenues generated from tuition & fees:
29 x 2,140.00 per semester.
(3) FTE funding reflects appropriated monies divided by the
number of enrolled FTE students.
(4) % reflect possible impact on SULSA’s 04/05 state appropriations
of 9.5 million dollars.
Sorce: Planning, Assessment & Research ‘06
SUSLA/SACS Paradigm for Accreditation
“ IE Collaborative Model”
Organizational Units: Enrollment Management
Assessment of Process Variables
Pre-Enrollment Trends
- Inter-organization Coordination
- Class Enrollment Trends
Financial Aid Eligibility
- Class Withdrawal/Acquisition
Optimal Class Purging
- Payment Verification Status
Advisor Certification
Mandated Student Census Lockdown
-14/7 Post SSPS Adjustments
Enrollment Management Policies/Procedures
-
16
Planning, Assessment & Research ‘06
SUSLA/SACS Paradigm for Accreditation
“ IE Collaborative Model”
Inst. Effectiveness Initiatives ’07/08
1. Proactive Pre-Registration Initiatives
2. Improving IE Coordination Linkages
3. Expanding Discrepancy Report Edit
4. Enhancing Policies/Procedures
5. Continued Process Improvement
17
Planning, Assessment & Research ‘06
Institutional Effectiveness
UNIT PLAN OF ACTION
IEPU: Planning, Assessment & Research
REPORT PERIOD: ___AY 2006/07_____________________________
UNIT HEAD: _Martin B. Fortner, Jr._______________________________
GOALS: To provide a management framework through which the university can implement a series of evaluation systems design to facilitate
continuous process improvement, accountability and institutional effectiveness.
ACT 1465 STRATEGIC LINK(S): Goals Affecting Increasing Opportunities for Student Access & Success; Collateral Goals Supporting
Intergovernmental Grant Administration such as Title III and Carl Perkins
ACCREDITATION STANDARDS: SACS: 2.5, 2.11.1 & 3.31
FUNDING SOURCE: 0 State 100% Title III All Operations 0 Private Sources
Objectives
(Measurable)
1. To coordinate
and review all
intergovernment
al compliance
reporting
applicable to
SUSLA assuring
100% success in
meeting essential
requirements to
maintaining
fiscal stability
and institutional
integrity and
continued
accreditation.
(Continuous)
Performance Indicators
(Assessment Criteria)
1(a) Maintain 100%
compliance rate in the quality
and timely submission of all
quarterly and annual
intergovernmental reports
(IPEDS,ACT 1465 Strategic
Plans, LaPAS Quarterly
Reports, Annual Operational
Plans & SACS Institutional
Profiles)
1(b) Achievement of 100 %
compliance rate in completion
and submission of all required
external/internal surveys as
required of assigned by
University administrators.
1(c) Finalizing University Fact
Book.
Source: SUSLA Institutional Effectiveness Model 2007
Anticipated Performance
Outcomes
(Assessment Results)
To coordinate research
findings test results and
related institutional
effectiveness issue with the
Board Regents, SU System
Office, Intergovernmental
Oversight Agencies, SACS
Accreditation Commission
Institutional Management
& External Stakeholders.
See Above
Methodologies Used
Impact to University
Compliance with Public
Sector laws, administrative
policies/procedures
affecting and accreditation
requirements affecting
institutional effectiveness
through data integrity,
fiscal stability instructional
quality and knowledge
enhancement
See Above
Linking institutional performance
activity to University strategic
planning and SACS standards
related compliance certification
and quality enhancement.
Continual review process to assess
compliance with institutional role
scope and mission and
intergovernmental mandates
affecting public postsecondary
education.
See Above
See Above
Planning Assessment and Research
Plan of Action
Page 2
Objectives
(Measurable)
(2) Develop
university-wide IE
program review
criteria by the end
FY ‘06/07 in
performance areas
related to enrollment,
recruitment,
retention academic
quality, and
graduation.
