| Year |
Recommendation |
Actions Taken |
| 1993 |
New personnel are needed to handle demands of users. |
In 1995 a Statistical Analyst Senior position was added. This position has
been upgraded to a Policy and Planning Specialist II. In 2000 a secretary
position was obtained to support OIR and the SACS Self-Study. We hope to
keep this position after the Self-Study ends. |
|
1993 |
Office members should upgrade skills and cross train so that major functions
can be continued should a staff member leave. |
At the time of the 1993 study the director was responsible for most of the
analysis work. Since the Policy and Planning Specialist II was hired,
analysis activities have been shared. The only major function that the
director manages that could not be done easily by other staff is enrollment
projections. However, the enrollment spreadsheet is well documented. |
|
1993 |
The director should focus more on management issues and develop skills which
support strategic decision-making. This means moving to where the director
is more involved in the strategic processes of the university. |
Since 1993 the director has become involved in many important functions of
the university. In 1998 the office became part of the Division of
Institutional Effectiveness. Since then the director has become increasingly
involved in strategic decisions, including enrollment forecasting and the
development of a Web-based planning process. See
resume for a summary of his activities. |
|
1993 |
Involvement of the office in the facilities inventory needs to be reviewed. |
The office continues to be involved in the inventory, but another office,
Resource Planning, has a staff member that assists with the inventory.
Eventually the inventory maintenance may become more decentralized. We are
attempting to make the inventory more
Web-accessible. |
|
1993 |
The office should develop a priority system to identify what the key
projects are and what will be done on resources available. |
Each year the director submits objectives to the Vice President for
Institutional Effectiveness. Through working with the Vice President, the
objectives for each year are developed. Also, annually the office
conducts a customer
satisfaction survey in which the respondents are asked to prioritize the
usefulness of OIR's activities and suggest changes. |
|
1993 |
The office should get more involved in supporting key management decisions. |
As a unit in the Division of Institutional Effectiveness the office is
continually involved in key decisions about a variety of issues. Over the
years the office has been involved in many different issues. See
Research Studies
and Research Notes for
example of studies in which the office has been involved. Also, the director
is the point person for the Planning Database, a Web-based planning system
that will change dramatically the way JMU plans and evaluates. The director
is responsible for enrollment projections, a key management decision that
must be made annually. |
|
1993 |
As the office works with the decision makers, it should engage in activities
which put more IR support in the departments. The office needs to translate
data into usable information. |
Progress has been made in this area, but resources have been a limitation.
During the past three years the director has chaired a small group of users
to create downloads from the administrative systems to support
decision-making. Several offices now have this capability. However, funds
have not been available to support the development of a university-wide data
warehouse. In 2001 a focused program review of OIR's data management
capabilities will be completed. One of the objectives will be to determine
how OIR can best provide data to decision-makers. |
|
1993 |
There needs to be a greater facility in obtaining, analyzing, and
distributing data extracts to meet data needs. There need to be better
access tools. |
OIR provides a significant amount of data to Academic Affairs. In 2000
Academic Affairs hired a data analyst to collect data on faculty
productivity. OIR has attempted to work together with Academic Affairs to
provide useful data to the deans and departments. Better tools are now
available through PeopleSoft. OIR will be setting up a Web server with
historical data in summer 2002 to give users better access to data. |
|
1993 |
There needs to be cost-benefit data to support decisions. |
This function has been taken over by Academic Affairs. |
|
1993 |
The office should establish a set of indices which will measure the amount
and quality of the key processes of the university. These indices are
similar to critical success factors or key performance indicators. |
The office has been involved significantly in gathering performance
information. A section of OIR's Web site is devoted to these
indicators. Also, OIR has developed a database of performance measures
that will be ported to the Web and integrated with the Planning Database.
