HARTSOOK COMPANIES COMMUNITY ASSESSMENT

EXECUTIVE SUMMARY of the Final Report for the

ARDMORE HIGHER EDUCATION CENTER

 

WHAT WAS THE PURPOSE?

 

        The leadership of the Ardmore Higher Education Center commissioned Hartsook Companies, Inc. to conduct a Community Assessment. The purpose of the Community Assessment was to review the strengths of current operations as well as identify opportunities for improvement of the Ardmore Higher Education Center.

        Participants in the study were presented with a case statement that highlighted two potential scenarios for the future—remaining as a University Center and building upon current successes or evolving into a Branch Campus. Pros and cons were presented for each option within the case statement. The corresponding report was based on comments and insights received during the interview process as well as supporting research.

 

WHO WERE THE PARTICIPANTS?

 

        During October and November 2005, Hartsook Companies interacted directly with 108 individuals in either one-on-one interviews or in one of seven focus groups. An additional 48 individuals responded to a survey that was mailed in late October to 228 individuals. These responses equated to a 21% response rate, which the report considered to be significant. 

        Study participants represented a rather broad cross section of Ardmore Higher Education Center’s constituents. The report noted the preparedness of the participants—most had read through the case statement carefully and some had even made notes of their questions and views. The report also noted that such levels of individual commitment to the process as that witnessed during the Ardmore Higher Education Center study are rarely encountered in communities.

Text Box: Participant Perceptions of: Evolving to a Branch Campus model University Center model and growing/adapting Greatest Advantages § Stronger, more cohesive educational system § Increase offerings of Bachelor’s degrees § Better academic control § Higher academic standards § Improved instruction § More course rigor § Ability to attract more industry § Pride and prestige § Alumni pride § Better accountability § Fully functioning now § Local control/governed by local residents § Affordable, accessible, convenient § So much potential for improvement § Open enrollment § Access to multiple institutions and the options they offer § Great starting point for many who might not otherwise pursue higher education § Able to offer more students more options § Much less political Able to change offerings relatively easily Greatest Disadvantages § Uncertainty as to which university to affiliate with § Loss of local control/input § Commitment of that institution’s administration – will it be maintained as future presidents take office? § Loss of open enrollment § The uncertainty of that institution’s ability/commitment to generate the necessary funds § Will the Ardmore campus be like a distant relative rather than member of the family? § One more university in an already crowded “university” state § Would have to eliminate some or all of the current institutions and, in particular, the impact on MSC § The difficulties associated with administering financial aid, student services, academic advising across multiple institutions § The ability to offer more four-year degree programs § Risk of remaining stagnant if no improvements take place § Four institutions operating independently. § Loss of identity/pride when one graduates § Governance by a public appointees § The potential risk that academic advising and financial aid services will remain inadequate § All of the uncertainties/risks associated with evolving into a Branch Campus § Inability for local economic development to grasp and promote the concept of the University Center/Consortium model         Individual interviews, focus groups, and mail surveys with participants in the Ardmore area and from other communities in south-central Oklahoma including Davis, Healdton, Sulphur, Marietta, and Wilson were used to collect data for this study. Of the 108 participants who interacted in face-to-face discussions, 59 lived and/or worked in Ardmore and 49 lived and/or worked in communities outside of Ardmore. The study participants included:

§    A balance of males and females

§    Participants ranging in age from the 20s to the 80s

§    Strong representation from major area employers

§    Several current students and graduates of one of the four partner institutions that comprise the Ardmore Higher Education Center consortium

§    Presidents from three of the four partnering institutions

§    Staff members from three of the four partnering institutions

§    Area school superintendents and teachers/educators

§    Some Ardmore Higher Education Center staff and faculty

§    Some members of the Ardmore Higher Education Center Board of Trustees

 

 

 

 

 

 

 

 

WHAT DO PEOPLE THINK?

 

        The report analyzed information gathered from participants in the study, research collected prior to and during the study, and perspectives developed in the course of working with similar institutions over the years. The Community Assessment was a snapshot at one point in time of the attitudes and opinions of influential members of the region concerning potential changes for the Ardmore Higher Education Center’s future.

        It should be noted that the Community Assessment registered perceptions, not facts. The study was for the most part, qualitative as opposed to quantitative. Therefore, the findings of the Community Assessment are more useful for developing positioning strategies for a successful future than for predicting the outcomes or results of a particular strategy.

        More than half of the participants agreed, or strongly agreed, that the Ardmore Higher Education Center was meeting the educational needs of the people of the region. The Center was viewed as providing educational opportunities that otherwise would not exist. Those who believed in its effectiveness saw the Center as a solid match for the people of southern Oklahoma. Others, however, did not think the Center was meeting the educational needs of the people and raised issues related to the capability to obtain a Bachelor’s degree in a timely and efficient manner, the effectiveness of academic advising, and the rigor and quality of coursework.

 

A community tradition and source of pride…

        Participants appreciated that the Ardmore Higher Education Center remained as an affordable option for higher education. They indicated that it was convenient for the people of the region and its location provided easy access. Its open enrollment policy made college an option for anyone and everyone wanting to further their education.

        People also appreciated and took pride in the historical longevity of the Center. They saw it as somewhat of a landmark educational institution for the region that was formed, funded, and operated solely by the people of the region for the people of the area. Many participants expressed pride in the fact that it was governed by a local Board of Trustees and believed that the Trustees knew and understood the educational needs of the area.

