Strategic Scorecard

1.1 Develop and implement a transparent, evidence-based budget model that supports institutional priorities.

• • • WOU has established a decentralized budget process. See Managing Our Work: A New Paradigm, March 15, 2018.

1.2 Create campus budget advisory committee incorporating shared governance principles and budget transparency.

• • • The University Budget Advisory Committee (UBAC) was established in 2017, and the UBAC has established a budget request process. See Budget Proposals – University Budget Advisory Committee and the UBAC archives page.

1.3 Align budget process with the current Strategic Plan, mission and core themes.

• • • The charge of UBAC requires recommendations to have clear linkages to the WOU Strategic Plan: Forward Together.
    • UBAC used the focus lenses defined by president in his 2018 State of the University Address: Affordability, retention, and enrollment.
    • $650K in UBAC recommended initiatives were built into the FY20 budget.

1.4 Maintain budget reserves to meet university Board of Trustees-approved policies.

• • • The WOU Board of Trustees has a budget policy. See WOU BOT Meeting Docket (Mtg. No. 28).
    • WOU purchases Vick building in downtown Salem for increased access for adult learners.

2.1 Develop institutional research capacity.

• • • The Institutional Research office was established in 2017.
    • Using the UBAC budget proposal process, a search for an additional Institutional Research Analyst was launched fall 2019.

2.2 Use institutional data to inform decisions, address program outcomes and meet strategic goals and accreditation standards.

• • • After receiving input from students and faculty, changes were made to our tuition structures to create a more streamlined system. For example, starting in 2019, there is no additional fee for hybrid modality. We redesigned our student fees & tuition structure (remissions) to maintain student affordability (see page 50 of Jan 16 2019 board docket).
      
    • Numerous campus groups called for an analysis of the course fee structure and an evidence-based restructuring of the course fee process. As a result, UBAC is establishing a new policy for course fees.
      
    • The allocation of tenure track faculty positions in 2019 – 2020 was driven by university data. For example, see the 2018-19 Tenure Track request form.

2.3 Promote culture of evidence-based decision-making and accountability.

• • • University Computing Solutions created the data warehouse.
    • We hired a director of Institutional Research in 2017.
    • Using the UBAC budget proposal process, additional staff has been added in the 2019 – 2020 academic year to the Institutional Research office.
    • The Board of Trustees has a dashboard in place to show visual data of important indicators at-a-glance. This is housed on the Institutional Research webpage.
    • The Budget and Planning Office developed new variance reports distributed to budget managers across campus.

3.1 Create strategic communications and marketing unit.

• • • We now have a Marketing & Communication (MarCom) unit.

3.2 Support and enhance effective marketing and consistent branding.

• • • MarCom has created a toolkit, including downloadable templates; how-to guides and a guidelines blog available for all WOU employees and students.
    • We now have designated marketing staff who are available to work with all employees as marketing consultants.
    • MarCom has posted available and verified points-of-pride to assist with brand identity.
    • Temporary management of the Print Shop by MarCom has provided the opportunity for hands on training and reinforcement of our visual identity guide and brand expectations.
    • A longstanding contract with Learfield/IMG College via CLC provides third party protection and oversight of our brand usage.

3.3 Utilize web presence, social media and other forms of media to expand the university’s visibility.

• • • Creation and implementation of Why I Love WOU video contest.
    • We leverage a variety of new advertising platforms including Spanish radio, digital, buses and others.
    • The WOU website redesign includes segmented and focused content and messaging.
    • Alumni and Friends hosts events and works with the community.
    • The WOU Foundation is engaging community members in the Emeritus Society.

3.4 Enhance public awareness of community events and the scholarly and creative works of students, faculty and staff to help showcase the university’s unique accomplishments in all program areas.

• • • Features on WOU Stories support this effort.
    • Featured articles in the Western Edge magazine provide an avenue for stories to reach the community.

3.5 Strengthen and expand community college partnerships to promote educational attainment.

• • • We have hired a transfer specialist who has increased the efficiency and number of new agreements. We now have dual enrollment agreements with Chemeketa, Clackamas; Linn/Benton, Mt. Hood and Portland Community Colleges. We have created new transfer specific printed materials, media promotion around agreements. See the Transfer Pathways site.
    • WOU now has a greater onsite presence at community colleges. See the Transfer Pathways site.
    • The College of Liberal Arts and Sciences is developing innovative synchronous partnerships with local community colleges, has developed a synchronous partnership with Clatsop Community College and is working on a partnership with Oregon Coast Community College. See the Degree Partnership Program webpage.

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4.1 Enhance communications systems to disseminate campus-wide information and share expertise, successes and challenges.

• • • We have revised email distribution lists (WOU:Notice, WOU:President) to better notify employees.
    • We have creation customizable internal communication via a communication hub in the WOU Portal.
    • The President’s sends out regular newsletters and communications and archives them on his site.
    • Under construction | We are developing a student Communication Task Force.
    • The College of Liberal Arts and Sciences has a regular “LAS dean’s” newsletter.

4.2 Improve teamwork and collaboration among students, faculty, staff and administration.

• • • Campus advisory committees, UBAC, UTAC, and UDIAC reflect a diverse and collaborative membership from units across campus.

4.3 Provide sufficient resources to develop and maintain timely communication avenues, such as websites and social media.

• • • We have centralized marketing funds (MarCom).
    • We have centralized website control for the prospective student audience (MarCom).
    • We have standardized and partially automated employee profiles. Employees have access to fill-in profiles in their portal under “My Programs” “Update your employee profile.”
    • We have created social media resources for departmental use (MarCom).
    • The College of Liberal Arts and Sciences has developed a dean’s office newsletter, increased social media presence, and updated web pages throughout the college.

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