University strategy map
Contents:
Felix, R. Curso auto instrucional Balanced Scorecard. George, B. Insights from Flemish municipalities. Greatbanks, R. The impact of balanced scorecards in a public sector environment. Grigoroudis, E. Strategic performance measurement in a healthcare organisation: A multiple criteria approach based on balanced scorecard. Omega, 40 1 , — Johnsen, A. Strategic management thinking and practice in the public sector: A strategic planning for all seasons? Financial Accountability and Management, 31 3 , — Kaplan, R.
The Balanced scorecard for public sector organizations. Boston: Harvard Business School. Having trouble with your strategy? Then map it. Harvard Business Review, 49 1 , Linking the balanced scorecard to strategy.
The evaluation plan and assessment results report are used to make necessary adjustments in programs and services. You may be able to access teaching notes by logging in via Shibboleth, Open Athens or with your Emerald account. In five years, how should Reinhardt be different? Queiroz, R. For instance, OIRE worked with the Orientation module to develop evaluations for the revamped New Student Orientation that started in the summer of Cooper, D. Mcmahon, L.
California Management Review, 39 1 , Rio de Janeiro: Elsevier. The Balanced scorecard: measures that drive performance. Harvard Business Review, 70 1 , Kayuni, H. Public Organization Review, 17 3 , — Lunenburg, F. The Principal and the school: what do principals do.
Marr, B. The Dynamics of value creation: mapping your intellectual performance drivers. Journal of Intellectual Capital, 5 2 , Maccarrone, V. Mawela, T. Exploring public sector planning for transformational government. Journal of Science and Technology Policy Management, 8 3 , — McAdam, R.
Performance management in the UK public sector. International Journal of Public Sector Management, 18 3 , — Mcmahon, L. Australian Journal of Public Administration, 72 4 , — Mintzberg, H. The Fall and rise of strategic planning. Harvard Business Review, 72 1 , Todas as partes do elefante. HSM management, 2 12 , — Mizrahi, S. Moore, M. Rio de Janeiro: Uniletras. Najgebauer, A. Advances in Intelligent Systems and Computing, 1 , Cabral Neto, A.
Norreklit, H. On December 5, , the Strategic Plan was enthusiastically approved by our Board of Trustees, and we excitedly prepared for its implementation in January For GMercyU, was a year of forward momentum. New Implementation Teams were assigned to tackle many of the initiatives in the Strategic Plan. In September , the new homepage went live at gmercyu.
There are so many more exciting and innovative updates on the way, thanks to the work of other Implementation Teams. As the implementation of the Strategic Plan continues throughout and beyond, we remain enthusiastic and optimistic about the future of Gwynedd Mercy University and are excited to continue sharing additional updates as they happen. Box Gwynedd Valley, PA Facebook Twitter Instagram Youtube. Skip to main content. In the Division of Academic Affairs, the Dean is the designated official for each school to ensure annual assessment reports for academic programs include student learning outcomes assessment and use of assessment results to improve learning.
For each degree program, the program coordinator is responsible for managing the assessment process throughout the academic year, collecting the necessary data from faculty, aggregating assessment results, deciding along with other program faculty on changes to be implemented next year, and ensuring that changes proposed in the previous year are implemented. At the end of each academic year, the deans prepare an annual report which highlights accomplishments of faculty and students, analyzes the strengths and areas of improvement in student learning based on the program assessment reports, proposes changes for next year and identifies budget implications.
In addition, schools are asked to respond to accomplishments or shortcomings of goal achievement articulated in previous annual report, identify goals and measurement of those goals for coming academic year, and identify three long-term 5-year goals and measurement of those goals for the school. See example of School Annual Report. In , as part of developing a plan for monitoring progress toward the Strategic Plan, University leaders worked with the Office of Institutional Research and Effectiveness to develop a dashboard with key performance indicators.
Institutional effectiveness efforts at RU also include audits of financial aid operations and administrative program reviews. Audits and risk analyses offer areas for improvement within unit operations and processes. Successful completion of an audit with no significant findings, or the implementation of follow-up corrective action in response to findings, demonstrates that the activities of a unit do not contradict the mission of the University.
From time to time, the University commissions external consultants to review critical areas of the University's operations. For instance, during Summer of an external review of the Information Technology area was performed. RU also administers an array of surveys on a cyclical basis. For instance the data showed that RU seniors are less involved in High Impact Practices than students at peer universities, which led to the development of a proposals to ensure capstone experiences in each major.
See item 5 in the General Education Assessment Plan. The University also administers current student surveys [ 41 ] and alumni surveys [ 42 ] during programs review to garner more feedback from students and alumni regarding their experiences at and perceptions of RU. Results indicated that a large percentage of freshmen have test anxiety and need help to handle stress. Results were used by advisors during the advising sessions to offer coping strategy and will also inform programming in the Counselor Office.
