Strategic Scorecard

1.1 Meet enrollment targets through effective recruitment and retention efforts.

• • • Created Strategic Enrollment Management Plan 2019 – 2023
    • Division chairs are provided a list of students and email addresses in their majors that were registered for the previous spring term but have not yet registered for the next fall term. These nudges typically are sent via email by division chairs (or designees) during August.

1.2 Support and enhance recruitment efforts for first-generation and underrepresented students, as well as a broad base of all Oregonians.

• • • To help address our goal to become a Hispanic Serving Institution and to diversify recruitment efforts in general, fall term 2019, the Office of Academic Affairs mailed letters to the 2,505 high school students who earned Willamette Promise credits during the prior academic year, congratulating them on earning the credits. A greater percentage of Willamette Promise students identify as Hispanic (36%) than the overall composition of Oregon K-12 students (23%). The letters provided each student a list of all credits they had earned through Willamette Promise, information about how those credits fulfill WOU Gen Ed requirements, and encouraged them to apply for the Willamette Promise -specific scholarship if they chose to attend WOU.
    • We have increased our Spanish language admissions materials and webpage. Change the language to Spanish in the top right corner. 
    • Creation of family materials and College 101 guide for parents and students.
    • MarCom engages in new outreach via radio, social media advertising, targeted digital ads, and events.

1.3 Support growth of academic programs to include new and innovative degrees and certificates.

1.4 Increase the role of long-term enrollment management planning in the budgeting processes.

• • • Created Strategic Enrollment Management Plan 2019 – 2023.

2.1 Evaluate net cost of attendance versus median household income relative to peers and comparator institutions to ensure access and affordability.

• • • WOU kept a 2.33% minimal tuition increase for 2019 – 2020 to help to reduce the overall cost of attendance.
    • Increased tuition remission for students with greatest need to reduce the overall cost of attendance.
    • Efforts to reduce the number of credits at graduation include enhanced advising efforts, new General Education program, four-year plans for all majors, Transfer Pathways office creation with increased dual-enrollment agreements with community colleges and other degree partnerships.

2.2 Provide students with meaningful financial support and effective connections as they transfer from other educational institutions.

• • • We redesigned our student fees & tuition structure (remissions) to maintain student affordability (see page 50 of Jan 16 2019 board docket).

2.3 Expand support for undergraduate scholarships in second, third and fourth years of attendance.

• • • Our Comprehensive Campaign planning is underway (see the WOU Foundation presentation Jun 12 2019 Board docket).
    • We have hired one additional development officer.
    • Giving Day in 2019 featured financial matches for raising funds for scholarship programs.
    • Under construction | We have launched of Sustainers program
    • Launch of WOU Sustainers giving program allows for donors to give monthly or on a regular and continuing basis, creating a stable source of revenue for scholarships.
    • We have added a database management/prospect researcher to the Foundation.
    • We have created an avenue for student employee giving via payroll deduction.
    • The Department of Politics, Policy & Administration sponsors (members of the department contribute to the fund) a $1000 scholarship for students in their senior year who are majoring in Public Policy & Administration or Political Science.

2.4 Evaluate and improve the outcomes of tuition-assistance programs on enrollment, retention, and graduation.

• • • For fall, 2019, we revised our remission program to award students with greater need.

2.5 Evaluate assumptions underlying our current tuition cost structure and compare our system to other fiscally sustainable institutions.

• • • We have eliminated the Western Promise and minimized tuition increases for 2019-20 to 2.5%.

2.6 Increase access to, and education about, scholarship opportunities, particularly for students of color, immigrants, rural and socio-economically disadvantaged students.

• • • We have creation and launched the 100 Opportunities scholarship initiative.
    • Our Comprehensive Campaign planning is underway (see the WOU Foundation presentation Jun 12 2019 Board docket).
    • Completion of Jack Morton Lobby campaign

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3.1 Cultivate sustainable financial resources to achieve goals of the strategic plan.

• • • We are developing a comprehensive campaign In FY19, the WOU Foundation received more than 4,000 cash and in-kind gifts from nearly 2,000 donors, including 600 plus first time gifts, for a total of more than $2 million.

