monitor and evaluate the implementation of the plan, to provide for appropriate accountability, and allow for adjustment The results from teaching and learning assessments are used to facilitate curriculum and program change. In fact, five of the seven initiatives in the Strategic Plan focus on teaching and learning (academic programs; enrollment growth; student retention and graduation rate; student services; and technology and campus facilities). 2.6 Communication and Deployment of Strategic Objectives and Action Plans The collaborative effort that created the Northern Three-Year Strategic Plan is thorough, flexible, and accountable. At the document’s inception, all faculty and staff received a copy of the Institutional Strategic Plan. All divisions and departments are subsequently represented in the annual review of the Strategic Plan. The annual review of progress toward goals allows the institution to align all levels of planning with its mission and, thereby, to enhance its capacity to fulfill that mission. As our business faculty members are involved with the development of the action steps and assessment tools, they are also charged with plan deployment. The Business Division chair compiles the operational plan listing initiatives that will strengthen the Business Division’s efforts to improve as well as to suggest budgetary needs. Once implemented, the plan is monitored at the divisional level. The Chair is updated on the progress periodically by the faculty (relating to course assessments) or support staff (relating to information technology, budget or facilities). Since the action plans are tied to measurable objectives, the periodic reviews indicate whether or not the initiatives have positively affected the stated objectives. At the time of this self-study, Northern’s Three-Year Strategic Plan has only been in operation for two complete years. The process of analyzing results identified in the plan is still loosely linked to budget allocations. The college will continue to develop the process of analyzing and disseminating results so that institutional resources can be allocated effectively. CRITERION 3: STUDENT, STAKEHOLDER AND MARKET FOCUS 3.1 Needs and Expectations of Current Students As a comprehensive community college serving rural and metropolitan service areas, Northern Oklahoma College first opened its doors in 1901. The college delivers lifelong educational programs and services that are convenient and accessible, provides professional training opportunities, provides opportunities for personal growth and cultural enrichment, maintains a caring, supportive environment, and is accountable to its stakeholders. The Business Division collects and uses information from stakeholders including students, faculty and industry representatives in order to improve program and service offerings.
monitor and evaluate the implementation of the plan, to provide for appropriate accountability, and allow for adjustment The results from teaching and learning assessments are used to facilitate curriculum and program change. In fact, five of the seven initiatives in the Strategic Plan focus on teaching and learning (academic programs; enrollment growth; student retention and graduation rate; student services; and technology and campus facilities). 2.6 Communication and Deployment of Strategic Objectives and Action Plans The collaborative effort that created the Northern Three-Year Strategic Plan is thorough, flexible, and accountable. At the document’s inception, all faculty and staff received a copy of the Institutional Strategic Plan. All divisions and departments are subsequently represented in the annual review of the Strategic Plan. The annual review of progress toward goals allows the institution to align all levels of planning with its mission and, thereby, to enhance its capacity to fulfill that mission. As our business faculty members are involved with the development of the action steps and assessment tools, they are also charged with plan deployment. The Business Division chair compiles the operational plan listing initiatives that will strengthen the Business Division’s efforts to improve as well as to suggest budgetary needs. Once implemented, the plan is monitored at the divisional level. The Chair is updated on the progress periodically by the faculty (relating to course assessments) or support staff (relating to information technology, budget or facilities). Since the action plans are tied to measurable objectives, the periodic reviews indicate whether or not the initiatives have positively affected the stated objectives. At the time of this self-study, Northern’s Three-Year Strategic Plan has only been in operation for two complete years. The process of analyzing results identified in the plan is still loosely linked to budget allocations. The college will continue to develop the process of analyzing and disseminating results so that institutional resources can be allocated effectively. CRITERION 3: STUDENT, STAKEHOLDER AND MARKET FOCUS 3.1 Needs and Expectations of Current Students As a comprehensive community college serving rural and metropolitan service areas, Northern Oklahoma College first opened its doors in 1901. The college delivers lifelong educational programs and services that are convenient and accessible, provides professional training opportunities, provides opportunities for personal growth and cultural enrichment, maintains a caring, supportive environment, and is accountable to its stakeholders. The Business Division collects and uses information from stakeholders including students, faculty and industry representatives in order to improve program and service offerings.
NORTHERN%20OKLAHOMA%20COLLEGE.docx