In addition to the surveys conducted by RU offices, in , the university employed CREDO to conduct a series of surveys aimed at understating why students come to Reinhardt, why they leave and why they stay. Observations, interviews, and focus groups conducted by CREDO have also led to the early formulation of areas of improvement that eventually led to the creation of the eight MTN modules. Reinhardt University is committed to data-informed planning, assessment, and continuous improvement.
This commitment is demonstrated through ensuring an adequate infrastructure, sharing of institutional effectiveness data, and linking budget development to assessment results. RU has institutional infrastructures and multiple processes supporting the development of meaningful assessment practices and promoting assessment as a routine component of effective development and management of academic programs. The OIRE Director offers regular workshops and consultations with program coordinators, administrative unit directors, and individual faculty members on assessment practices.
For instance, OIRE worked with the Orientation module to develop evaluations for the revamped New Student Orientation that started in the summer of For the Early Alert Module, data analysis support was provided in generating reports on retention and interpretation of the SuccessNavigator results. The OIRE Director, working in collaboration with staff from Information Technology Services, manage data collection, analysis, and dissemination at the University to provide a consistent, accurate basis for planning, decision-making, and the assessment of institutional effectiveness.
The staff also support the development and implementation of strategic enrollment planning and management models at the University by assembling and analyzing data related to student enrollment, progression, and success, as well as by designing predictive models to help inform related policy and strategy development. To facilitate the integration of assessment and planning efforts related to student success and move the work of the Early Alert Committee to a new level of sophistication, RU purchased a license of Pharos in the summer of The Pharos software provides a common platform for all units throughout the University to refer students for help and monitor interventions.
The chart below describes the annual assessment process for academic programs, illustrating how results are shared at different levels of the organization to inform planning and budgeting. A similar process exists for the administrative and educational and student support AES units. At Reinhardt, assessment results are used to make budget decisions, thus closing the assessment and budget loop to assure continuous improvement.
Annual Assessment Reports are reviewed systematically and continuously to ensure that the University's strategic objectives and student learning outcomes are accomplished as defined in the mission. In their annual report to the Provost, Deans are asked to summarize the assessment findings and prioritize requests for additional resources.
ASC Strategic Plan
RU's recent achievements under the implementation of the current strategic plan provide further evidence of the integration of planning and evaluation processes with IE and budget processes to support its mission. The President's annual State of the University Address [ 55 ] to faculty, staff and administrators occurs one week before the Fall classes begin. Meetings throughout the academic year serve to provide the RU community an update on the Strategic Plan and the achievements of the University over the past academic year. The mission statement serves as the foundation for all University activities, operations, strategic planning, budgeting, and University-wide continuous improvement efforts.
The system engages educational and administrative units across the university in reviewing their mission, objectives, and outcomes. The results presented here demonstrate that Reinhardt University is effectively accomplishing its mission to educate the whole person. Core Requirements Table of Contents 2. Auth 2.
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Effectiveness 2. Institutional effectiveness Judgment Compliance Narrative Reinhardt University RU engages in strategic planning, operational planning, and institutional effectiveness for continuous improvement, which are all linked to the budget. Strategic Planning SP Reinhardt engages in systematic, campus-wide strategic planning to further its mission. RU Strategic Planning Model To demonstrate institutional effectiveness in an observable, measurable, and quantifiable manner, RU has adopted a planning and evaluation model that integrates strategic planning at the university level with ongoing unit-level planning and assessment activities.
Targeted student orientation was implemented for non-traditional students regarding registration, financial responsibilities and financial aid options, information technology support and instructional support; a Financial Aid advisor has been designated to work with these students. A Student Operations Committee was formed to assess our student data management system and set standards of operation and make recommendations for change. The committee met regularly to problem-solve processing issues. The VP for Enrollment Management chaired the committee.
A new general education core curriculum based on the General Education Student Learning Outcomes was implemented; the course options guided an increased understanding by students of their personal and social responsibility.
universityûs Balanced Scorecard (The University of. Edinburgh, ), there are limited studies that quantify the relationship among objectives in strategy map of. Abstract and Figures · Strategic planning can be defined as a 'disciplined effort to produce fundamental decisions · university faces social changes.
The University added new science facilities and resources to support biological education. The new building attracted new students to Reinhardt as enrollments in Biology grew at a sustained pace in recent years. Five key questions guided these discussions: 1.
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What one word or phrase would you currently use to describe Reinhardt University? In five years, how should Reinhardt be different?
The operational planning processes employed by Reinhardt include: Academic Program Reviews and Specialized Accreditations— comprehensive reviews of all academic degree programs. Academic program reviews are conducted on a 7-year cycle.