Developing A Culture of Continuous Improvement

Fayetteville State University
Bronco Kick-Off
August 15, 2013
Welcome to returning
and new faculty and
Thank you
Faculty Awarded Tenure and Promotion, effective
August 2013
Viviette L. Allen
Bonnie Grohe
Xin Tang
Yufang Bao
Oliver J. Johnson
Angela Taylor
Nicoleta Bila
Theodore Kaniuka
Rollinda Thomas
Shane Booth
Emily Lenning
Charles Tryon
Bidisha Bose-Basu
Han Lheem
Mei-Chuan Wang
Kelly Charles
Juan Ma
Ji-Young Kim
David Griffie
Micki Nyman
Hongbing Zhang
Heather Griffiths
Dean Swinford
Lieceng Zhu
 The following faculty members have been awarded
tenure, effective August 2013:
Miriam Chitiga
Eric Dent
Noran Moffett
Timothy Moore
Steven Phelan
Dinesh Sharma
Congratulations: FSU’s Newest Professors
 Phoebe Hall
 Timothy Ajani
 Shubo Han
 Cevdet Akbay
 Eugenie Almeida  Druann Heckert
 Maurice
 Jonathan
 Frank Nani
 Todd Frobish
 Gurcharan Rahi
 Richard Hall
5 Points of Pride: 2012-13
 1,119 graduates; 934 undergraduates; 178 master’s degrees,
and 7 doctorates; 634 Pell Grant recipients (67.8% of
undergraduates); 208 military affiliated (active duty,
veterans, dependents) (18.5%)
Revision of University College Core Curriculum
Average rating of 4.26 (on scale of 1 – 5!) (33,821
responses) on item #40 on Student Evaluations
Publications, Presentations, Performances and Exhibits:
620, up from 551 in 2011-12
Grants and Contracts: 53 funded with value of $11.4
million, up from 36 funded with value of $11 million in
 For the upcoming year and next five years:
 Planning must be based on a realistic
appraisal of our budget situation, past and
 Instead of acting in “crisis mode,” we must
implement effective planning and
assessment - a culture of continuous
improvement - to guide our budget
decision making.
For the next five years…
 FSU and UNC System – Funding will depend upon
our ability to demonstrate that we add value to this
region and the state through
 presenting evidence of student learning
 increasing the number of graduates
 providing educational support that promotes
student success
 making important contributions in research,
creative activities, and community engagement
 increasing fiscal efficiency
For the next five years
 Relationship of your unit/department and FSU is
similar to that of FSU and UNC system.
 Just as FSU must show that we add value to the
region and state, so too your unit/department
must show that you add value to FSU.
 A culture of continuous improvement enables us
to demonstrate how we add value.
AA Budget Overview: 2008 - 2013
2008 (Beginning)
Total Reductions
2013 -14
-21% from 2008
-62% since 2008
*Operations includes temporary employees, supplies, equipment, service agreements,
travel, printing, etc.
Despite these reductions..
…We have made tremendous progress:
 Achieved SACS reaffirmation
 Implemented tougher admissions and progression
 Achieved specialized accreditations in more
 Increased global experiences for students and faculty
 Secured more external grant funding
 Improved retention (especially with young men)
 Produced more graduates
 Revised the core curriculum
 We have received positive credit ratings from Fitch
and Standard and Poors
Increased efficiency
UNC Board of Governors looking closely at various efficiency
 SCHs per FTE: (fall 2012): FSU had second highest average in
UNC system:
 Classes enrollment < 10 (fall 2011): FSU had lowest
percentage of classes in UNC system: 25.16%.
 Undergraduate degree efficiency – # of degrees per 100
undergraduate FTEs – increased every year since 2006
 Education and Related expenses (E&R) per degree; 6th
lowest in UNC system; reduced by 22% since 2007-08
Note: I will make the full reports available on the AA website.
Challenges for 2013-14
 100% of reductions from operations (previously 15% to 32%)
 Reduce salary requirements to increase funds for operations
 Freeze or abolish vacant positions
 Reduce reliance on part-time adjunct faculty
 Increase student SCHs – Remember: total SCHs – not headcount
– determine budget. Between now and August 28 (last day of late
registration) we need to add @ 12,000 SCHs.
 If you have majors in good academic standing who have not yet
enrolled, reach out to them
 Advise students who can enroll in more than 12 hours to do so.
 If at all possible, permit students to enroll in your classes over the
enrollment limit – this increases their term SCHs. (Consider if 100
faculty were to permit 3 more students in their classes, that would
generate 900 SCHs toward the 12,000!)
Budget Challenges: Next Five Years
 The North Carolina economy is improving,
though slowly, but future funding in UNC
remains uncertain.
 2013-14 budget: UNC system received higher
percentage reductions than DPI and
 By fall 2015, increased funding likely to be
based more on performance on specified
metrics than on enrollment growth.
 The question we must focus on
beginning today in your
colleges/schools, departmental unit
meetings and throughout this year is,
“How will we respond to the budget
challenges of the next five years,
recognizing the likelihood of no
increase in state appropriations?”
Continuous Improvement
 Our best response to these budget challenges: a
culture of continuous improvement, marked by
 shared vision, mission, and goals that guide
individual and collective actions;
 effective assessment of progress in achieving
our vision, mission, and goals; and
 effective use of assessment results to guide
further improvements.
