Strengths

OFIs

• *Energetic

• *Focused

• Do review organization

• Professionalism higher profile image

• Willingness to advance

• *Easily approachable

• Willing to take risks

• *Good motivators but not all

• Upper leadership concerned 24/7 with how actions affect students (but not all leaders)

• 3 year and 5 year plan available

• President and VPs are making efforts to take Univ in right direction

• Utilizing budget effectively during economic crises

• Positive changes within faculty management

• LEAN application/implementation

• Promotes ethical behavior

• Leadership is more visible

• Increased funding from outside sources

• Committed leaders

• Highly qualified

• Ethical

• Values – review process

• Many good ideas

• Commitment toward students

• PLC very strong and developed

• Commitment to develop leadership

• Three C’s create atmosphere for developing leadership (leadership emphasis on the three C’s)

• Leadership from the top

• New academic mission statement

• Speaking at faculty/staff meeting

• Provost is proactive (lunches with faculty)

• Emphasis on Leadership: Jazz Lab, Leadership UCO, athletics, etc. shows community connection

• Continued effort to strengthen vision of university

• Innovative activities to engage students, faculty, and staff with UCO community, i.e. take student to lunch, adopt a professor

• President well respected as champion for UCO including VPs

• Energetic

• Focused

• Do review organization

• Professionalism (higher profile image)

• Willingness to advance

• Easily approachable

• Willing to take risks

• Good motivators, but not all

• Upper leadership concerned 24/7 with how actions affect students (but not all leaders)

• 3 year and 5 year plan available

• Visible, personable, comfortable

• Believe (but don’t know)

• Responsive

• Globalization vision of leadership is strong

• Empowerment with leaders

• Faculty continue with excellence despite turnover in senior management

• Employees are encouraged to do their best

• Culture of empowerment exists

• Promotion of ethical behavior

• Commitment to recognizing excellence

• Leadership is interested in everyone’s feedback

• Commitment with the leadership to making things happen

• Leadership visibility

• Educator’s Leadership Academy (ELA)

• Leadership UCO

• Supervisor Series

• Chamber of Commerce participation

• Other civic engagement activities

• Volunteer programs, giving opportunities for volunteer work

• Service learning activities

• Inclusion of entire UCO community in policy making

• Ethical leadership

• Professional development opportunities endorsed/encouraged

• Access to leadership

• Leadership involvement in community

• Leadership support of community activities

• Leadership is constantly reviewing and implementing new ways to involve and serve community

• Leadership provides vision

• Undergrad focus

• Campus life effort

• President asks, people come

• Dedicated leaders

• Outgoing, high energy, progressive, visionary leaders

• Appearance that senior leaders work as a team

• Senior leadership team is committed to helping UCO identify who we are and where we are going

• There is a UCO vision now

• Employee recognition programs

• Open communication/door policy

• Provides encouragement to faculty/staff for excellence

• Engaging communities

• Campus beauty improved

• Globalization effort

• Recruitment

• Maintain/enforce standards

• Provost—visionary—strategy oriented—long term goals, practical planning

• Leadership team is doing a “good” job—first steps

• Retreats help present visions—create actions for growth

• Positive attitudes and environment

• Many good programs initiated of Arts, Media, and Design/Forensic Science

• University vision clear

• Ethical leadership (we have confidence in them)

• Steve Kreidler

• Recognition of the importance of character

• VP’s seem to be engaging each other

• More verification among senior leaders

• Have clear direction

• DPS culture is an ethical code

• Academic mission and core values

• Leadership has improved empowerment by which employees may take needed action

• Responsive leadership

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• Communication between camps (divisions)

• Webb be more visible, also all leaders

• Take ample thought to respond to negative issues

• Maintain high ethics across the board

• More interaction across camps

• Webb has apparent priorities

• Communication among deans

• Lack of faculty input into decision making and IT

• Clear vision of where UCO is going

• Lack of understanding of UCO goals

• Lack of support for empowerment

• Responsibility without authority

• Include campus players/experts in decision process rather than initiating something and then telling them

• Other communications up/down besides formal chain of command

• Less time reporting

• Change should take less time

• Turnover does not lead to consistency

• Lack of support for college generated goals

• Leadership (dean) needs to be “more out there”

• Promote progress and strengths to create value to community, alumni

• Colleges/dept. need more control over budget, including salary, to be more empowered

• More info.on how SR leadership is evaluating org. process

• Need intra univ. goals that matter to college/depts.

