Support Service Department Review Manual

Issue date: March 2012Reviewed/ Revised: 09-28-2012

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Contents

1. What is a review? 3

2. What is the purpose of a review? 3

3. The Review Group and Purpose4

4. The Program/Services Performance Review Committee

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5. Directions for Completing the Review

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6. The Review Document , Standards A- H

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7. Appendices

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What is a review?

The review is a type of evaluation for academic, support and administrative groups.

What is the purpose of a review?

The primary purpose of a review is to foster improvement. The review process is designed to create a safe climate for inquiry. The review is intended to nurture innovation and viability. It will ensure the continuation of high quality programs and services at North Central State College. The review process of programs and non-instructional services, support the College mission of “providing quality, responsive, life-long learning opportunities, including occupational, degree, and other educational programs for individuals, business and industry, and the communities we serve.”

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The Review Group

The Review Group is convened and initiated by the Academic Dean or Administrative Department Director with appropriate Vice President’s approval and Faculty or Staff Caucus input.The Review Process was established to meet requirements established by the Ohio Board of Regents, but more importantly to help each area of the institution to improve. Both the Program/Services Performance Review Committee and the Review Group are meant to help create a safe climate for inquiry and give support to each area of the institution.

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The Program/Services Performance Review CommitteeROLE

The Program/Services Performance Review Committee is convened by the College President and has the overall responsibility of initiating the review process and for providing necessary oversight, guidance and support. The Committee creates a calendar of reviews ensuring that all Programs and Non-instructional Services complete the review process within a 3year cycle. The Committee also establishes a schedule of reviews to be completed each academic year, establishing dates for a pre-review discussion with the Program or Non-instructional Service Review Group, submittal of the Review Group’s final report and the Committee’s response to the final report with recommendations to the President. The Program/Services Performance Review Committee will be intentional about creating and maintaining a safe climate for an attitude of continuous improvement to grow and flourish through the review process. It is NOT the intent of the Program/Services Performance Review Committee to make judgment upon any program or department but rather to foster overall program and department quality.

MEMBERSHIP

The Program/Service Performance Review Committee is a cross section of individuals of the institution. This design is intentional in order to make sure every program, unit, and administrative body can have a voice in how their area is or may be affected by changes and or recommendations in and by any other area of the institution. The following describes the committee membership for the first three year cycle. The membership will be appointed on a rotating basis; each member will serve on the committee for two years. One half of the initial committee members will serve only one term. No member may serve more than two consecutive terms.

Category Appointed by (could also volunteer) Number of members

Faculty – Faculty positions will be appointed by the Dean of the Division with recommendations from the Faculty Caucus

Business, Liberal Arts, Education & Public Service 1

Health Sciences 1

Technology & Workforce 1

Staff – Staff positions will be appointed by the Vice Presidents of each area according to the current organizational chart.

Business and Administrative Services 1

Institutional Advancement 1

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Institutional Research will have a standing member 1

Learning Support and Retention 1

Learning (Academic) 1

President’s Office – Position will be appointed by the President 1

Total number of Committee Members 9

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North Central State College Support Department Review

Department Title: Institutional Advancement/Marketing & Creative Services

Date of Evaluation: February 8, 2013

Date of Last Evaluation: N/A

Staff contributing to review: Betty Preston & Keith Stoner

Directions for completing this review:

You are receiving ONE document to review. The document is the Support Service Department Review Manual. You are to address each Standard question(s) for your department. If an item does not apply to your department/program, please indicated it as “non-applicable” or “NA” . Place all materials in a labeled notebook or binder using dividers to identify Standards and each Appendix .

This report must be completed by the month you are scheduled (see attached Support Service Department Calendar) to present to the committee. You will be notified of your program’s or department’s actual assigned review date no later than 30 days prior to your presentation.

How is the Program Review used:

To assess quality, effectiveness and relevance of the training to the needs of students and employers. To identify strengths and opportunities for continuous improvement.To develop and implement an action plan to address relevant opportunities.