Continuous Improvement
 Our tool for implementing and documenting
continuous improvement is the Operational Plan and
Assessment Report (OPAR).
 As you discuss your unit OPARs today and in coming
weeks, I encourage you not to view this as bureaucratic
busy work.
 Clarify your mission and goals; agree upon assessment
measures and targets; review results of last year to
establish strategies for improvement this year.
 Your OPAR is your tool for showing how your
unit adds value to FSU and this region.
CI and Academic Affairs
 The AA leadership team and I have worked this
summer to clarify the vision, mission, and goals for
the entire division since these are the necessary first
step for continuous improvement.
 We have incorporated information from the UNC
Strategic Directions for 2013-18. (Note: no more
references to UNC Tomorrow. The Strategic
Directions document replaces it.)
 You will receive a copy of the proposed vision,
mission, and goals for Academic Affairs for your
review and feedback. I have given you questions to
ask about these statements. Please submit feedback
by August 30.
 As you develop your OPARs consider
how you help fulfill the six revised
goals for the entire Academic Affairs
 All that we do should contribute to one
or more of these goals.
Goals and Sample Assessment Measures
 Ensure Academic Quality (Student Learning)
 Assessment matrix of Program SLOs
 Assessment results from core courses
 CLA results
 Increase Degree Attainment
 Retention, Persistence, and Graduation Rates
 Degree Efficiency
 Transfer Student persistence
 Improve Educational Support
 Advisement Survey results
 Graduating Senior Survey
Assessments Used to Measure Progress
 Increase Research and Creative Activities
 Report on Intellectual Contributions (Digital
 Report on External Funding (RAMASeS)
 Increase Community Engagement
 Report on Service (Digital Measures)
 Reports from units on community engagement
 Ensure Continuous Improvement (including
fiscal efficiency)
 OPAR ratings based on rubric
 Continuous Improvement Report
 Program Review Report
 Report on budget/enrollment
Selected AA Strategies, 2013-14
 Implement Pilot Academic Program Review
 Implement assessment plans in core curriculum classes
 Offer program for faculty to become certified evaluators
of program learning outcomes assessment plans.
Offer course redesign project for courses with
consistently high DFW rates
Implement “Advisor(s) of the Year Program”
Implement “Bronco Best” Program
Act on recommendations from COACHE Advisory
Selected AA Strategies, 2013-14
 Consider requiring Collegiate Learning Assessment (CLA+) as exit exam
for your major. (Goal 1)
 Requiring the CLA demonstrates our commitment to helping our
students develop skills expected of all university graduates, i.e., analytical
reasoning, critical thinking, writing, and decision-making skills
 The CLA is crucial to the QEP and UNC performance funding metrics.
We need as many participants as possible to develop a representative
 With the new CLA, we will receive results much sooner than in the past
AND students will receive individual score reports that they can include
on their resume or in portfolios.
 If approved, you would embed the requirement into one of your 400-level
required courses.
 The CLA enables FSU and your program to show the value we add to
students’ development of these skills.
 Copies of proposal will be distributed as you leave.
Your Unit OPAR – Consider the following
 Do your mission and goals really express what you do
and aspire to achieve?
 How will your unit contribute one or more of the AA
divisional goals?
 Do your learning experiences prepare students for
success in their professions, communities, and
personal lives?
 Learning communities, engaging pedagogies, research
experiences, internships and co-ops, global experiences,
experiences that strengthen communication and
evidence-based decision making skills (CLA); highquality faculty-student interaction inside and outside
the classroom
Your Unit OPAR – Consider the following
 Are you enabling more students to progress toward
degree completion through improved advisement and
better academic support to reduce D,F,W rates?
 Are you making efforts to increase external funding
through grant writing and/or enrollment/tuition
generating activities?
 Do your Assessment Plan and Assessment Findings
effectively demonstrating that you are actually doing
what you say your do?
 Are you using your assessment findings from last year
to develop strategies to improve your outcomes this
Your Unit OPAR – Consider the following:
 If we do not receive additional state funding, we will
have to reallocate existing resources. Units with good
evidence of continuous improvement will fare much
better in the reallocation process than those who do
not have such evidence.
 Your OPAR is your tool for demonstrating continuous
 So, as you discuss your plans for the upcoming year, I
encourage you to give your best thought and energy to
developing the best possible plan for continuous
My support for you
 I promise that I will take advantage of every
opportunity to publicize your successes, lobby for your
needs, and protect the interests of FSU.
 Involvement in Board of Governor’s initiatives
 Reports to UNC GA, Board of Trustees, the press
Ex. Article on “Return on investment”
 Advocate on your behalf within the university
Budget, renovations, repairs, IT, HR
Campaign for FSU
 Campaign is among FSU’s most important initiatives for the next
five years.
 Current limited scholarship resources place us in competitive
disadvantage in student recruitment.
 Campaign will help provide more resources for faculty development
and global experiences.
 Your support?
 I hope every member of AA will make a financial commitment to
the campaign. We should not see this as charity – though it is a tax
deduction – but as an investment in our own collective future.
 If you cannot give monetarily, there will be ways you can give of
your time and talent to help conduct the campaign.
 All of us can serve as positive ambassadors for FSU in our
interactions with members of the community and our circles of
Thank you!

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