        Some valued the fact that so many high school students could obtain college credits by taking courses at the Ardmore Higher Education Center. They also valued the opportunity afforded new college students to begin to acclimate to a “university setting” prior to actually attending college.

 

Improving programming and services…

        More than half of the participants agreed that the Ardmore Higher Education Center was meeting the educational needs of the region and believed that it provided appropriate program offerings. Other participants expressed the need for improving and increasing educational programming and student academic services. Some participants were concerned with the Center’s ability to meet people’s educational needs and most often mentioned course rigor, academic advising, and the opportunity to achieve a Bachelor’s degree. These questioned if the Center had a full understanding of the education needs of the community and region. They based their comments on the perception that few people in the community have a solid understanding of what the Center offers and who its audience is.

        People wanted better coordination among the four participating institutions to occur. Some expressed concerns for the level of student services provided at the Center, especially in regard to academic advising and some were concerned with course rigor and quality. 

 

Collaborations and communications…

        Many business leaders expressed interest in learning more about higher education opportunities and discussing ways their employees might benefit from current course offerings. They also wanted to share their views regarding their needs for furthering the educational offerings of their employees.

        The Ardmore Higher Education Center has an opportunity here to reach out to area employers to educate them and hear about employers’ education and training needs. When business leaders are more familiar with the program offerings at the Center, they may be more inclined to encourage their employees to continue with on-going education.

        Many participants thought that some sort of collaboration between the Southern Oklahoma Technology Center and the Ardmore Higher Education Center could benefit both institutions as well as the people of the region.

        The report recommended stepped-up marketing and public relations efforts on the part of the Ardmore Higher Education Center to inform the public of its programs and services and to help people better understand how the Center functions. Participants wanted more information about course offerings, the benefits it brings to the region, and how it is helping students today. 

 

Reactions to existing plans and goals…

        Participants were pleased to see the recent publication, 2004–2005 Director’s Annual Report, and the Board of Trustees’ Strategic Plan contained within the report. In general, most of the participants viewed the Ardmore Higher Education Center as providing a student-friendly environment but not necessarily a “university” environment. They appreciated the focus on offering education at a reasonable price but believed there is a great deal of opportunity for improving the “quality college education” component.

        Participants were glad to see that “establishing a strong university presence that has a long-lasting and positive economic impact in southern Oklahoma” was a high priority for the Board of Trustees and see a great deal of opportunity for growth in this area. Most of the internal constituents–faculty, staff, and students–thought the Board of Trustees was accomplishing most of what they were setting out to do. Participants thought that the Ardmore Higher Education Center would benefit greatly from sharing a more defined and focused strategic plan with all who participated in the study.

 

Perspectives on conducting a capital campaign…

        The report compared the views of participants regarding the process for funding a Branch Campus and for funding a new campus for the Ardmore Higher Education Center. Participants thought the responsibility for funding a new campus for the Center would fall upon the local community, local foundations, support from area businesses and individuals, and some funding from the 2005 Higher Education Capital Bond Project.

        Participants thought that funding for a Branch Campus would be helped along by the university with which it was affiliated. They also thought the Oklahoma State Regents would provide a major portion of the funding and that additional support from local foundations, businesses, and individuals would be received.

        Many of the local business community participants believed that a campaign for a Branch Campus would be successful based on the premise that a Branch Campus would bring something new to the region and a better quality of higher education. The report noted that if these perceptions are accurate, it may be easier to accomplish a capital campaign for a Branch Campus than for a new campus for the Ardmore Higher Education Center.

 

Perspectives on conducting a referendum…

        The report analyzed the views of participants pertaining to the passage of a referendum in support of a sales tax for a new campus. On a national basis referendums have gone down to defeat more and more over the past ten years. While most participants did not believe that a referendum to fund either a Branch Campus or a new campus for the Ardmore Higher Education Center would be successful, they did think that a Branch Campus would receive stronger support than a new campus for the Center because people might think that a Branch Campus is an improvement over the current Center.

 

WHERE DO WE GO FROM HERE?

 

        The Ardmore Higher Education Center’s Board of Trustees and staff have, over the years, overseen a successful program that has met the educational needs of thousands of students. Many individuals who otherwise might not have pursued furthering their education have taken advantage of the educational opportunities provided through the Ardmore Higher Education Center.

        Many of Ardmore Higher Education Center’s internal constituents believed that its operations were first-rate and found the concept of a Branch Campus as unfounded. However, the issue of evolving into a Branch Campus had been raised by the Ardmore Chamber of Commerce and needed to be addressed. The report concluded that although a Branch College may help the Chamber’s efforts to recruit more industry to the region, it cannot be Ardmore Higher Education Center’s primary motivation when considering the future of higher education for the people of southern Oklahoma.

    The study did not provide convincing arguments from the participants for the superiority of a Branch College over a University Center (or vice versa) in serving the higher education needs of students in southern Oklahoma. The study clearly indicated, however, the need for improving and increasing higher education programming and academic services in southern Oklahoma either as an innovative University Center or as a promising Branch College.

        Today, the Ardmore Higher Education Center stands at a crossroads. The time to decide the future has come. The Board must make some tough decisions regarding the next best steps. Most people understood that what lies ahead is not an easy decision. Most people also appreciated the members of the Board of Trustees and trusted them to make the best decision.