5R1 Accomplishing Results for Leading and Communicating Processes and Systems
Results of strategic goals and objectives associated with Leading and Communicating are summarized in Figure
5.1. The progress indicated for significant goals provides evidence of effective institutional leadership. Western’s
Annual Progress Report on the Strategic Plan provides some of the institution’s most compelling evidence for leadership’s careful planning and implementation of strategic initiatives (Figures 1.1 through 9.1).
Two SPIF projects demonstrate leadership in public safety and oversight of the campus structural, mechanical, and utility systems. Western used consultants from the Loaned Executive Management Assistance Program (LEMAP) sponsored by the International Association of Campus Law Enforcement Administrators (IACLEA) to provide recommendations for improving campus safety. The campus public safety department will act upon these recommendations.
Western began a comprehensive audit and condition assessment of its campus structural, mechanical, and utility systems in February 2006. This audit provides a Facilities Condition Index (FCI), a ratio of deferred maintenance to replacement value of the physical plant. Western will use the audit in its maintenance and capital renewal planning.
Leadership evaluation is an element in the annual evaluation process for faculty and some academic administrators at Western. Every faculty member produces an annual self-evaluation focused on teaching, scholarship/creative activity, and service. Department chairs, deans, and the Provost review these evaluations and provide additional analysis and evaluation of performance. Chairpersons in the Colleges of LAS and PS are evaluated annually. In 2004, the Faculty Senate conducted an evaluation of the Vice President for Academic and Student Affairs.
Western’s mission emphasizes leadership in the community and region as part of student development and the commitment of the institution itself. Western plays a key role in major initiatives in the community and region (9R1). Western’s leadership is evidenced in the hours of community service provided by its students and employees. Leadership is developed through internships in the community and the assistance provided by the Western Institute to area companies. Many of Western’s faculty and staff serve as officers or board members of organizations in the region.
The Public Relations and Marketing Department organized the Discover Gold public relations campaign. This branding initiative was a major component of strategic planning objectives concerned with image enhancement.
This campaign is also related to enrollment management objectives that aim to change the enrollment mix. Results of the Discover Gold campaign are highlighted below.
During baseline studies, 36 percent of students and 100 percent of employees recognized “the Western Advantage.” In 2006, 87 percent of students, 80 percent of employees, and 76 percent of visiting students were able to choose Discover Gold as the new brand from a list of six choices. A 70 percent recognition by all audiences is a strong indicator of brand penetration. Of all audiences surveyed in February 2006, the majority indicated they saw or heard ads about Western. The recall rate ranged from 75 percent among orientation students to 91 percent for current students, 92 percent for employees, 93 percent for visiting students, and 93 percent for business leaders. All audiences reported an increase in the percentage of individuals who felt the school is well-respected.
High school newspapers, radio and television were the three primary advertising media visiting students most often recalled. These results reflected the funding the advertising medium received.
Western periodically makes use of expert consultants to evaluate and reshape leading and communicating systems.
Noel-Levitz consultants were used extensively to help Western
leaders evaluate and reconfigure communication strategies as well
as other programmatic efforts concerned with recruiting and retention
Western annually evaluates the leadership involvement
of faculty and staff in local communities by conducting a survey.
Survey results are indicated in 9R1.