• Empower middle managers to make decisions

• Follow through on programs begun (don’t have a “flavor of the month”) Fund programs started, don’t’ drop

• More opportunities for staff leadership (staff council, conferences, etc.)

• Leadership training for faculty

• Clear vision

• President more physically visible

• President more connected

• Empowerment of others (all faculty, staff, with decision making)

• More engaged

• Cross area communication

• More opportunities for students to develop leadership skills

• More team emphasis on leadership

• More opportunities for “bottom up” feedback

• More opportunities for civic and alumni leadership

• Leadership for additional student life

• Leadership boot camp for students

• Action difficult to see

• Need more interactive follow up – staff and faculty

• Need standard evaluation

• Improvement proactive and physically visibility of all Vice Presidents

• Need community awareness raised of what UCO does

• Innovation encouraged

• In some arrears, selectivity---not in all areas

• Create the environment and process

• Collect ownership of univ values

• Stop thinking “if it ain’t broke, don’t’ fix it”

• Direction is there, but everyone not privileged to hear it

• Involve more students (not in PLC) in leadership opportunities

• Leaders need to communicate agenda

• Enact empowerment – budget, authority, trust, and satisfaction

• Commit $$ to SSCI and other CI efforts (not just analysis but action!)

• Fund areas of excellence, disband weak or average

• Future planning, type of student; enrollment

• Need other ways (big and little) to reward outstanding performance

• Need to reduce number of administrators

• Administrators should not also hold faculty slot

• Faculty and staff should identify their own goals

• Administrators have conflicting agendas and those differ from faculty and staff

• Need a clear and visible direction/objectives for UCO

• Lack of form control/systems

• Too many administrators

• No student evaluations of administrators

• No consistent review of organ. Performance

• No integrated flow charting, which reflects accountability

• Communication beyond Centralities, how to get messages out effectively

• “Walk the campus” informal visibility and contact opportunities regularly in all campus locations

• Visibility of President in more academic conferences and meetings

• More cross-section involvement in budget process

• Introduce local media more effectively to campus presenters (experts, campus leaders, etc.)

• Work on ethics in promoting positive behaviors (anti-plagarism, etc.)

• Improve situation of international students through leadership interaction with community-family contact binding

• Build balance between commuter and residential student satisfaction

• Better communication between junior and senior administrative leadership so that students can’t “exploit a gap” in conflicting efforts to address problems

• More committees in structure to strengthen/support leadership process

• Involvement of whole campus in major process changes by leadership (Banner)

• Decisions take too long, rules and regulations, stagnate decision process

• Lack of empowerment for decision making in leaders’ absence

• Edmond political structure

• Next gen. good idea, but came out of left field

• UCO needs to lead in central Okla

• If in mission, leadership must be in curriculum

• Dean’s level needs more empowerment for the use of resources (budget, personal)

• Timeliness of responses to needs

• Some administrative offices are autocratic (purchasing, graduate college), increase empowerment

• Identification of different leadership styles—increased understanding of where they fit

• Taking ownership of leader’s idea—mid management taking ownership of senior leader’s idea—goal setting, measurement

• Increased opportunities for faculty and staff to meet senior leaders

• Back off the micro management

• Duplication of services between colleges and support areas

• Try to be less territorial

• Senior management needs to better communicate direction especially to front line staff

