Strategic Plan Preparation and Follow-Up Period

In line with Özyeğin University’s vision, the university’s main areas of responsibility in the 2018-2023 Strategic Plan were set forth as external and internal stakeholders, undergraduate and graduate education, research, knowledge transfer, and institutional governance. The focus was placed on 7 objectives and 23 goals to serve these main areas of responsibility. In order to assess the achievement of these objectives and goals, a total of 132 performance metrics were determined.

As part of the Strategic Plan preparations, it was decided to use a special software tool to track the objective, goal and key performance metrics for all of our 6 faculties, 2 vocational schools, 28 departments, the English Language Preparatory Program, and 23 undergraduate and 35 graduate programs (including 8 PhD, and 27 thesis/non-thesis master’s programs) at the University. Within this software tool, balanced scorecards were created for each faculty, vocational school, department, and program. In these scorecards, a separate structure was developed for the metrics, goals, objectives, and areas of responsibility of each faculty and program. The balanced scorecard measurements and the goal achievement scores are calculated based on the weights assigned in the bottom-up hierarchy of metrics, goals, objectives, and areas of responsibility.

Based on the difference between the actual performance levels and the target performance levels, action plans were devised and put into action as of July 2019 in order to reach 2022-23 goals in performance metrics.

The progress of Özyeğin University’s Strategic Plan is monitored within a continuous improvement cycle of Plan-Do-Control-Act (PDCA). The “Plan” phase is carried out in the months of January-February which entails deciding on the actions to be taken and updating target performance levels if necessary. The subsequent “Do” phase entails the realization of planned actions throughout the year and the collection of metric data. The “Check” phase takes place every September-October which comprises of the assessment of collected data and interpretation of metric performances. During the “Act” phase in November-December, opportunities for improvement are identified and new actions are proposed. The next annual improvement cycle begins in January-February with the “Plan” phase where decisions are made as to which proposed actions to implement in the following year.

The implementation and monitoring of the 2018-2023 Strategic Plan have been extended to include 2024.