Transcript Institutional Effectiveness: Developing an Institutional Philosophy for the Quest for Quality

National Council for Instructional Administrators
April 4, 2008
Institutional Effectiveness:
Developing an Institutional
Philosophy for the Quest for Quality
Terri M. Manning, EdD.
Central Piedmont Community College
Institutional Effectiveness (IE)
• A philosophy with a set of processes
• A combination of the content from the
following fields:
– Assessment
– Program Evaluation
– Quality Assurance
– Organizational Development
• You combine these areas and apply the
result to higher education and you
get IE
A Definition
• Institutional Effectiveness is:
• an ongoing, integrated and systematic set of
institutional processes that include
planning, the evaluation of programs and
services, the identification and
measurement of learning outcomes, the use
of data and assessment results for decisionmaking that results in improvements in
programs, service and institutional quality.
You have had a speaker on this
topic for the last several years –
yet you ask for additional
training on this topic.
Why is this hard for institutions
to accomplish?
Why This is Hard for Many Colleges
• Colleges want someone to tell them exactly
how to do this – what is expected.
• They think they are doing it for their
accrediting agencies.
• They don’t create processes that are
valuable to the institution.
• They are either too simple or too complex.
• They try to drive it from the top down –
administration tries to tell the faculty what
needs to be done.
• It has no central coordination of efforts – no
natural connection between processes.
Why It’s Hard, cont.
• Their approach is like students in the
classroom - “what exactly do we have to do
to get an A on the test.” They completely
miss the concept. They don’t “get it.”
• We do not measure learning outcomes
so we can say we did it.
• This is not an end into itself.
• It is part of a process leading
to a much greater end….
Improvements in institutional
quality.
What You Are Really Doing
• Is attempting to create institutional change
by:
– Getting faculty to value something different
– Measure themselves differently
– Have a different philosophy
– Reward themselves for
something different
– Shake up their power
structure
• Is it any wonder we have trouble
with this?
Lewen’s Organizational Change Model
• Unfreezing – reducing the forces that maintain the
organization’s current behavior. One introduces
information that points out discrepancies between
“what we have” and “what we want.” This is supposed
to motivate members of the organization to engage in
change behaviors.
• Moving – shifts the desired behavior to a new level by
intervening in the system to develop new values,
attitudes and behaviors through changes in
processes.
• Refreezing – stabilizing the new behaviors by the use
of support mechanisms such as a new culture,
policies, norms and structures.
Source: Essentials of Organization Development & Change, Cummings & Worley
What Holds Us Back
• Barriers to Individual and Organizational Change
– Failure to recognize the need for change
• We are fine like we are – no need for improvement
– Habit
• That is not how we have always done it
– Security
• My position or rank or the department’s
standing could be affected
– Fear of the unknown
• What if we don’t meet our outcomes (our students aren’t
learning), we might be held accountable for it
– Previous unsuccessful efforts
• We tried that before and it failed
What Holds Us Back, cont.
– Threats to expertise
• Assessment results are not going to force me to teach my class
differently or to improvement
– Threats to social and power relationships
• The one on top may no longer be on top, no longer the favorite
or in control
– Threats to resource allocation
• My department or program might lose funding if we do not
perform as well as other departments or programs
(from Greenberg & Baron, 2000; Jones, 2004;
Robbins 2000)
Mandates for Institutional Effectiveness
• In 2006, U.S. Secretary of Education
Margaret Spellings released “A Test
of Leadership: Charting the Future of
U.S. Higher Education.” This report
addresses the need to transform higher education.
– “There is inadequate transparency and accountability for
measuring institutional performance, which is more and
more necessary to maintaining public trust in higher
education.” (p. 14)
– “To meet the challenges of the 21st century, higher
education must change from a system primarily based on
reputation to one based on performance. We urge the
creation of a robust culture of accountability and
transparency throughout higher education.”