2(a) To establish
minimal evaluation
criteria by the end of
FY ‘06/07 for
academic and
administrative
subunits supporting
the functional areas
supporting the
Chancellor Office,
Academic Affairs,
Student Affairs,
Fiscal Affairs &
Workforce
Development
2(b). Develop
outcome assessment
and critical to
university role scope
and mission by
FY’06/07
Performance Indicators
(Assessment Criteria)
Anticipated Performance
Outcomes
(Assessment Results)
Linking administrative and
academic unit performance
to university strategic
goals, intergovernmental
mandates and accreditation
standards. Enhanced data
collection reflected
through greater
consistency in reporting.
During the fund year
schedule orientation
workshops for 40 % of
institutional reporting to
discuss relationships
between institutional
effectiveness and
continued accreditation.
See as Above
Linkage of institutional units
to university strategic
planning efforts ultimately
improves accountability,
reporting oversight, audit
reviews and maintains data
integrity. Enhancement of
planning, evaluation,
feedback linkage capabilities
for institutional units with
emphasis on entry/exit
evaluation continuum
establishes a framework to
assess institutional
effectiveness.
Source: SUSLA Institutional Effectiveness Model 2007
Methodologies Used
PAR’s Institutional Effectiveness
model is a multi year
development project designed to
with long term objectives to link
all institutional performance
with crucial benchmark
assessment measures found in
ACT 1465 Strategic Plan and
accreditation mandates affecting
effectiveness and quality
enhancement.
Enabling Institutional
Participants:
PAR
Data Management Coordinating
Council
Executive Council
SACS Leadership Team
Quality Enhancement
Administrative Council
Academic Council
Title III & Carl Perkins
Accountability Factors: Policy
Program, Process & Legal
Impact to University
See Above
INSTITUTIONAL EFFECTIVENESS REPORT
IEPU: _Planning, Assessment & Research_________________________
REPORT PERIOD: ___2006/07_____________________________
UNIT HEAD: Martin B. Fortner, Jr._____________________________
GOALS: To provide a management framework through which the university can implement a series of evaluation systems design to facilitate continuous process
improvement, accountability and institutional effectiveness.
ACT 1465 STRATEGIC LINK(S): Goals Affecting Increasing Opportunities for Student Access & Success; Collateral Goals Supporting Intergovernmental Grant
Administration such as Title III and Carl Perkins
ACCREDITATION STANDARDS: SACS: 2.5, 2.11.1 & 3.31
FUNDING SOURCE: 0 State 100% Title III All Operations 0 Private Sources
Objectives
(Measurable)
1. To coordinate and
review all
intergovernmental
compliance reporting
applicable to SUSLA
assuring 100%
success in meeting
essential
requirements to
maintaining fiscal
stability and
institutional integrity
and continued
accreditation.
(Continuous)
Performance
Outcomes
(Assessment Results)
1 (a)
Maintain 100%
compliance rate in the
quality and timely
submission of all
quarterly and annual
intergovernmental
reports (IPEDS,ACT
1465 Strategic Plans,
LaPAS Quarterly
Reports, Annual
Operational Plans &
SACS Institutional
Profiles)
1(b) Achievement of
100 % compliance rate
in completion and
submission of all
required
external/internal
surveys as required of
assigned by University
administrators.
1(c) Finalizing
University Fact Book.
Source: SUSLA Institutional Effectiveness Model 2007
Tangible Evidence of
Results
Recommendations
(Barrier/Problems)
Achieved 100 % reporting
timeliness & quality in all
major intergovernmental
and accreditation
compliance reports.
Implementation of the Data
Management Coordinating
Committee and resulting
proactive SSPS reporting
measures ensured continued
funding maintenance of 10
million dollars in state
appropriations, 7 million in
student financial aid & 3.1
million in Title III funding
100% compliance rate for
completion of required &
submission assigned by
University administrators.
Completed the 2005/06
University Fact Book
No barriers or problems to
report at this time.