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WORKSHEET

STANDARDSA. Department’s Purpose/Mission Statement and History:1. Provide a succinct department mission statement and/or statement of purpose. The

statement should be congruent with the College’s mission statement of purpose and should provide a framework for the goals and objectives of the department by addressing the desired outcomes of the ancillary support Service department.

Purpose Statement:It is our desire to provide Creative Services to meet the diverse needs of the College. We will work tirelessly to meet the needs of constituents from every corner of the college and throughout the region sufficient to justify available resources. Our overarching goal is to enhance the North Central State College brand, and promote this institution as the foremost option for higher education and in support of its strategic enrollment goals and academic mission.

*NCSC SEM Vision: To be a leading institution of student-centered, post-secondary education.

*NCSC SEM Mission: The Enrollment Management Team is responsible for developing and monitoring a comprehensive, intentional and inclusive plan for student success through recruitment, enrollment, and retention.* draft as of 01/15/13

2. Provide a brief history of the department

Over the past ten years, the department has grown to serve the expanding communication needs of the college.

Prior to 2000, North Central Technical College (NCTC) outsourced its marketing and design requests to area agencies. Betty Wells (now Preston) proposed an institutional advancement model to begin developing an in-house process for the creation and production of promotional campaigns and materials transitioning an existing word processing position to a graphic arts technician and adding a public relations specialist. These individuals worked closely with College Foundation staff.

In 2002, following the departure of Sandy Artz, coordinator marketing/graphic arts technician, Keith Stoner was hired as graphic designer for the College. Prior to joining the college, he served as an external vendor for NCTC providing collateral and promotional counsel as far back as 1985. He joined Alice Harper who served as public relations specialist at that time. In 2005, Tom Prendergast was hired as Director of Institutional Research & Grants. These individuals reported to the V.P. for Institutional

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Advancement.

After Alice advanced to COTC in Newark in 2006, Nikki Workman assumed the duties of public realtions specialist.

Throughout the early and mid-2000s the duties, scope and demands on the department continued to increase.

In 2007, Nikki advanced to a position at Marion Technical College. Betty and Keith further developed a proposal to reorganize the department, building the structure of an inside advertising agency to better serve the expanding/changing needs of North Central State College (NC State). At the beginning of 2007, the proposal was accepted. Keith assumed the role of Director of Marketing & Creative Services. Mark Hupp was hired as Webmaster and the responsibility for maintenance, design and operation of the website shifted from IT to IA. Teresa Myers was hired to assume the role of Graphic Designer/Art Director.

When the College was awarded the DEI grant from the Bill & Melinda Gates Foundation, the department leveraged dollars from the grant to extend a personal services contract to Sam Renfroe on a part-time basis to capture and write student stories that reflect the success of our students identified as Achieving the Dream students.

In 2009 Sam applied for and was hired as the College’s full-time Grant Writer. Tom Prendergast moved into a full-time role supporting institutional research and reporting to the V.P. for Business Services.

Recently, the department has begun working with David Yoder, a recent graduate with a degree in English from OSU-Mansfield . While David is an employee of OSU-M, we have been offered a portion of his time to support NC State. His office is in the IA suite in Kee Hall. As of early 2013, we have been able to use a portion of David’s time in assigned tasks for capturing stories of student success that Sam was previously producing.. Our goal for David is to allow him to build, develop and enhance our use of social media for the entire campus community.

Review Committee’s Comments:

B. Department’s Programs and Services:1. Provide an Organizational Chart for your department.

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2. Major functions and servicea. List the major functions and services within the department

Institutional Branding (1) Understanding constituent needs, (2) segmenting North Central State College or The

Ohio State University Mansfield market, (3) identifying brand attributes, (4) positioning our brand effectively among competitors, and (5) communicating the essence of the brand with relevance to each market segment.