OIR also has an extensive amount of key performance information on
peers. In 2000-01 the State Council of Higher Education for Virginia
developed a set of performance measures for all higher education
institutions. These measures are known as "Reports
of Institutional Effectiveness." |
|
1994 |
Consistent Student Data on All Students. This indicates an
interest in obtaining consistent demographic data about all undergraduate
and graduate students across the University. |
The office has data on all students in the form of the SCHEV data files. The
office is attempting to make the data more accessible through its Web site
and Statistical Summary. However, the office needs to do a better job of
getting the data to the departments. The focused program review of the
office in 2001 should provide better guidance about how the Web can be used
for this. |
|
1994 |
Faculty Activity. We have been collecting information on
faculty activity for many years. There appears to be a need to work with the
deans and department heads to clarify the definitions so that we can
accurately report this information consistently on all faculty. |
The office made several clarifications to the Faculty Activity Survey to
define better how faculty spend their time. Academic Affairs is now
responsible for providing faculty use data. An example of the data provided
to the departments can be seen in the
annual reports of the academic units. |
|
1994 |
Staff. There is concern that there is insufficient staff in
OIR to provide services to its clients. |
OIR has gained additional staff since 1994. In 1995 a data analyst position
was added and in 2000 a secretary was hired. At this time (2002) OIR
probably has sufficient staff for current functions. It may be useful in
future years to add staff who have very strong database and Web skills to
assist with providing data to the users.
Through the development of the PeopleSoft system more complete data are now
available to the university community. The results of the focused program
review should provide guidance about how the data can better be shared with
the university community. Some data on
staff
have been added to OIR's Web site. A searchable Web-based database would
improve the ability of JMU administrators to gather useful information. |
|
1994 |
Timely Information. There are many competing demands for
information from OIR. There is a need to prioritize these needs so that the
most important information can get to those who need it in a timely manner. |
OIR's annual survey helps prioritize the information for departments.
However, significant improvement is needed in providing timely information
to decision-makers. OIR's
annual evaluation indicates that the office is seen as providing timely
data. OIR now places its Statistical Summary on the Web. Prior to the Web
the annual factbook was printed in February. While we print fewer copies,
Statistical Summaries
since 1995-96 are on the Web site. Also, pages are placed on the Web as
they are finished. Users are notified of completed pages through the
quarterly newsletters. |
|
1994 |
Latest Technology. This office must handle a wide variety
and amount of information. The information which must be handled by OIR is
increasing tremendously. This goal reflects the need for OIR to gather and
report information using the most advanced technology possible. |
OIR has made significant progress in using advanced technology. All staff
and GAs have adequate computer technology. The Web has provided significant
functionality to the office's ability to share data. The office is moving as
quickly as it can to provide data via the Web. The tools to provide database
access to data have only recently been made available. OIR plans to make
major improvements in the sharing of these data. |
|
1994 |
Agreed upon Definitions. There are definitions of
information which relate to important areas of interest like faculty
productivity and students. There is a need to ensure that all who use this
information understand the definitions in the various databases on campus
and in OIR. |
The introduction of the PeopleSoft system has greatly improved the
definitions of faculty and students. Academic Affairs has been working with
the departments to agree on common definitions of faculty productivity.
OIR needs to develop a legend of definitions, sometimes known as a glossary. |
|
1998 |
Clarify and focus, in consultation with higher levels
of administration and in light of limited resources, its mission within the
growing and changing needs of the university by:
-
reexamining the primary functions and
responsibilities of OIR,
-
identifying the primary customers that OIR is to
serve,
-
reviewing specific OIR activities, such as the
facilities inventory, to determine if they may be more effectively
administered by other units of the university.
|
Annually OIR reexamines its priorities through the annual customer survey
and discussions with the Vice President for Institutional Effectiveness.
Summaries of these surveys are on the Web.