• Increased visibility of President (he does a lot but is not seen)

• Innovation gets stifled by local group (department) or red tape

• Employee Council to help with communications

• Move away from bell curve model of grading 

• Empowerment of employees is limited due to finances

• Lack of visibility of Roger Webb

• Lack of empowerment for leaders

• Lack of communication down the levels

• Lack of focus w.r.f. to our mission and goals

• Where is the voice for UCO – promoting our interests

• Speed up implementation time

• Provide more incentives for jobs well done

• Provide funding collaborations with community

• More facilities for students

• Scholarship exchange

• Increase recruitment in other regions of U.S.

• More student orientation about academic standards

• Turnover in leadership too much/funding for deanship

• Resources for areas to promote continual growth and new growth before expansion/based:  support current programs upon evaluation/productivity and reduce non-productive areas

• Listen to campus regarding major decisions through surveys and focus groups and base decision-results to feedback

• Increase legislative funding and focus on faculty/staff/program funding (lobby full time)

• Next level—get into the complex issues of our campus

• Further down on ladder the harder it is to be empowered to make decisions and take action

• Once programs are in place they tend to become watered down with much less energy and initiative put into them

• Support good, in-place programs rather than just looking for new ones

• Micro-management is counter productive

• Need contact between senior leaders to faculty and staff

• Need chief of staff for leadership

• Mentoring of replacement (grooming)

• Empower deans to do more

• A little less talk, a lot more action

• Need merit/development opportunities for senior faculty/staff

• Incentives for senior leaders to stay

• More communication on budget issues

•  

Strengths

OFIs

• Committed leadership

• Academic side has awareness

• First steps of forming objectives

• Research resources available

• We are keen on who our stakeholder customer is

• Global perspective

• Communication outward of smaller viable programs. Niche programs, annual SP creates more flexibility

• Good for knowing what we have accomplished (to do list)

• The fact that UCO is utilizing the Baldrige criteria to discover weaknesses/OFIs

• Commitment to IT continuous upgrades of tech. and equipment and faculty

• Presentation of strat. Plan in August well done

• Cap of Enrollment 17,000

• Strategic planning is good but strategic implementation should be better OFI

• Progressive compared to needs of our students

• Strategic planning is present (SSCI, Academic Plan, University Plan, Assessment, etc.)

• Cont. improvement involves all units at UCO

• Develop new campus master plan (growth, etc.)

• Develop a niche (leadership, etc.)

• Colleges and depts.. seem to have a good handle on strategically planning

• Shared understanding of plan promotes collaboration among various entities on campus (Italian/Passport program)

• Helping Students Learn – university mission

• When decision is made, it happens and do have a str. plan process and written plans they are living documents (allowed to change with circumstances) and consistent with vision

• UCO’s push to examine strengths and weaknesses and follow through, including today’s activities

• Good plan for campus beautification

• Good working relationship between UCO and city, schools, state

• UCO and Edmond have lobbyists in Washington and Okla

• Continuous Improvement Team website

• Univ. has put effort into training facilitators

• Emergency Plan is available

• AAEC

• Graduation Report (external)

• Graduating Senior Survey (internal)

• Campus crime rate report (external)

• Enrollment goals now specified

• General academic planning

• Realize that we know how “not to” do a strategic plan

• Faculty and staff need to be included more in outcome (not just process)

• Bureaucracy needs to change (start with student needs to dept. to college to UCO)

• Need more integration and clarity between quality improvement and assessment programs/accreditation

• Move away from “flavor of the month”

• Communication/understanding of time tables and priorities across divisions/departments/colleges

• Well-defined plan/objectives at college and university level

• Data and research driven decision making (learning, facilities, etc.)

• Understanding how “research” fits into UCO mission

• Confusing as to required documents for academic side

• Driven by funding – limits thinking

• Process too time consuming

• Communicate strongly strat. Plan continuously

• Fragmentation among units, e.g. Student Affairs, AA, Adm. Colleges, depts..

