Standard Two : Planning And Evaluation

This case is about a company at the very beginning of some huge expansion initiatives. A feasibility analysis from all departments is just starting to get under way. We will be looking at IT’s role in the analysis, which will include all department’s participation. The departmental executives meet to take account of their current budget needs and to see what departmental initiatives to be instituted to adopt the new strategic plans.

“The outcome of the research phase is not only consensus about the facts of the organization and its environment; it also gives focus to the next step, that of formulating the organization’s vision for itself” (Berman, 2006, p. 70). Organizational mandates and the type of stakeholders that need to be engaged are often identified prior to developing mission, vision and values. Once an understanding of mandates and stakeholders are clear, then the design phase can continue. The MDHHS strategic planning team and its designated stakeholders develop statements to describe what the department does and why it exists, decides upon principles and beliefs that will guide the continued work of the department, and a statement of the ideal future state based on the work the department intends to do (mission, vision, values, respectively). In addition, the information collected in the research phase is compiled and assessed and any additional data needs are identified and summarized. Organizational strengths and weaknesses and external opportunities and threats (SWOT) or challenges (SWOC) are identified in this phase (Berman, 2006, p. 71).

Program planning is a process to achieve a particular goal and/or mission. Program planning is an organized process through which a set of coordinated activities or interventions is developed to address and facilitate change in some or all of the identified problems. Program evaluation provides useful information for improving the programs and the service delivery systems. Program evaluation is to improve the program planning, effectiveness, design, and efficiency. The two are different processes, but ideally they hold the same goals and/or mission. The evaluation process takes place after the planning of a

Budgets and Planning. To begin with, the program, like the organization, fosters an open and collaborative environment for the process to take place. In this regard, it is, therefore, impossible for any one space or environment to be able to accommodate every conceivable project or application that is “thought up”. Therefore, certain perimeters and guidelines need to be established to assess costs with the program and help determine a course of action in future planning. As we are discussing costs, we assume there is a

Effective planning involves feedback from the community, clients, and staff, outlining plans, setting goals and strategies that will guide the program on a productive course.   Program planning involves gathering information, making recommendations for a plan, and working with others to develop a plan. Next is to provide funding sources with plan goals and objectives to

The second question Identify specific examples of how program planning and evaluation interrelate in your chosen scenario in Appendix B. in my opinion program planning and

The final identified recommendation is the use of a standardized action plan format that will provide the framework for change. Defined expectations and deadlines will ensure that progress is maintained amongst the numerous and diverse clinical settings. My role-modeling of this step will teach my management team how to utilize this tool as well as assist with setting the expectation that they utilize the tool with their staff members as well.

The Academic Program Councils for each college oversee the design and development of all University of Phoenix curricula. Council members include full-time and practitioner faculty members who have extensive experience in this discipline. Teams of full-time and practitioner faculty content experts are assembled under the direction of these Councils to create specific courses within the academic program.

As a student at the University of Southern California (USC) Rossier, my contribution to the professional and academic community is to increase critical thinking, develop knowledge and build curiosity and questions among my peers in an impactful manner. I can refine my skills as I perform in a challenging field that I am enthusiastic about. The USC Rossier educational program will guide me towards a fulfilling career that is enticing to my goal of providing a service that improves society and build upon other skills and abilities to create creative and innovative ideas in the field of education.

The PEVPAA must make certain that faculty, staff, administrators, and students have the resources they need to be successful. This means that the PEVPAA must actively seek out resources from within and outside the university to support the success of the members of the university community. The PEVPAA is also the chief spokesperson and advocate for the university’s academic programs and faculty to internal and external stakeholders. It is the PEVPAA’s responsibility to inspire academic excellence and commitment through visionary leadership and comprehensive strategic planning. As the university’s leading academic planner, the PEVPAA should actively engage students, staff, faculty, chairs, and deans in the planning process to ensure ongoing improvement in all aspects of the university. The development of excellent and innovative academic programs and initiatives should be a prime goal for the PEVPAA, deans, department chairs, and faculty. The PEVPAA must advocate the centrality of excellence in the academic program and provide a clear model of servant

This document details each academic division within the school (at this point the school had not received university status) and each program within the division including outcomes of each, the governance of the unit, the faculty and their credentials, and the courses that comprise each program (Academic Profiles, 2012). The other attachment to the comprehensive report is the Chapter Two Appendices

What informs the decisions trustees make? What public purposes guide the president, faculty and staff in their daily activities? How would the trustees and the public know that the institution’s resources are strategically arrayed to achieve the goals? Colleges and faculty can too easily be accused of being knee-jerk protectors of the status quo. A robust, shared, operating vision for the college helps to make clear how the public interest, not personal interests, determine the steps that the college

38). Since the Dean has good collaboration skills In addition to connecting with all factors, the plan will include the leader becoming the change agent and motivating the masses together (Fullan, 2011). The Dean of Academic Affairs will “exemplify the curiosity, inquiry skills, and scholarly competencies need to investigate an idea and transform it into meaningful action” (Drexel University EdD Keystone 5, 2017).

Program planning is the implementation of evaluation process. It is the groundwork where priorities are decided and the results are analyzed on a measurable scale.

The Academic Affairs Division comprise of STEM (Science, Technology, Engineering, and Math), Business, Liberal Arts, Social Science, Health Careers, Learning Commons, and the Brunswick University Center. Dr. Janice-Taylor Heard is the Dean of Academic Affairs. I currently report to Dr. Taylor-Heard as the Interim Assistant Dean/Director of the Learning Commons and Academic Support Services. The Academic Affairs objective is to strategize and implement initiatives that geared towards student success, faculty development and adjunct services. Included in its objective is to develop an academic support system for students with tutoring and technology.