The facilities inventory is now a shared responsibility with Resource
Planning. Eventually it will be also shared with Academic Affairs as the
Resource 25 inventory and scheduling system is fully functioning. |
|
1998 |
Clarify in all communications the source of initiatives (e.g., SCHEV, the
legislature, local administration) OIR is undertaking and the role OIR plays
in advancing their implementation. |
This is being accomplished through the quarterly newsletter and in
conversations with JMU staff as needed. Each newsletter has been viewed by
more than 350 individuals via the Web. This may need to be clarified more in
the newsletter. |
|
1998 |
Continue to raise the profile of OIR's informational services within the
university community, especially awareness of its web site offerings. |
OIR send periodic email messages to various groups about the web site. OIR
annually does a mini-evaluation of its services. In October 2000 OIR
instituted a quarterly newsletter to all JMU staff. |
|
1998 |
Examine the kinds of managerial information those below the vice-president
level need and determine whether these are kinds of information OIR can or
should provide. |
Informal conversations have been held with various offices. OIR also
coordinates the Data Analysis Team that has developed the specifications for
common downloads of information for decision-making across multiple
divisions. OIR will be setting up a Web server in 2002 to provide data to
users. Also, SCHEV has put all of the data sent to them by JMU since 1992
into a data warehouse that will be provided to JMU in spring 2002. |
|
1998 |
Continue to pursue the recommendations of OIR's June 1997 evaluation of the
planning process. |
OIR is working very closely with the Division of Institutional Effectiveness
staff to revise the planning process. The web-based planning process (Planning
Database) should effectively address many of these concerns. Another
evaluation of the planning process will occur within the next 12 months. |
|
1999 |
From an analysis of the annual evaluation, it is recommended that OIR
continue to improve the information is provides on faculty. |
The Division of Academic Affairs assumed some of this function. OIR continues
to work with Academic Affairs to facilitate the creation of useful
definitions and data. This is an area that still needs a lot of effort on
our part. OIR continues to coordinate external reporting of faculty data. |
|
1999 |
OIR needs to improve its communication with the university community. |
In 2000-01 OIR instituted a quarterly newsletter. Each newsletter was read
by more than 300 individuals via the Web. The reviews of the newsletters
were
very positive. |
|
2001 |
Consider the
possibility of making the Statistical Summary more interactive and
searchable via the Web. |
We continue to research data warehousing. Have secured a computer that can
become a server in 2002. Exploring the software that should manage the
databases. |
|
2001 |
Continue to develop ROIE measures for SCHEV and monitor JMU performance.
Update JMU performance measures database and develop an interactive Web site
of measures. Strongly promote ROIE in OIR's quarterly newsletters |
Updates are being developed this spring (2002). Will report in June to
SCHEV. Interactive Web site of measures will be part of Planning Database.
Was promoted in 2001 newsletters and will be promoted in May 2002
newsletter. |
|
2001 |
Review suggestions for additional data for the OIR Web site. Continue to
advertise new information about the site. Keep better statistics on site
usage. |
A new table was added for majors by gender was added.
TABLE 3-12
On-Campus Undergraduate and Graduate Majors by College, Gender, and
Full-Time and Part-Time, Fall 2001. |
|
2001 |
1. Continue to collect and display peer data on web site. Explore the
possibility of creating an interactive web site of peer data. Add counters
to Web site for 2001-02. 2. Educate users about the Peer Analysis Tool
provided by the National Center for Education Statistics |
Will explore interest in interactive peer data in March newsletter. |
|
2001 |
Produce four Research Notes on important topics for the university. Put
counters on the Research Notes to indicate number of visits to sites. |
Research Notes were produced on the following topics:
1. Enrollment projections (October)
2. Fall 2001 enrollment (December) |
|
2001 |
Complete longitudinal study of faculty at JMU. |
The first annual report was completed in November. It was shared with
Academic Affairs, Academic Council, the Planning Advisory Committee, and the
university community (through OIR's quarterly newsletter). It was very
favorably received, and suggestions for inclusion in the second report were
gathered. The next report is scheduled to be completed in the summer.
Study is located on the Web. |
|
2001 |
Continue to assist with the collection of data for the SACS Self-Study.