However, PAR
recommends that
University senior
leadership continue to
support unit activities
regarding institutional
effectiveness
organizational coordination
and communication.
Designation of
organizational
responsibility for the
payment and
administration of the
Student evaluation of
faculty. Recommendation
for resources to automate
University Fact Book.
Impact on
University
See Information
listed under
Tangible Results to
the University
Critical Needs
(If Applicable, in Priority Order)
1. Filling the vacancy of
Institutional Effectiveness
Coordinator.
2. Performance Based
Budgeting System and
Student Learning Outcome
Assessment System as
developed by Alabama A&M
University and presently being
implemented by Southern
University at Baton Rouge. This
system was recommended by
the SACS consultants for
implementation here at SUSLA.
Implementation of this system
will ensure reaffirmation.
3. Transferring unit salaries
to general fund monies. PAR
serves a critical university
function.
Planning, Assessment and Research
Effectiveness Report
Page 2
Objectives
(Measurable)
Performance
Outcomes
Tangible Evidence of
Results
Recommendations
(Barrier/Problems)
Revised the Present
Institutional Effectiveness
(IE) Model with emphasis
on “closing the reporting
loop” through
improvement strategies
and establishing reporting
milestones consistent with
state fiscal year budget
reporting cycle.
Through a revised
reporting template
SUSLA’s Institutional
Effectiveness Program is
linked to the University
strategic plan,
intergovernmental
mandates and
accreditation
maintenance.
Achievement of data
driven assessments
through the DMCC.
Assessments have resulted
in improved coordination
between the seven
program units comprising
enrollment and collateral
program units located
under Community and
Workforce Development.
No barriers or problems
to report at this time.
However, PAR
recommends that
University senior
leadership continue to
support unit activities
regarding institutional
effectiveness
organizational
coordination and
communication.
Impact on University
Critical Needs
(If Applicable, in Priority
Order)
(Assessment
Results)
2. Develop universitywide IE program review
criteria by the end of
FY’06/07 in performance
areas related to
enrollment, recruitment,
retention academic
quality, and graduation.
2(a) To establish minimal
evaluation criteria by the
end of FY ‘06’07 for all
academic and
administrative subunits
supporting the functional
areas supporting The
Chancellor Office,
Academic Affairs,
Student Affairs, Fiscal
Affairs & Workforce
Development
2(b) Develop outcome
assessment and critical to
university role scope and
mission by FY ‘06/07.
Linking
administrative and
academic unit
performance to
university strategic
goals,
intergovernmental
mandates and
accreditation
standards.
Enhanced data
collection reflected
through greater
consistency in
reporting. During
the fund year
schedule
orientation
workshops for 40
% of institutional
reporting to discuss
relationships
between
institutional
effectiveness and
continued
accreditation.
See Above
Source: SUSLA Institutional Effectiveness Model 2007
See Above
See Above
Institutional Effectiveness
UNIT PLAN OF ACTION
IEPU: ______Admissions__________
REPORT PERIOD: ____2006-2007__
UNIT HEAD: ____ Teresa A. Jones____
GOALS: Provide prospective and readmit students with quality service and administrative assistance that support a seamless, timely and informative
process for admission while ensuring compliance to University policies and procedures.
ACT 1465 STRATEGIC LINK: Goals Affecting Increasing Opportunities for Student Access & Success
ACCREDITATION STANDARDS: SACS: 3.31, 3.9.3 & 4.6
FUNDING SOURCE: % State % Federal Grants % Private Sources
Objectives
(Measurable)
Performance Indicators
(Assessment Criteria)
Anticipated Performance
Outcomes
(Assessment Results)
Methodologies Used
Impact to University
Fully automate the
admissions process to
increase the number of
students with files
completed and processed
by 10% each semester.
Banner reports will show a
10% reduction in errors in
student data processed each
semester.
The 10% reduction in
number of errors in student
data will provide consistent
and error free student data.
Provide instructional
sheets to walk ins to
educate applicants of
the importance of
providing accurate
data.
