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Northwest Missouri State University

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Category 2: Accomplishing Other Distinctive Objectives

Processes

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2P1. How do you determine your other distinctive objectives? Who is involved in setting these objectives?

Ultimately the cabinet and Board of Regents will select the distinctive objects from those generated through the Strategic Planning Council, through units/departments via the SSPP and annual reports/department visits, and/or through cabinet initiatives using the Phase 1 of the Northwest Quality Systems Model (NQSM; see below). Once an initiative is selected, departments or cross-functional teams will be responsible for implementation.

Northwest Quality Systems Model

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2P2. How do you communicate your expectations regarding these objectives? Note 2: Category 4, Valuing People, examines the ways you make certain your reward and recognition systems are aligned with your other distinctive objectives.

Addressed in 2C2.

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2P3. How do you determine faculty and staff needs relative to these objectives?

HR planning is built into action development and deployment. Phase 2 of the NQSM outlines key HR plans for each initiative: deployment, resources, measurement, and communication. Each action plan requires the team to detail changes to workforce capability and capacity. The SI team makes recommendations based on their research in action-plan development. Similarly, changes in staffing at the departmental level are discussed in Phase 3 during the development of the SSPP.
Financial resources are allocated to the initiatives and subsequent action plans at both the University and departmental levels. The process begins with the Cabinet, where funds are allocated to initiatives during a series of budget-focused Cabinet meetings. The Deans’ Council and Cabinet members are empowered to add or reallocate funds accordingly to ensure sufficient support for SI and action plan development.

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2P4. How are these objectives assessed and reviewed? Who is involved and how is their feedback incorporated in readjusting the objectives or the processes that support them?

Once initiatives are complete (i.e. major goals have been met), ownership is given to an appropriate academic or service department for integration into the campus environment. In other words, it becomes a work process. The SSPP is used by all departments/units as a tool for improvement and for the integration of completed initiatives into their respective work systems. Improvements to action plans happen at the departmental level via Step 6 of the SSPP, which addresses the long-term sustainability of the plan. This design for integrating action plans into the work system ensures their outcomes will be sustained.

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2P5. What measures of accomplishing your other distinctive objectives do you collect and analyze regularly?

Please refer to the table below, which summarizes a sampling of the measures that we collect and analyze regularly.

Distinctive Objective (Initiative) Key Deployment Action Plans Key Measures (Measurement Plan) Ownership Deployment Plans
Short-Term Eval. Cycle Long-Term Eval. Cycle
REEP Increase student enrollment 20% in 5 years 4% growth per year Deans Council 2008 2013
Increase Access & Affordability to Higher Education Increase number of students from underrepresented populations Number of ADG recipients/
number of dollars spent		 Financial Assistance Sum. 2008 4 years
# of Kauffman Scholars Sum. 2008 2 years
Student Career Pathing Create more opportunities for training & advancement Number of trainings offered Human Resources Fall 2008 4 years
Number of student employees in program Fall 2008 4 years
Contribute to Regional Economic Development Construction of Northwest Center for Innovation and Entrepreneurship NW funding CIE Advisory Council Sum. 2008 5 years
State funding NA NA
Bridge Gap Between HS and College Obtain funding for and launch Building Bridges Proposal Funding levels Building Bridges Planning Team Sum. 2008 10 years
Knowledge Management Implement electronic Knowledge Management System – myNorthwest Percent of deadlines met Information Systems Spring 2008 Completed Early
Voluntary System of Accountability Deployment of VSA Data & Compliance with established VSA deadlines Percent of deadlines met Assessment, Information, and Analysis Fall 2008 4 years
eReader/ eTextbook Pilot Program Pilot phase followed by assessment of future plans Qualitative and Quantitative Data from pilot studies eReader Planning Team Spring 2009 5 years
Missouri Academy Increase student enrollment and create an environment to improve success Student enrollment; Student success/ retention Deans Council Fall 2008
Fall 2009		 2 years

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