Linking Strategic Planning, Budgeting, and Assessment Rhode Island July 14, 2006 National Center for Higher Education Management Systems 3035 Center Green Drive, Suite 150 Boulder, Colorado 80301-2251 Dennis Jones, president (phone: 303-497-0315, email: [email protected]) Aims McGuinness, senior associate (phone: 303-497-0350, email: [email protected]) Karen Paulson, senior associate (phone: 303-497-0350, email: [email protected])
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Linking Strategic Planning, Budgeting, and Assessment
Rhode IslandJuly 14, 2006
National Center for Higher Education Management Systems3035 Center Green Drive, Suite 150 Boulder, Colorado 80301-2251
Dennis Jones, president (phone: 303-497-0315, email: [email protected])Aims McGuinness, senior associate (phone: 303-497-0350, email: [email protected])
How Assessment/Evaluation, Planning, and Budgeting
Are Linked
3
The Management Cycle
Strategic Management —The allocation of resources to programmed activities calculated to achieve a set of goals.
Assessment
Planning
Resource Allocation
4
The Management Cycle in a Public Institution
State
Planning
Institution
State
Institution
Resource Allocation
State
Assessment
Institution
5
Overview of Rhode Island and Higher Education
How Does Each Institution Fit
into this Larger Picture?
6
Selected Data About Rhode Island and Its System of
Higher Education
National Collaborative on Postsecondary Education
7
Rhode Island Population Growth, 1990-2000
Source: U.S. Census Bureau, Brookings Institute
44,855 45,068
-213
-5,000
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
Total Population Hispanic Non-Hispanic
8
Projected Change in Rhode Island Population by Age and Race/Ethnicity, 2000-20
Source: U.S. Census Bureau
-26,577
5,256
35,347
22,021
5,303
1,909
1,806
4,273
1,637
24,274
9,001
17,754
16,888 9,656
10,044 3,525
6,114
6,251
3,113
-50,059-60,000
-40,000
-20,000
0
20,000
40,000
WhiteAfrican AmericanHispanicOther
0-17 18-24 25-44 45-64 65+
9
Rhode Island Educational Attainment by Race/Ethnicity (Percent)
84.5 86.8
30.8
82.8
71.3
37.6
73.5 74.1
17.6
56.552.2
8.7
57.2
50.3
7.3
0
20
40
60
80
100
Age 18-24 with High School Diploma Age 25-64 with High School Diploma Age 25-64 with Bachelor's or Higher
WhiteAsianAfrican AmericanHispanicOther
Source: U.S. Census Bureau
10
Projections of High School Graduates to 2018 By Race/Ethnicity—Rhode Island
0
2,000
4,000
6,000
8,000
10,000
12,000
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
2016-17
2017-18
White (6,988 to 5,828) Hispanic (771 to 2,713) Black (547 to 1,240)Asian/PI (273 to 335) AI/ AK Native (33 to 120)
Source: WICHE Projections of High School Graduates
11
Percent of African-Americans and Hispanics at Each Stage of the Education Pipeline—Rhode Island
5.3 5.5 5.8
5.0 4.8
11.6
8.4
6.1
4.7
3.9
0
3
6
9
12
18-Year-Olds High School Graduates First-Time CollegeFreshmen
All OtherUndergraduates
Credentials andDegrees Awarded
African-American Hispanic
Source: U.S. Census Bureau, NCES-Common Core Data, NCES-IPEDS Enrollment and Completions Surveys
12
2002 2004
28%35%81%
19%
18%
$4,000
28%35%78%
21%
18%
$3,997
U.S. Average
2004
Top States 2004
22%28%68%
40%
14%
$3,344
15%16%32%
89%
7%
$2,619
13
Affordability in Rhode Island—Percent Change from 2002-03 to 2003-04
[1] State appropriations had dropped in the previous year ($174 million in 2001-02 to $169 million 2002-03). Although the appropriations increased 2% (particularly when negative growth is common elsewhere), Rhode Island’s state appropriation per $1,000 personal income is the 42nd lowest in the nation.