Better informed students.
Accuracy in data reporting.
Increase use of web
admissions with at least
10% of students applying
via the web.
System reports will indicate an
increase of at least 10% of
students applying for
admission to the University via
web admissions as compared to
the 2005-2006 year.
50% of potential students
will receive educational
information on the
importance of providing
accurate data.
Install two computers
in the admissions
office to facilitate
student use of Banner
Web Services
Increased efficiency as the
result of reduction in data
entry by staff.
Accuracy in data reporting.
Increase use of web
admissions with at least
10% of students applying
via the web.
System reports will indicate an
increase of at least 10% of
students applying for
admission to the university via
Web Admissions as compared
to the 2005-2006 year.
More than 10% of
prospective students are
afforded another means for
receiving services via the
Internet, which extends
service hours as students
may access our services
beyond our traditional office
hours.
Administer surveys to
determine student
satisfaction with the
Web Admissions
module and to
determine student
satisfaction with the
Web Admissions
module and to
determine if
additional student
training is needed.
Increased staff productivity.
Increased efficiency.
Accuracy in data reporting.
Reduce by 10% of FY
O7/08 baseline identified
Data Errors Found on
SSPS/Discrepancy Report
and within I week of
Notification.
Source: SUSLA Institutional Effectiveness Model 2007
Improved Coordination
among Functional Units
Affecting Enrollment
Management.
SUSLA/SACS Paradigm for Accreditation
“ Statewide Student Profile System”
High Risk Area: Advisement
1. Strategic Goals: Student Access/Success
2. Risk Context: Funding/Accreditation
3. Program Area: A/Affairs, CWD & S/Affairs
4. Problems Areas: WIA, DEP & Financial Aid
5. Govt. Oversight: BOR,OPB,OLA & Federal
6. SACS Standards: 2.5, 2.10, 3.3.1-3.4.12
23
Planning, Assessment & Research ‘06
SUSLA/SACS Paradigm for Accreditation
“ IE Collaborative Model”
Organizational Units: A/Affairs, CWD & Student Affairs
Assessment of Process Variables
Pre-Enrollment Trends
- Inter-organization Coordination
- Class Enrollment Trends
Financial Aid Eligibility
- Class Withdrawal/Acquisition
Optimal Class Purging
- Advisor Certification
Program Admission Policies/Procedures
-
24
Planning, Assessment & Research ‘06
Institutional Effectiveness
UNIT PLAN OF ACTION
IEPU: Business Management
REPORT PERIOD: Fall Semester 2006
UNIT HEAD: Nathaniel Manning, MBA
GOALS: To facilitate the efforts of the institution in achieving its stated objectives and to increase the Business Management students’ effectiveness in each of
the functional areas of business
ACT 1465 STRATEGIC LINK: Goals Affecting Quality & Accountability
ACCREDITATION STANDARDS: SACS: 3.31, 3.4.1, 3.4.12 (ACBS)
FUNDING SOURCE: % State % Federal Grants % Private Sources
Objectives
(Measurable)
Performance Indicators
(Assessment Criteria)
1.Offer an Associate
Degrees in Business
Management and General
Studies Business
Management that enhance
students’ marketability for
immediate entry into the
job market.
2.Provide advisement and
counseling services for
Business Management
majors.
Provide a challenging and
quality curriculum that will
enable students to
continue studies beyond
the two-year Associate
Degree.
Demonstrative application of
subject matter.
Integration of technology into
course offerings.
Practical research and
discussion of contemporary
and business and economic
issues.
Pre-enrollment, intermittent,
and post-completion
counseling and advisement.
Enhancement of writing and
critical thinking skill through
writings, case studies, and
projects. Testing consistent
with expectations at 4-year
institutions.
Source: SUSLA Institutional Effectiveness Model 2007
Anticipated
Performance Outcomes
(Assessment Results)
Increased job placement
activity for students.
Demonstration of
understanding of course
requirements and
establishment of
achievable goals for
students.