Identifying Constituent Needs in Collaboration with SEM Team(1) Who do we want to attract? (2) What are their learning needs? (3)What are their

educational objectives? (4) When, where, and how can we best meet or exceed their needs?

Market Segmentation(1) Geographic, (2) Demographic, (3) Psychographic, (4) Behavioral

Brand Attributes(1) Institutional selling points, (2) Program-specific selling points

Brand Positioning and Relevant CommunicationIn the Appendix, collected on the server at http://portal.ncstatecollege.edu:8080/library there is a document “StrategicMssgPlanner_Fiscal2014.doc” which is a working document for our office. It compiles information gleaned from other reports and documents also included in the appendix:SEM2013_GoalsandObjectives.docxSEM2013_StrategicFocusesofthemasterplan.docxSEM2013_GoalsandStrategies.docxSPARC_AllBoards_December_12_2012.pptx

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Fallon_NCSC_SurveyPresentation_Dec_18_2012.pdfFallon_NCSC_2012SurveyResults.pdfFallon_VerbatimResponses_Question5.pdfGoettlerAssocPlanningStudyforOSUMansfieldFeb12.pdfEllucian_NCSCRecommendationsReportFINAL.pdfMansfieldStudentKeyFindings_draft4.pptxSWOT Analysis from Spring/Summer 2012 (at time of submission, waiting on executive summary of this from IR – Will post to server when it is received).

Tasks:Message developmentPhotographyGraphic designManagement of the websiteMedia Planning and buyingDevelopment and placement of advertising for print, electronic, outdoor and web mediaProduction supervision of collateral materialsManaging social mediaAdministrator of Retriever electronic screen systemProgram sign at the Campus entranceEvent supportSupport of external partner organizations (e.g. NCSC Foundation, Workforce Development Partnership, Mansfield Campus Framework, OSU-M, Franklin University)Beginning to support specific promotions of OSU-MAdministration of the electronic web-based image bankAnalysis of available market segmentation tools to target regional job growth e.g. Career CoachAnalysis of state reports and data e.g. The Economic Contribution of Ohio’s Community Colleges -Ohio Association of Community College

b. List services or functions which currently exist that could be discontinued or transferred to another department. Also state why.

Duties leaving is not usually the flow we experience. We are constantly expanding our services in creative and innovative ways to stretch college budget dollars (e.g., Expanded printing in-house, more photography, work for other entities like OSU-Mansfield).

c. List services/functions that are needed which do not currently exist in the department also state why.Assistance with social media – beginning to address this via OSU-M funded shared campus position.Video production - limited due to cost of equipment and studio needs.Clerical assistance would be helpful - position unfilled since 2007 result from college budget reduction.Fewer wasteful meetings – specifically more meaningful meetings to accomplish specifics/fewer standing meetings to rehash prior information

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3. What external developments, external agencies, and trends (such as legislation, demographic, professional practices) do you believe will have the greatest impact on the department’s programs, services, and operation?

The advertising industry changes at a blistering pace. Adobe Creative Suite software is the workhorse of our work group. One of the components of CS is upgraded nearly every month. It’s very difficult to remain current, especially in an environment where professional development is unavailable due to budget cuts to staff non-payroll items and freeze on staff professional development .

See appendices on the server at http://portal.ncstatecollege.edu:8080/library

Marketing_Spring2012.pptMarketing_Budget2013.ppt(Similarities and differences between these two include 2012 presentation includes an overview of some of the materials we supply. The 2013 presentation discusses increased competition in the market and goals of further integrating our marketing efforts.