• Difficult to create collaborations bet. Colleges/depts.

• Revisit strategic plan done upon Pres. Webb’s arrival

• Better communication of strategic plans in place

• Be able to tie strategic plans together from unit to unit

• Orient new employees to strategic planning

• Tie budget to strat. Plan

• Honest assessment of successes and failures

• Process action plans

• Identify quantitative data to sue in decision making

• Identify and develop good qualitative  data to use in decision making

• Develop teamwork approach to strategic planning, i.e. ideally involvement by all parties

• Work to continue to simplify and streamline the process

• Annual university strategic planning event at luxury resort

• Color-code all strategic planning documents or main items within documents

• Develop plan to add residential housing on campus

• Strengthen and enhance graduate programs

• Incorporate more university and community partnership project goals into strategic planning

• Develop trademark and patent research for future dollar residuals for income for the university

• Improve communication and involvement of master plan

• Improve perception that faculty and staff involvement in CIT process is valued

• Improve communication of time line for implementation of strategic objectives

• What are UCO’s strategic objectives?

• Improve correlation between planning and funding to implement

• Need improved communication on short and long term objectives

• Strategic implementation needs to be better

• Improve explanation of the correlation between planning and outcome

• Improve action employment communication

• To enhance faculty and staff ownership of SSCI process

• SSCI process good--feedback should be more in depth

• Actual progress of strategic plan at senior leadership level needs to be concretely communicated to UCO community

• Status report?

• The UCO mission statement and st. plans need to flow down to AA and Adm. Side on down to colleges and depts.. and offices in order for leaders/faculty to develop mission st. and st. plans

• Need to inform us of our plan

• New ideas and projects often die or become stagnant

• “If” IT fails to continue to update users/departmental equipment

• Too much NCATE emphasis (standards, not planning based)

• Lack of strategic planning in tech.

• Lack of external auditor of strategic planning

• More repair and renovation and replacement of buildings/facilities

• Old North

• Planning and budget authority should match

• Need to clearly articulate performance measures:  financial aid, professional certif.. of faculty, staff, student-teacher ratio, accreditation, program retention

• Need alumni input in strategic plan

• Alumni advisory group involved in strategic plan

• Community involvement in strategic plan

• Constant reminders  of str. plan, goals, objectives; everyone should be involved in annual str. planning (staff and faculty, not just chairs)

• Link str. plan to budget, work to adhere to short term time tables

• Funds for doing focus groups with various stakeholder groups, most rely on casual conversations

• Is there alignment between str plans of each division in regards to mission and each other

• How do str plans flow—upward or downward

• Make measurements more visible to everyone 

• Define the key indicators

• What measures do OSRHE/BOROC use to measure UCO’s success

• More communication of OSHRE/BOROC feedback

• Is there a way to involve the regents in UCO’s planning process?

• Total university representation in planning

• Is the lobbyist part of the plan?

• Plan is not disseminated to worker bees

• Is there an overall strategic plan?

• Unclear as to how each person’s role fit in

• Lack of communication regarding what has been developed – strategic plan

• Strategic planning process—do we have budget to implement?

• Does strategic plan have measurable goals?

• What are priorities for getting strategic plan implemented?

• Identify direction for faculty and staff

• Need to clearly articulate and model expectations developed in strategic plan

• Limited sharing of plans

• Not sure if there is even a plan

• Does not accommodate the plan for growth

• Not sure whether process is top down or bottom up or other

• Communication

• Territoriality

• Lack of involvement in the process

• Perception of lack of commitment to a S.P.

• Fear of S.P.s

• More effective communication of plans (where is website?)

• What are our goals and how do we want to achieve them?

• Who has input?

• Where are we now—what stage?

• Stakeholders’ input

• Are we addressing budget issues?

• Are there resources/are they being used effectively?