Increased transfer,
enrollment, and completion
of 4-year college degrees.
Continued participation in
SIFE and other Business
related competitions.
Methodologies Used
Team assignments,
contemporary case
assignments. Evaluation of real
business problems by
interviewing and shadowing
local business owners.
Encourage and require students
to participate in volunteer
activities such as VITA and
SIFE.
Curriculum Degree Plan,
Resume’ writing, Performance
evaluation of students.
Require students to use
technological tools to prepare
assignments. Presentation
skills requirements. Norm and
Criterion Reference
Examinations. Establishment of
articulation agreement with 4year colleges and universities.
Impact to University
Increased visibility of SUSLA academic
and job skills programs.
Better informed students about
academic expectations and
improvement in retention and
completion of degree programs in
Business Management.
Increase in number of SUSLA student
matriculating to 4-year programs and
earning bachelor’s degrees in a
Business discipline.
National, State, and Local visibility of
SUSLA’s academic programs in
Business.
IEPU: Business Management
Page 2
Objectives
(Measurable)
Offer extra-curricular
activities that will provide
enhancements to students’
professional growth and
development.
Performance
Indicators
(Assessment Criteria)
Partner with business
and economic entities
within the local
community to engage
students in critical
service needs of the
community that will show
case their business skills.
Source: SUSLA Institutional Effectiveness Model 2007
Anticipated Performance
Outcomes
(Assessment Results)
Methodologies Used
Impact to University
INSTITUTIONAL EFFECTIVENESS REPORT
IEPU: Business Management
REPORT PERIOD: Spring Semester 2005
UNIT HEAD: Nathaniel Manning, MBA
GOALS: To facilitate the efforts of the institution in achieving its stated objectives and to increase the enrollment of Business Management students’ effectiveness
in each of the functional areas of business.
ACT 1465 STRATEGIC LINK: Goals Affecting Quality & Accountability
ACCREDITATION STANDARDS: SACS: 3.31, 3.4.1, 3.4.12 (ACBS)
FUNDING SOURCE: % State % Federal Grants % Private Sources.
Objectives
(Measurable)
Performance
Outcomes
Tangible Evidence of
Results
Recommendations
(Barrier/Problems)
Over 75% of students
are employed in areas
businesses part-time or
full-time while enrolled.
Students participate in
job and career fairs
sponsored by the
university and many
obtain employment.
Over 95% of students
are employed upon
completion of the
Associate Degree in
Business Management.
Student achievement has
improved. More students
are returning after their
initial semester of their
studies. The retention
rate among Business
Management major has
improved by over 75%.
Through the use of
technology, Business
Management students
have performed and
achieved at .
SUSLA needs an
improved job placement
center. More contact
with local businesses is
needed.
Lack of computers and
basic equipment.
Computer software is
needed to enhance
instruction in Finance,
Computerized
Accounting, and
Statistics.
Establishment of
articulation agreement
with Southern University
at Baton Rouge.
Enhance the business
curriculum by adding
the following courses:
Business
Communications,
Foreign Language
(Spanish) for Business
majors,
Impact on
University
Critical Needs
(If Applicable, in Priority
Order)
(Assessment Results)
1. Provide advisement
and counseling services
for Business
Management majors.
2.Provide a challenging
and quality curriculum
that will enable students
to continue studies
beyond the two-year
Associate Degree.
3.Offer an Associate
Degrees in Business
Management and
General Studies Business
Management that
enhance students’
marketability for
immediate entry into the
job market.
Offer extra-curricular
activities that will provide
enhance students’
professional growth and
development.
Continued increase in job
placement opportunities.
Improved academic
performance and
increased retention and
graduation rates.
Improvement in academic
success in challenging
courses in Business and
related courses.
Increased number of
student participating in
Jaguar Business Club,
SIFE, and proposed
Alpha Beta Gamma
Business Honor Society.
Source: SUSLA Institutional Effectiveness Model 2007
Increased visibility of
SUSLA academic and
job skills programs.