Develop a document database to contain major university documents for
historical purposes. |
The vast majority of data for the self-study have been collected. We are
still working with HR and Academic Affairs to collect data on faculty
qualifications. All data have been added to the SACS library. We are
planning on developing a CD to share the final report and major documents
with the visiting team. These are on schedule. The scheduling of visiting
team members with JMU faculty, administrators, and staff will be handled
through a variety of electronic software, primarily spreadsheets. We have
received samples of scheduling spreadsheets from at least one other
institution. Other large institutions have assured us that the scheduling
can be managed in this manner. |
|
2001 |
Complete the OIR program review. |
The program review was completed. The review focused on the structure of
OIR's data files. This was very helpful. See recommendations below |
|
2001 |
OIR should more strongly promote the use of the CDS by units that must
report statistics. |
This will be promoted in the March 2002 newsletter. |
|
2001 |
Develop an interactive, searchable database of the fall facilities inventory
for deployment on the Web. Explore the feasibility of developing a means for
departments to suggest updates to the inventory online. |
In Fall 2001 Web-based access was developed for searching of inventory by
building and department. This is on
OIR's web site. |
|
2001 |
Conduct an evaluation of the planning process and provide feedback to senior
management and the Planning Advisory Council |
At this time this objective has not been formally started. However, it may
be wise to defer completion until Phase II of the Planning Database has been
completed by IT and fully deployed. A focus group of users of the current
system are helping IT with the development of Phase II. This focus group is
currently serving as an informal evaluation of the planning process as these
individuals represent the major users of the system, including Dr. Rose's
executive assistant. |
|
2001 |
The
Board of Visitors financial book should be more heavily promoted in
OIR's newsletters in 2001-02. |
The BOV book will be completed in February 2002 and placed on OIR's web site
and promoted in newsletter. |
|
2001 |
Continue to assist administrative and student support areas with program
reviews. Build into the Planning Database reports of accomplishments that
can be used in program reviews. Provide two training workshops (one in the
fall and one in the spring) on program reviews for administrative and
student support units. |
OIR in the fall supported program reviews by conduct surveys for Student
Accounts/Cashiers and Orientation. As yet OIR has not participated on a
program review team. Provided consultation to Development and Alumni
Relations on program reviews. Offered to provide assistance as needed.
Expect to conduct some training for them in the spring. Will approach UR
about offering training/consultation. A policy on program has been developed
that includes the requirement that Characteristics of Effective
Office/Department be included. The policy has been reviewed by the division
heads and is awaiting final approval of the President. It will then be
placed on the Policies and Procedures Web site. The Planning Database will
include an indicator for program review recommendations. Criteria for
acceptable objectives have not yet been developed. This will be a late
winter/early spring activity. Training for the PD includes references to the
incorporation of program review recommendations. This will be emphasized in
the training for Version 2.0. |
|
2001 |
Implement Phase II of the Planning Database with the following features:
university Web planning site; budget initiatives; and document database. |
The Planning Database is being completely rewritten in 2001-02 by
Information Technology. The planning Web site for external view will be
developed along with the document database. The budget initiative
functionality will be developed in 2002-03. |
|
2001-02 Program Review of OIR's database structures |
Continue using the same processes you are currently using. This
recommendation is based
upon the following conclusions:
a. The data provided by Administrative Computing is in the format you are
currently using.
b. The data that must be provided to SCHEV is in a flat file format similar
to the data you are currently using.
c. The majority of the savings in a redesign would be realized in space
savings.
d. The current limit on a Microsoft Access database is 2 gigabytes. The
sample database, un-normalized, is only 22 megabytes. |
OIR will continue to keep the same processes. However, OIR plans to install
a server for these data within the next six months. |
|
2001-02 |
Keep archive copies of previous years compressed in ZIP files. The sample
database, uncompressed, is 21.5 megabytes. Compressed, the database occupies
2.68 megabytes. This compression reduces the storage requirements by almost
90%. |
These are being kept by the assistant director. |
|
2001-02 |
The regular use of a database requires both considerable processing power
and quick disk
access to be efficient. We recommend that staff members who execute database
queries
regularly be equipped with new, powerful computers on a regular basis to
maintain
productivity. As the processing demands increase, hardware capabilities must
be increased
concomitantly. |
The assistant director's PC was upgraded in Fall 2001. Each staff member's
PC will be upgraded at least once every three years.. |