4. Evaluation:a. On a scale of 1-10, how would you describe the level of functioning (effectiveness,

efficiency) of this department at this time? Explain your ratingAn 8 or 9. Our team produces an incredible volume of work for departments and individuals across the college. We juggle numerous projects and requests simultaneously and frequently are asked to respond to a situation/need which requires immediate attention. I grade us at 8/9 for numerous reasons -- we could be less exasperated with some of the requests we receive. Some at the College don’t understand: 1) what we do; 2) what can be considered news for publication; and, 3) we often don’t know about new developments or information unless we are informed. That said, everyone in our department can do a better job of seeking out information and enhancing customer service. In recent months there has been a disconnect from student services offices as the SEM process is re-reviewed and developed.

b. For the past three years, summarize trends from the survey data provided by Institutional Research Department. (Place IR data in Appendix B)

Instead we have included several documents in appendices C available on the server at http://portal.ncstatecollege.edu:8080/library

1. In Fall 2012, the College commissioned a one-time cost public opinion research of our market using an outside firm to gauge awareness and perception of people in our market who are not currently enrolled at North Central State College. This was done by phone interviews of a random sample of 300 residents in our primary marketing area (Ashland, Crawford and Richland Counties). Due to limited resources we were able to complete phase 1 only. There are some emerging opportunities for the Mansfield campus as we interpret participation trends and level of public engagement.

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2. The survey results were compiled by Fallon Research and reveals that approximately 95% of respondents had an awareness of North Central State College. Of those respondents with awareness, 62.3% had a favorable opinion of NC State, Only 9% had an unfavorable or mixed opinion, while 24.2 did not know enough about the college to form an opinion. This is one of the challenges we face moving forward. The results of the opinion survey have been shared with President's Staff, Academic Council and the SEM group. The Institutional and Program Services Review on Feb. 8 provides an opportunity for the review committee to consider the Fallon results as part of the review process.  

3. Campaign Summary Report – Goettler & Associates OSU-M 24Feb124. The documented feasibility and planning studies led to the current fundraising capital

campaign currently underway by The Ohio State University at Mansfield. The $3M campaign has raised $1M to date. As Betty and Staff further explore ways in which NCSC marketing and creative services can support OSU-M as a contracted provider of services, information in the feasibility study help to guide message development and marketing strategy. The responses in the report reflect consistent stakeholder reaction in support of the quality and success of marketing by North Central State College and brand recognition along with participant response indicating that NC State is better known in the region than OSU-M. These results, in part, have motivated increased collaboration at the Mansfield Campus.

5. Report on the Impact of the Economy on College Enrollment - A Co-Sponsored Study Conducted By Enrollment Management Product Solutions, Copyright © 2008 Longmire and Company, Inc.

6. Ellucian Observations & Recommendations Report for North Central State College Strategic Enrollment Management / Recruitment Business Process Review 12-13 November, 2012; as well as the Tripp Umbach: The Ohio State University Regional Campus market Analysis Study (titled “MansfieldStudentKeyFindings_draft4.pptx. These reports outline recommendations from our Ellucian SEM consultation completed recently in expectation of full implementation of the "Recruiter" module. The report highlights the more essential parts applicable to focused target marketing through strategic communications.

c. Describe and include how you collected survey data to evaluate the success of your department. (Place a copy of your survey tool (s) in Appendix C)

The three reports: Fallon Research Public Opinion Survey; campaign Summary Results Goettler & Assoc. feasibility study; and, Ellucian Observations and Recommendations were contracted projects with only the Fallon study supported by marketing department funds.The Fallon Research public opinion survey was conducted over a 4-5 day period. 300 qualified respondents were surveyed using phone interviews. NORTH CENTRAL STATE COLLEGE IMAGE SURVEY Ashland, Crawford and Richland Counties, Ohio 11/11/2012 – 11/15/2012 N=302, +/- 5.63% Adults 18

Additional information is included with the results in Appendix C available on the

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server at http://portal.ncstatecollege.edu:8080/library .

As well, occasionally the department arranges for and sets up informal focus groups using the two way glass observation room in Health Sciences, Fallerius classrooms, and conference room in the IA Suite in Kee Hall.

i. What are the department’s expected outcomes for general everyday responsibilities and how are they assess?