• More collaboration between depts.. and colleges

• Should we be asking what other universities are doing – do we know?

• Work with business and industry – what do they want from our students?

• Involve community representatives in planning

• Lots of great things going on at UCO that aren’t recognized

• Focus less on planning and move on successful implementation

• Focus on what UCO does best

• Market university (campus coordination)

• Consider all areas of campus when growing a specific area (more housing requires more security, grounds, custodial services, HVAC, etc.) An increase in enrollment impacts many areas on campus

• Detailed enrollment goals by category (grad/undergrad/international/traditional/non-traditional)

• Cultivate community relationships

• Connect planners and decision makers

• Connect planning and resources (human resources must match goals)

• Reduce duplicate reports

• Improve flexibility of scholarship programs

• Publish all strategic plans

• More standardization among academic units

• Better advertising (on web) for planning information

• Specific plans for scholar activity

• Parking lot access/exit/also expansion (include in strategic planning for future – student faculty growth)

• More communication of allocation of the funds for athletics

• Identify specific enrollment goals – all areas!  Traditional, non traditional, graduate down – undergraduate up, focus attention to areas that need growth or maintenance, international/out of state/long term demographics (U.S.)

• Need documented planning for implementation of plans

Strengths

OFIs

• Graduating Student Survey

• Prosp. Student Service collect student info

• Alumni – UCO has “many”!

• UCO student culture

• Parent and student orientation

• Success Central course

• Quality publications to stakeholders

• A good appeal process for students with problems

• Improved enrollment services for students

• Increased attempts to become more aware of stakeholders needs

• UCO’s interaction with city and state officials

• New alumni organization and location

• Prospective Student Services

• Billboard advertisements

• Univ 1012- Success Central

• Are showing more ethnic diversity

• Have PR focus – UCO for next generation of leaders

• Wellness Center does well at serving those with disabilities\

• We have begun discussions of increasing academic standards (admission and internal)

• Putting Stacy McNeiland in Alumni

• Passport UCO good beginning – increase to semester and for overseas study

• NSSE/FSSE

• Who are our stakeholders?  Student employers, students, alumni, parents, local community, faculty, staff, legislature, regents, crediting agents, library

• Thinks effective mechanisms are in place

• Good relationships/ Job Fair, Prosp. Student Services/Scholarships

• Good relationships – Stampede Week, Student organizations/events, recruitment, internship opportunities

• On-line processes via UCOnnect communications

• Good start on satisfaction data at SR

• Tinker

• Good outreach community relationship (July 4, fire and police depts.., etc.)

• Reach audience with publicity

• Focus on target audience

• Students have a voice

• Improvement of “residence” campus

• Title III

• Built in reporting procedures for grants

• College level student focus groups

• University trying to keep classes small

• Student evaluations of teaching effectiveness

• Job market opportunities

• DPS

• Technology

• Student pride in UCO growing

• Employers valuing degree

• Improved alumni relations

• Graduation ceremonies

• Big City market with small town camaraderie

• Some market strengths outside metro area and outside the state

• NSSE survey and graduating senior survey provides satisfaction and dissatisfaction comments

• Parent orientation

• Freshmen orientation

• Prospective Student dept. does a good job

• Strong student focus: teaching, class size, activities/orientation

• Geography

• Faculty

• Geographic location opens stakeholder pool

• Dedicated staff/faculty

• On-line courses, we are leaders

• UCO is accommodating – commuters are coming to UCO (need to pay more attention to this group)

• Good reputation – people find UCO

• Professionalism of staff/faculty – handle complaints

• UCO makes miracles out of nothing (funding)

• Quality of teaching

• Class size

• Student tech. fee

• Advancements in the tech. infrastructure for students and faculty

• Recruitment process

• New/modern student housing

• Commitment to use of UCO facilities to public events

• Excellent faculty

• Many computer labs – almost in every building

• Small classroom