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Quality and Institutional Effectiveness

Focus: Ongoing Assessment of Quality and Effectiveness of the University's Mission for the Purpose of Continuous Improvement

What current University activities support regular quality assessment and continuous improvement? In academic programs, academic and administrative support, research, community service activities?

To what extent does the University utilize the regular collection and analysis of data and information to determine of goals are met, allocated resources have the intended outcomes and that regular improvements in all academic and administrative processes are instituted

How well articulated are these activities and how associated are theses activities to a coordinated planning and budgeting process? What processes need improved and institutionalized? What form should a consolidated planning, effectiveness and resource allocation model take?

Supporting Guidance:

Old Dominion University Strategic Plan 2004-2009 - Goal Five: Integrate and improve academic and administrative programs and services.

5c.2 "Integrate University academic planning and budgeting processes with assessment and evaluation activities, quality-enhancement planning, and the monitoring of institutional effectiveness."

Southern Association of Colleges and Schools, Commission on Colleges:

SACS Core Requirement 2.5: The institution engages in ongoing, integrated, and institution-wide research-based planning and evaluation processes that (1) incorporate a systematic review of institutional mission, goals, and outcomes; (2) result in continuing improvement in institutional quality; and (3) demonstrate the institution is effectively accomplishing its mission. (Institutional Effectiveness)

Comprehensive Standard 3.3 Institutional Effectiveness
3.3.1 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 each of the following areas: (Institutional Effectiveness)
3.3.1.1 educational programs, to include student learning outcomes
3.3.1.2 administrative support services
3.3.1.3 educational support services
3.3.1.4 research within its educational mission, if appropriate
3.3.1.5 community/public service within its educational mission, if appropriate

Related Concepts: Evidence-based decision making, culture of evidence, accountability, continuous improvement, quality assurance, quality enhancement, resource allocation in order of priority, linking planning and budget activities.

Committee Members

CHAIR Martha Walker HS PT
Mona Danner Arts & Letters - Sociology
Jim Duffy Budget Office
Janet Katz Arts & Letters - Associate Dean
Terri Mathews Science - Associate Dean
Ginny O'Herron Library Administration
Rick Patterson Distance Learning
Worth Pickering Institutional Research & Assessment
Stacie Raymer Education - Early Child, Speech Path. & Special Eduation, Faculty Senate
Kim Sibson Engineering Asynchronous CD-Rom Programs Manager
Doug Ziegenfuss Accounting Department
TASK FORCE REP Marty Sharpe Institutional Research & Assessment

Principal Themes and Overall Considerations

  • Bolstering Old Dominion University's position as a Major Metropolitan University in the Southeast United States
  • Developing and Expanding Strategic Partnerships with wide range of educational, governmental, corporate institutions
  • Enriching a Student-Centered Culture on Campus

  • Identification of institutional strengths and challenges pertinent to Committee ScopeIdentification of external opportunities and threats pertinent to the Committee Scope
  • Areas of Distinctiveness in Academic Programs and Research; Pillars of Excellence; Expertise
  • Areas.Ideal size and composition of student body and faculty
  • Perspectives of stakeholders, beneficiaries and constituencies
  • University's regional, national, and international position
  • Leveraging geographic advantage
  • Balancing Quality and Access
  • Instructional Delivery: face-to-face vs. technology-delivered/on- vs. off-campus/role of regional centers
  • Service to military and veterans
  • Consideration of substantial resource limitations during the planning window; presumption of reallocation of resources
  • Keep recommendations at a strategic level, all the while considering relevant operational and tactical issues.
  • Propose directions which have reasonable potential for sustainability
  • Planning documents and recommendations arising from the Strategic Enrollment Management Process
  • Draft Plans of the Academic Colleges
  • SWOT (Strengths, Weaknesses, Threats, Opportunities) Analysis Conducted for the Board of Visitors
  • Faculty Senate General Education Recommendations
  • Council of Graduate Schools Analysis of Graduate Studies and Programs
  • Distance Learning Analysis of Niche and Organization
  • Enrollment, Degree, and Resource Trends by Department and Program
  • Higher Education Restructuring Act and Institutional Performance Measures
  • Other information as requested