Improvement (I)

9I2 Setting Targets for Improvement

Figure 9.1 identifies five-year measures set in 2002 and the 2006 results associated with those measures for Building Collaborative Relationships. In 2006, Western began discussing a new strategic plan and will reevaluate these measures and results and establish continuing or new measures for these areas.

Western has already identified the following targets for improving its Collaborative
Relationships.

1. Identify target specific improvement priorities in relationship with its feeder institutions and organizations. This includes increasing the number of institutions and organizations from which Western receives its students; increasing the number of articulation agreements with two-year institutions; and increasing the number of transfer students entering Western with associate degrees.
2. Strengthen relationships with institutions, organizations and employers that receive Western’s students pre- and post-graduation. To accomplish this, Western will establish structures that use Western resources to provide expertise for collaborative efforts for community and regional priorities and specifically in the life sciences area; expand applied learning opportunities for students so that all graduates will have the opportunity to participate prior to graduation; and partner with other organizations to develop the workforce.
3. Collaborate with organizations that provide services to Western’s students. Western will collaborate with service providers to enhance student services with input from the students; work in partnership with the MWSU Foundation to support Western’s plans and goals; and work with the MWSU Alumni
   Association to support Western’s plans and goals.
4. Develop and enhance relationships with the region with whom Western interacts. Western will continue to develop an internal environment where community participation and leadership is encouraged and supported; establish a database of existing service opportunities and a responsible entity for information and coordination; expand service opportunities by increasing collaboration with community, regional, national, and international organizations; establish a process that encourages all students to participate in at least one service activity prior to graduation; and encourage all
   faculty and staff to participate in community service.
5. Enhance relationships with other educational associations, external agencies, and consortia partners, and increase the number of accredited programs.
   
   Western communicates current results and improvement priorities to relationship partners, faculty, staff, administrators, students and the general public through a variety of formal and informal channels identified in Western’s Strategic Marketing Plan. These include:
   • Print, broadcast, and electronic media such as the Missouri Western: The Magazine for Alumni and Friends, Points of Pride, Tower Topics, MWSU Foundation Annual Report, Western website, news releases, radio, television, the Griffon News student newspaper, and the
     iModules^© alumni community
   • Campus-wide events such as Experience Western, joint staff and faculty meetings, employee announcements, and e-mail broadcasts
   • Presentations to various civic and service organizations
   • Interpersonal communications that take place at the administrative, faculty, staff and board levels.