Our goal many times is to proactively serve the needs of the college. We rarely complete identical tasks two days in a row. While our goal is to be proactive, the reality is that many days we must become reactive – again to meet the changing needs of this institution. The department outcomes and results are measured by internal and external customer service feedback and level of satisfaction. Internal and external established deadlines for projects or promotional campaigns along with industry standard specification requirements drive our production and quality assurance outcomes. While difficult to measure apart from wholistic SEM strategy, marketing and creative services impacts recruitment, enrollment and brand awareness.

ii. How do you respond to and incorporate recommendations and/or complaints from students or co-workers?We have little student interaction outside of social media. Those comments are rarely about this department. We refer their questions/concerns to the appropriate office for attention.

Coworker recommendations can at times be accommodated. Others cannot for any number of reasons. It might be that a suggestion does not fit into our messaging plan for the college, or that we simply do not have the resources available to direct to their needs/suggestions. In those instances, we try and explain our position. Sometimes they are satisfied with those explanations, other times they are not. All requests of the department can be made through electronic forms found on the college’s website http://www.ncstatecollege.edu/cms/marketing. This links to a toolbox: Help with Public RelationsHelp with Print MaterialsHelp with WebResources for External Media

iii. Describe any local, state, or national recognition the department receivedOur team has received numerous awards in competition with other institutions who are members of the National Council of Marketing and Public Relations. Regionally we have won Medallion awards. (our District includes Ohio, Indiana, Illinois, Michigan, Wisconsin and part of Canada – it one of the largest regions in NCMPR). We have also won numerous Paragon awards, which are the national

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awards where member colleges from all 7 districts can compete. Mark Hupp, Webmaster, won Medallion awards in 2013 (to be announced

in March) from the National Council for Marketing and Public Relations for his development of the Image Bank and website design.

Teri Myers, Graphic Designer, has annually submitted original design earning North Central State College awards from the National Council for Marketing and Public Relations: 6 gold; 4 silver; 2 bronze; 2 silver paragons; 2 gold paragons and 3 awards for 2013 – category to be announced in March.

See appendix C. Campaign Summary Report – Goettler & Associates OSU-M 24Feb12 – external responses in support of NC State marketing & public relations. The entire report is included on the server at http://portal.ncstatecollege.edu:8080/library . Of specific interest to NC State is Section III which begins on page 25 of the Goettler report “Interpretation of the Interviews”. The entire section is interesting anecdotal feedback gleaned from interviews with community leaders, the following pages include specific mentions of NC State and our position in the community, our collaboration with community organizations and the awareness of NCSC messaging throughout the community: III-6 (doc pg. 30), III-7 (doc pg. 31), III-9 through III-14 (doc pgs. 33 through 38), and III-17 (doc. Pg 41).

d. What changes or action plans have been made as a result of assessments?

N/A

7. If applicable and in agreement between the department and VP, provide credible comparison data from other similar department of other colleges

N/A – There are too many variables.

Review Committee’s Comments:

C. Personnel: 1. List all personnel by name and job title (full-time and part-time).

Mark Hupp, WebmasterBachelor of Science in Art (AU), Pittsburgh Art Institute and a host of skills earned through 20 years experience. Mark Hupp has held many challenging positions in Graphic Design, database development and web services with employers throughout the north central Ohio region.

Teresa Myers, Graphic Designer

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Bachelor of Fine Arts Degree Columbus College of Art & Design with major in advertising and 25 years experience in advertising agencies both locally and in Columbus, as well as administrative position with The Ohio State University College of Dentistry

Keith Stoner, Director of Marketing & Creative ServicesBachelor of Fine Arts Degree from the Ringling College of Art and Design and 27 years experience in advertising agencies, design shops and owner of his own agency and printing companies. Currently enrolled in a master’s degree program in marketing and communications with Franklin University.

Betty Preston, Chief Public Affairs Officer, NC State (and OSU-M)Bachelor of.Arts Degree from Colorado State University and an M.B.A. from Franklin University. Betty is certified through the Coach Executive program through the CCI Leadership Institute. Hired in 1989 to facilitate the creation of a comprehensive resource development plan for North Central State College including the chartering of the North Central State College Foundation and establishment of a grants and government relations office, she has been involved in the development of fundraising plans and special events for several non-profit organizations.