[2] State grant aid in Rhode Island is entirely need-based and serves undergraduates only.[3] A rescission of 10% is expected according to the survey respondent, which would bring the appropriation figures down to $8.9 million, 82% increase from
Overall Slow Population Growth—Dramatic Increase in Latino Population
Education Attainment/Adult Literacy
Gaps in Preparation(continued)
21
Suggested Themes (continued)
Disparities in ParticipationGeographicEthnic
Gaps in Affordability
Gaps in Completion, Especially for Growing Latino Population
Need to Diversify Economy and Link R&D to Future Competitive Position of Rhode Island
22
Strategic Management Success Factors
Administrative Commitment
Organization-Wide Goals
Climate of Understanding and AcceptanceInstitutional LeadershipDepartments
Capture Control SystemsInformationRewardBudget
23
Planning
Making Decisions About Organizational Priorities that Specify What Changes in Intentions, Competencies or Behaviors the Organization Will Pursue
The Mechanism to Affirm Organizational Values and Methods by Which They Are Identified
24
Strategic Planning
Make Decisions (Now) Concerning the Desired Future
Develop Optimal Relationship Between the Organization and Its Environment
Provide Unity and Direction to All Organizational Decisionmaking—A Context for Operational Decisions
Objectives:
(continued)
25
Strategic Planning (continued)
Planning Must Result in Decisions
Planning Is Fundamentally a Change Process
26
Strategic Decision Areas
Basic Mission
Clientele
Program/Service Mix
Comparative Advantage
Assets
Objectives
Basic Purposes of the Enterprise and Its Guiding Principles for Behavior
Target Audiences of the Institution
Program Offerings and Priorities of the Institution
“Differential Advantage” Sought Over Other Organizations Engaged in Similar Activities
Changes Needed in Human, Physical, Information or Intangible Assets of the Enterprise
What the Organization Must Accomplish in Order to Move from Existing to Desired State of Affairs
27
Review of Mission Statements
28
Elements of Good Mission Statement
Intended Good Effects
for an
Identified Clientele
Within Specified or Assigned Constraints
or
With Specified Value Perspectives
29
Questions to Ask About a Mission Statement
Does It Contain the Three Key Ingredients?
Does Specification of Good Effects Provide Guidance for Assessment?
Does Statement Provide Broad Guidance for Resource Allocation?
Are Priorities Identifiable?
Does It Provide Guidance for Saying “No”?
30
The Domain of Community and Technical College Services
COMMUNITY ANDTECHNICAL COLLEGE
SERVICESIn-School Youth
(Secondary Education)
Recent High School Graduates Adults Employers
CLIENTS
Remedial and Developmental Education
General Education
Transfer Preparation
Career Preparation
Customized Training, Rapid Response Workforce Development
Community Service (Non-Credit and Other Services to the Community)
Brokering and Serving as a Delivery Site for Other Providers
31
Types of Mission Statements*
A “What We Do” Mission Statement
The College’s Mission Has Two Fundamental and Interrelated Components: the Provision of the Highest Quality Education and Dissemination of New Knowledge.
A “Who We Serve” Mission StatementThe Mission of College X Is to Improve the Lives and Personal Success of Our Students, Associates, and the Larger Community by Providing Superior Learning Opportunities in the Liberal Arts and Sciences.
*Chaffee, E. E. (1998). “Listening to the People We Serve” in The Responsive University. W. G. Tierney (Ed.). Baltimore, MD: The Johns Hopkins University Press.
32
Basic Mission
Clients to Be Served
Program/Service Mix
Comparative Advantage
Assets
Important to Begin with Actual or “Behavioral” Mission as Defined by Information on:
33
B R E A K
34
How Do You Know Your Institution’s Strengths and
Weaknesses?
35
Institutional Effectiveness/Assessment
How Does Your Institution Know Who It Really Is in Terms of Students, Programs, Faculty, etc.?
How Does Your Institution Know if It Has Achieved Its Goals?
36
Effectiveness as a Multi-Faceted Concept
Two Paradigms of Effectiveness (Both Are Important)
Goal Attainment
Maintenance and Condition of the Asset
Three Units of Analysis for Assessing Effectiveness
Program/Administrative Unit or Function
Institution
System/State/Society
(continued)
37
Effectiveness as a Multi-Faceted Concept (continued)
Five Perspectives on Effectiveness
Internal/Academic Perspective
Client/Consumer Perspectives
Students
Employers
“Investors” and the Public
38
Assessing Effectiveness: Initial Considerations
Assessment as a “Second Look” at GoalsThe Multiplicity of GoalsGoals as “Promises”Goals and Evidence
Achievement of Institutional PurposesTypes and Sources of EvidenceOrganized Around “Thematic Goals”