Improvement (I)

6I1 Improving Current Processes and Systems for Supporting Institutional Operations

Western’s Strategic Plan and Annual Progress Reports guide the overall improvement of current processes and systems for supporting institutional operations (Category Eight).

Implementation of the SunGard SCT Banner administrative software application and Luminis portal systems involved the largest technology improvements undertaken by Western. Western continues to analyze current technologies for new uses in the delivery of innovative services and features. As part of the implementation of the SunGard SCT Banner administrative software, Scheduling Services purchased and installed an interface between the SCT Banner and the newly acquired Resource 25 Event Scheduling Software system.

In the area of Enrollment Management, Western used Noel-Levitz to develop a recruitment plan in 2004 and a retention plan in 2006 (2I2). Figure 2.7 indicates targeted improvements for student engagement.

As part of strategic planning, Western reclassified job titles and descriptions in 2004 for administrators and staff. This included a market assessment to determine salary scales. Western used broad-based participatory involvement in developing the new classification system and provided good communication throughout the implementation process (Category Four).

Another project contributing to improved processes and systems includes Western’s Communicating Quality AQIP Action Project focused on branding and marketing Western, particularly in the areas of applied learning, service to the region, and communicating its student engagement initiative to internal and external audiences (Category Two).

Every five years, Missouri Western's department of athletics conducts a self-study using the Institutional Self-Study Guide (ISSG), a process required by the National Collegiate Athletic Association (NCAA). This self-study assists institutions in evaluating their compliance policy/procedures, along with other areas such as student-athlete welfare, recruiting, scholarships, budgets, and institutional control.

In conjunction with the ISSG self-study, Western invites the NCAA to conduct a Compliance Blueprint Review. The NCAA completed a campus visit in October 2005 and reviewed the athletics department's policy/procedures. Upon receipt of the complete review, Western established a plan to address areas of concerns documented by the NCAA.

Western Public Safety applied for and was granted Strategic Planning Implementation (SPIF) funding for an assessment of Public Safety operations and general campus safety. The Public Safety Department contracted with the Loaned Executive Management Assistance Program (LEMAP), sponsored by the International Association of Campus Law Enforcement Administrators (IACLEA), to provide management consulting. LEMAP provides assistance in improving the administration, management or operations of a police/public safety agency, and may aid in implementing improved practices and techniques. This unique program uses the talents and resources of executives from campus law enforcement and security who serve as consultants.

As one of the goals of the facilities and grounds strategic plan actions, the University is undertaking the task of completing a comprehensive Facilities Condition Audit of all University facilities and systems. This will provide a comprehensive deferred maintenance backlog and establish a Facilities Condition Index (FCI) that can be used to benchmark against other institutions.

Western is subject to an annual financial audit by independent certified public accountants. As part of this review, an opinion is issued on the overall financial statements and a management comment letter is prepared. The University has always received an unqualified opinion on its financial statements.