2. List any personnel that are funded by grants or outside agencies.

David Yoder, Social Media Specialist (funded by OSU-M)

Review Committee’s Comments:

D. Facilities and Equipment:1. Describe adequacy of current facilities and equipment inventory. (If inadequate, out-of-

date, or needs replaced beyond repair, please describe).Prior to 2008, the college had little, or no, equipment capable of performing the graphic design work for the college. Keith supplied his own equipment and workspace. The College did provide some consumable supplies for his equipment at the time.

In 2008, as part of setting up our offices here on campus, we were able to purchase three computers and a wide format printer for the use of our department. Two of those computers should be upgraded soon (Teri – first priority/Mark-second priority). Of critical importance is a new monitor for Teri. She is using a very small monitor (her monitor died in fall 2012).

Keith, Teri and Mark continue to supplement the facilities of the college at their own expense, using their equipment (e.g., computers, phones, printers, cutter, folder, stitcher, perfing equipment, etc.), and provide supplies, (e.g. specialty paper, knives, tape, etc.) that are not available through the college. They use their personal phones to conduct college business on a daily basis.

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David Yoder has a current computer and software.

Keith’s computer is fine for now.

The large format printer continues to work well for the needs of the department.

Mark maintains a separate Raid array media server for our department which was purchases in 2010 (I believe). That may require some upgraded (read here larger) storage discs in the next 12 to 18 months.

Contributions of Public Affairs and Creative Services StaffWithout remuneration

Mileage is rarely charged for any travel by the Creative Services Staff or Public Affairs Officer.

Use of personal cell phones for college business. Use of personal computers for college business. Use of personal printers, cutter, folder, wide-format printer, etc. for college business. Staff brings in paper from home for projects because we know what we want is not

available, and we are not able to requisition it. Staff provides refreshments throughout the year for times when they are needed, but not

available, e.g. meetings, visits of colleagues, flash Friday events, open houses, etc. Staff buys coffee, doughnuts, lunch, etc. for college vendors/partners numerous times

each year. Staff provides most logo apparel and wears it proudly. Staff in recent years funds own professional development AND the associated travel

expenses.

Review Committee’s Comments:

E. Finance: contact the Chief Finance Officer for expense and/or revenue report place in Appendix D.

1. If applicable, from the data provided by the finance office, summarize the revenue generated by this department over the past three years.

The department does not raise revenue for the college. However, our activities do provide a value on behalf of the college. Operating as an in-house advertising agency, we enjoy the savings of paying our associates a salary, instead of paying many times that amount in fees to an outside vendor. One recent example is the production of an annual report. Before the internal agency was in place, the cost to the college for photography, graphic design and printing was more than $17,000. Our 2011 Annual Report was completed for less than $4,000, simply because we have the professionals available for design, photography, production supervision, etc. A similar

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comparison can be done with any items we have completed for many years, (e.g. the catalog, program sheets, etc.).

Two documents are included on the server at http://portal.ncstatecollege.edu:8080/library :Budget_3Yrs_InstitutionalAdvancement.pdfBudget_3Yrs_PublicInformation.pdf

2. From the data provided, summarize the expenses of the department over the last three years.

The two words that come to mind are “stagnant” or perhaps even “declining”. With flat, and reduced budgets we purchase less media today than we have in recent years.

Like the rest of the college the largest expense from the department is probably salaries and benefits. Secondarily, we are charged with planning and purchasing media and external printing for the college. These are two expensive line items. We are happy to have seen the internal capabilities of the duplicating center increase in ways which allow more of the colleges work to remain internal. This saves the college considerably. It also means that the work we do send to outside vendors is work that we cannot produce in-house.Approximate earnings of like professional job positions in regional market: $60,000 plusApproximate earnings in larger market: $75,000 to $100,000Hourly rate if a freelancer: $50 to 75 per hourHourly rate if charged by outside Agency: $90 to $125 per hour

Review Committee’s Comments:

F. Coordination with Other Departments1. With what other departments on campus does this department interact on a regular basis?