Better informed
students about
academic
expectations and
improvement in
retention and
completion of degree
programs in Business
Management.
Increase in number of
SUSLA student
matriculating to 4year programs and
earning bachelor’s
degrees in a Business
discipline.
National, State, and
Local visibility of
SUSLA’s academic
programs in
Business.
Enhanced and technological
equipped classrooms.
Business and Economics
Technology laboratory
Increase Business faculty
pay. SUSLA Business
faculty are well below the
regional and national
averages.
Office space and office
furniture for Business
faculty.
Computer lab for Business
students
Software to enhance
instruction in key business
courses such as: statistics,
economics, finance, and
computerized accounting.
Financial support to
students to attend Business
competitions and National
Business conferences such
as: NBMBAA and NABA.
Business Management
Page 2
Objectives
(Measurable)
Performance
Indicators
(Assessment Criteria)
1.Establishment of the Alpha
Beta Gamma Honor Society.
Source: SUSLA Institutional Effectiveness Model 2007
Anticipated Performance
Outcomes
(Assessment Results)
higher level. More students are
passing and achieving higher
grades in the more challenging
courses such as Business
Statistics and Finance. The
number of A and B grades have
gone up by 20% from spring
2003.
Students participated in SIFE
Regional tournament and
earned “Rookie of the Year”
and “First Runner-up”.
Methodologies Used
Business Calculus, and Production
and Quantitative Management.
Establishment of a Business
Advisory Board. More support
from the university. Need
support that the university
currently offers to its Allied
Health Program.
Impact to University
UNIT PLAN OF ACTION
IEPU: ___Development__________________________________
REPORT PERIOD: _2006-2007__________________________
UNIT HEAD: ___Theron Jackson_________________________
GOALS: To increase the level of private and corporate gifts.
ACT 1465 STRATEGIC LINK: Revenue Enhancement
ACCREDITATION STANDARDS:
FUNDING SOURCE:
Objectives
(Measurable)
Southern University will
increase the level of
private donations and
corporate gifts by _50%
via the operational
mechanisms and
established partnerships of
the Development Office
in 2006 – 2007.
Performance Indicators
(Assessment Criteria)
Level of funds raised,
and partnership
produced.
Source: SUSLA Institutional Effectiveness Model 2007
Anticipated Performance
Outcomes
(Assessment Results)
Methodologies Used
Impact to University
Strategic Plan for
Giving, Calendar of
Solicitation (types:
corporate and private),
Develop literature
package for distribution,
Plan for advertisement,
Plan for Student Alumni,
Events, Radiothon, Golf
Tournament, Giving, etc.
More operational funds
to be filtered through the
university.
UNIT PLAN OF
ACTION
IEPU: ___Development___________________________________
REPORT PERIOD: _2006-2007___________________________
UNIT HEAD: ____Theron Jackson_________________________
GOALS: To launch a successful annual fund that reaches the set dollar amount goal.
ACT 1465 STRATEGIC LINK: Goals Affecting Quality & Accountability
ACCREDITATION STANDARDS:
FUNDING SOURCE:
Objectives
(Measurable)
Southern University
will increase the
number of Annual
Donors to 100 in 20062007.
Performance Indicators
(Assessment Criteria)
Increased number of
annual givers.
Source: SUSLA Institutional Effectiveness Model 2007
Anticipated
Performance Outcomes
(Assessment Results)
Reaching the Annual
Fund Goal for the 20072008 fiscal year.
Methodologies Used
Impact to University
Computerized continuous,
current database with
listing of Actual and
Potential Donors (Friends
of Southern), types of
communication with
actual and potential
donors, planned time
frame for contact and the
number of personal
contacts attempted and
completed.
More operational
funds to be filtered
through the university.
Where Do We Go From Here ?
“Maintaining A Vision”

Communication

Cooperation

Mutual Respect

Professionalism
“A Willingness to Commit”
TBCU © 2007
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