mission and mission fulfillment tom miller university of alaska anchorage
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UAA’s ContextPublic universityPublic universityPart of a system of three independently Part of a system of three independently
accredited campusesaccredited campusesLargest of three major campusesLargest of three major campuses
20,000 students2,000 staff1,200 faculty
Extended reachExtended reachFive community campuses
UAA’s ContextComprehensive missionComprehensive mission
200 programs of studyCertificates to 2-year to graduate programs
Open accessOpen accessWide diversity of student bodyWide diversity of student bodyDouble identityDouble identity
Community collegeFour-year university
MissionUseful components for a Mission Statement
Identify purpose for activities: Identify purpose for activities: discover and disseminate knowledge through
teaching, research, engagement, and creative expression.
serve the higher education needs of the state, its communities, and its diverse peoples.
Mission Useful components for a Mission Statement
Identify important characteristics: Identify important characteristics: open access university academic programs leading to associate,
baccalaureate, and graduate degreesrich, diverse, and inclusive environmentsustainable practices
Mission Useful components for a Mission Statement
Identify impacts – the result will beIdentify impacts – the result will beGraduates prepared for: workforce, further
education in…, citizenship, life-long learningStudents will demonstrate (critical thinking,
leadership, etc.)Economic development in regionEngagement in arts and humanities
MissionNot so helpful statements
Bragging:Bragging:We will be (renowned for, recognized for,
famous for …) risk spending too much effort getting noticed
Comparisons or predictions:Comparisons or predictions:We will double our (enrollments, space,
foundation account, state appropriation, etc.) too many factors that institutions don’t control
We will be the top producer of aircraft mechanics in the state. Set benchmarks and thresholds in other documents
Mission Alignment with strategic and other operational plans
Common priorities and objectivesCommon data sets to measure
performanceCommon reporting and evaluation
Program level reviewsSystem level performance reviews
Evaluation tied to improvement
Institutional Planning and AccreditationInvolved partiesTimelineCollection of evidenceRole of values
Handling TransformationThinking deeply and in new ways…
The role and practice of institutional vision
When and how to include, delete or alter an institutional goal or core theme
When and how to measure effects
Mission FulfillmentDefinition of fulfillment: Broad range
between unacceptable and superior..
Acceptable Level of Performance – Internal or external guidance? Status or trends? Need for comparable data sets?
Evaluation of programs and services Role of institutional indicators. Rolling up
into Core Themes and Mission
The Use of IndicatorsAs markers of performance - not directly
pointing to process or goal adjustment. Prompts for further review
Distinguish between poor performance and inconclusive data
Careful analysis needed to connect cause and effect
Properties of good evidence: meaningful, repeatable, verifiable, multiple measures
Steps between data collection and action
PrinciplesEstablished by Steering Committee
from the outset
TransparencyInclusivenessCommunity InvolvementSensitivity in ApproachStudent CenteredRespect
Communication with University and Community
Initial briefings
Ongoing updates
Requests for feedback
Distributed results
New Standards and Process:Briefing All Major Organizational Units
•Aims at improvement based on evidence of achievement
•Engages entire institution•Encourages collaboration across units•Focuses on mission fulfillment•Provides an opportunity to adjust as
we go along
Ongoing Updates and Briefings Existing faculty, staff, student,
administrative and community governance groups
In writing and in personAdditional focused briefingsWidely distributed drafts, clear feedback
mechanismAccreditation 2010 Web site
Feedback Solicitedat Each Major Step
Core themesOutcomes and IndicatorsResources and CapacityPerformance and recommendations
Standards – reviewed simultaneously
Distributed Leadership Across Groups, Units, and Campuses
Steering CommitteeLeadership teamGovernance groupsCore Theme evaluation teamsChancellor’s Cabinet
Intra-institutional Benefits and Implications for Practice
Engages the entire institution and community in meaningful discussion
Encourages dialogue across traditional boundaries and up and down the traditional hierarchy
Helps individuals and units see how they contribute to the mission as a whole and to see their connections to other units
Intra-institutional Benefits and Implications for Practice
Encourages thinking about efficiency of effortAlignment with strategic plan and management
processes (evidence collection and analysis, decisions, measure effects, improve)
Renews discussion of mission and strategic plan
Incentives for responsible groups to take control
Intra-institutional Challenges and Implications for Practice
Cost and time implicationsTraining and expectations of institution and
the commissionTemptation to select only safe outcomes
(easy to measure or easy to accomplish)Unavailability of conclusive evidence – not
enough, not directly related to performanceInaccurate analysisActions not related to mission or
overwhelmed by events