Describe the interactionsWe work with almost every department on campus in some way; some weekly, some periodically. Requests generally include web changes or training of pagemasters, development of stand alone flyers,an ad, or a publicity release, or request to have a radio or television interview, etc. The department also provides training, support and opinions on any of the tasks we perform or deliverables we supply. The college departments most often supported include the President’s Office, the NCSC Foundation and Admissions.

2. What works well with these interactions? How are positive interactions fostered?We work most effectively when people contact us well in advance of their needs. This allows us to plan our efforts and prepare materials, information, signage, etc. in advance. We also work most efficiently when we know the good, the bad, and the ugly about any subjects – including available budget resources available at the outset. This allows us to plan to accentuate the

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positives, avoid the negatives, and bring the project in on budget without reworking it after the fact.

3. What does not work? How would you suggest solving these problems? How do you address these problems?

Coming to us at the last minute, with little information, few specifics, and no budget information usually means we will have to wait to produce work on behalf of the “client”, or worse do the work a second or even a third time. This is nonproductive and disruptive to our work flow. Ignoring proof sheets or attempting to “direct” the creative process is also problematic. We are exploring the implementation of an electronic ticket request system (KACE) that automatically sends a satisfaction inquiry upon completion of ticket. Not everyone uses the forms we created that are currently accessible via the Marketing & Creative Services webpage at http://www.ncstatecollege.edu/cms/marketing.

Review Committee’s Comments:

G. Analysis, Recommendations, Actions, and Approvals1. What are the strengths of the Department?

To develop resources, market the institutions, recruit students, solidify constituent support, build partnerships, and attract funds from external agencies and foundations, the department of marketing and creative services:

Establishes a unique identity for the Mansfield Campus, and individually NC State and OSU-M

Defines college and university competencies and strengths Distinguishes the organizations and the Mansfield Campus from others Defines unique characteristics of mission, goals, and constituencies becomes

an effective marketing statement for the institutions- a consistent, timely and appropriate message

As practicing professionals in our respective fields, we bring a wealth of experience and knowledge to our duties on behalf of North Central State College. We offer flexible and responsive approaches to developing products and providing professional assistance. Bringing the production in-house and minimizing high-cost services typically contracted with outside agencies has resulted in $100’s of thousands of dollars in savings to the organization since 2000. Just-in-time production and delivery of print materials is a feature of the department and these services are now extended to The Ohio State University at Mansfield.

a. What plans are in place to build on the department’s strengths?Some are pursuing further education at this time.

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2. What are the challenges and/or areas of improvement for the Department?We are in need of meaningful professional development – regarding web, graphic design, advertising, new media, etc. This is an ongoing challenge, and need for this department.

a. What plans are in place to address the department challenges and/or areas of improvement?

There are no positive plans in place at this time. As the department transitions and explores shared service models challenges are certain to emerge. We will address these and work within the scope of resources available and endeavor to provide professional outcomes appropriate to the level of investment.

H. Comments1. Comment on any other aspects of the department, its programs or services which you

consider relevant to this review.We’re the eccentric, rather odd child in the NC State family. We meet with few students directly, and yet serve every student. We have nothing to contribute to curriculum or provide immediate service to students or to the academic organizational structure, but we support every program and department at the college. We look at things differently. We sometimes ask questions others don’t or won’t. We excel at looking at our policies, thoughts, positions, messages and programs through the eyes of our students. In our collective opinion this is a perspective everyone at the college needs to adopt.

Review Committee’s Comments:

Please consider the environment before printing the appendices from the server. The Goettler report itself is more than 150 pages long:

Server Link: http://portal.ncstatecollege.edu:8080/library

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