3.2 Advance financial resources through state appropriations, HECC, grants and WOU Foundation, ensuring all sources are considered and developed.

• • • Chemistry recently received nearly $1M NSF ADVANCE grant to promote women in STEM.

3.3 Develop and implement a comprehensive fundraising plan to secure external funds that support the mission and goals of the university.

• • • The WOU Foundation utilized a consultant to complete the research phase of comprehensive campaign planning.
    • In preparation of a campaign a database manager/prospect researcher has been hired.
    • The WOU Foundation has upgraded to industry standard prospect tracking and foundation accounting software – RaisersEdge and FinancialEdge.
    • The WOU Foundation has begun active data cleanup and enhancement projects including address, email, and phone number verification and searches.

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4.1 Develop and promote sustainability-focused programs and opportunities for the university, the community, alumni and university partners.

• • • Installed solar panels on RWEC
    • We have implemented xeriscaping on grounds to save water.
    • The College of Liberal Arts and Sciences established the Dean’s Speaker Series on Creating a Sustainable Future (February 2019 | volume 1, issue no. 2, April 2019 Newsletter Volume 1, issue no. 3).

4.2 Increase and support sustainable environmental systems for campus grounds, infrastructure and physical facilities.

• • • Master plan update with a focus on sustainability.

4.3 Ensure the availability and effective utilization of accessible and comfortable classrooms, offices and meeting spaces.

• • • Campus Disability Services Office consults on all building updates and remodeling efforts.

4.4 Create systems and processes for identifying sustainability opportunities, challenges and innovations.

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5.1 Maintain IT solutions that incorporate best practices in higher education.

• • • Convened University Technology Advisory Committee (wou.edu/utac).

5.2 Provide technical support for faculty, staff and students to meet the goals and mission of the university.

• • • WOU has launched the My WOU app to help student navigate WOU.
    • WOU has purchased and launched College Scheduler to enhance scheduling planning and registration for students and advisors.
    • WOU has rolled out DUO, a two factor authentication tool to enhance cybersecurity campus wide.
    • A major upgrade of Banner from version 8 to version 9 was completed December 2018 (wou.edu/ucs).

5.3 Develop and implement short- and long-term IT plans that are responsive to the needs of students, faculty and staff.

• • • UTAC is developing a campus technology plan. The Technology Plan “action plan” can be found in the June 21, 2019 minutes. The technology plan “action plan” can be found in the June 21, 2019 minutes.
    • UTAC has a LMS review is underway as first major effort in campus-wide recommendation process. See wou.edu/wp/lms-review/
      

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6.1 Provide professional development opportunities for faculty and staff that advance the university mission.

• • • CBA 2017-2020; $270,000 now devoted to faculty development–an increase of $70,000 (see page 51)
    • Provided added flexibility to support staff development through decentralized budget.
    • Updated new faculty orientation program during fall kickoff weeks
    • Implementation of Academic Affairs pedagogy series.

6.2 Maintain appropriate staffing levels to ensure the continuity of programs, units and departments.

• • • Under construction | The process of collecting and analyzing workload data is under development.

6.3 Implement process improvements to improve satisfaction and productivity of faculty and staff.

• • • WOU has completed our first campus climate survey, spring 2019.

6.4 Provide resources that improve the safety of faculty, staff and students by developing and implementing emergency planning systems.

• • • Emergency Response Guide – Campus Public Safety completed, which includes quarterly emergency preparedness training (TTX, Drills, etc.).
    • One additional safety officer hired.
    • Under construction | WOU is attempting to fund the CASA grant position.
    • There are now first-aid kits, automatic external defibrillators, trauma kits and emergency supplies with life-saving equipment in each building on campus.
    • Supplies purchased to sustain 1200 people for a 2-week period are stored on campus. See the Emergency Response Guide.
    • Stop the Bleed training provided to campus.
    • Annual fire extinguisher training provided to campus
    • LICE training provided extensively to campus.
    • CPR, First Aid, AED training provided to campus

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