(p. 21)
Mandates for Institutional Effectiveness
– “The commission supports the development of a
privacy-protected higher education information
system that collects, analyzes and uses studentlevel data as a vital tool for accountability, policymaking, and consumer choice.” (p. 22)
– “Faculty must be at the forefront of defining
educational objectives for students and developing
meaningful, evidence-based measures of their
progress toward these goals.” (p. 24)
– “The results of student learning assessments,
including value-added measurements that indicate
how students’ skills have improved over time should
be made available to students and reported
in the aggregate publicly.” (p. 24)
Accreditation Has Changed
• Over the past 3-5 years, all six accrediting
agencies have made significant changes in
their processes – all requiring assessment
and evaluation and the inclusion of student
learning outcomes. The words “institutional
effectiveness” are mentioned in the criteria
for most accrediting agencies.
• College and universities can no longer wait
until 1-2 years before an accreditation visit
and “gear up” for it.
• Colleges and universities are starting to get in
trouble with their accrediting agencies.
• It’s going to get worse before it gets better .
What Do The Accrediting
Agencies Want
Mandate for Identifying, Measuring and Using Outcome Data
Accrediting Body
Identify
Assess
Analyze
Use For
Outcomes
Outcomes
Results
Improvement
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Middle States
7, 11, 12, 13, 14
New England
4.18, 4.28, 4.44, 4.45
North Central
2c, 3a, 4b, 4c
Northwest
2b, policy 2.2
Southern
2.5, 3.3.1, 3.5.1
Western
4.6, 4.7, 4.8
Source: Gita Wijesinghe, Florida A&M
The Reality
• At our institutions, our policies and
practices are set up to perfectly deliver
the results we are currently achieving.
• Are they good enough?
I ask you:
… if you are going to ask your
faculty to participate in and embrace
institutional effectiveness, to invest the
time to develop effective processes, to
assess, analyze and use results - - ….once it is all done, what would
you want to know?
Here is what others have said…
• What characteristics should our graduates have and
do they have them?
• Are our students learning?
• Are our students succeeding?
• Are some programs having trouble?
• What will programs need to succeed in the future?
• What is new and innovative coming our way (by
discipline)?
• Where should our enrollments be (growing vs.
declining)?
• What are the costs?
Institutional Effectiveness
• Is a way of thinking…a philosophy
• Is the way an institution keeps its finger to
the pulse of its various communities.
• It is about student success and student
learning.
• It is mostly about an institution’s continuous
quest for quality, efficiency, effectiveness
and innovation.
Institutional Effectiveness
• It answers the questions:
– Are our students learning what we intended for
them to learn
– Can they apply what they learned in the real
world
– Are we serving our students well
– How can we improve, innovate and create
– What is the real value of an education obtained
from this institution
Institutional Effectiveness
• There is no prescription – no commonly
accepted set of practices or processes
• Can be culturally changing to serious
institutions
• Is a unique system of questions and inquiry
• Means looking at the questions before we
come up with answers
• Means looking at the data
• It facilitates a culture of evidence
Educating Students
•
•
•
•
Is a developmental process
Unique to each institution
Yet with some common core values
It is like parenting
– Would you want anyone to give your children an
exam that measured how good of a parent you
were, the quality of your family life…
– Your first question would be: who made the decision
on what a “good parent” is or what qualities are
acceptable in families. While we all hold some
common values about families and children, we are
very different.
Difficulty for Faculty
•
•
•
•
Issues to discuss/work on:
What do we value?
How do we operationally define it?
Can we all agree on a few characteristics we
value and measure them?
• Is that enough?
• Who decides if it is enough?
• How much more are we going to add to their
plate without removing anything?
Effective Institutions
• Don’t make decisions, change policy or practice
without the evidence to give them direction
• When they start something new, they evaluate it
heavily to make sure it produces the desired effect
• When things don’t work they fix it
• Don’t set students up to fail (policy and practice)
• They create a continuous flow of information to the
opinion leaders, decision-makers and stakeholders
• Anticipate change and are prepared
• Listen to their front-line employees – those most in
touch with their students/customers/clients
(faculty and counselors/advisors)
Good Practices
• Institutions who fully participate in IE:
– Figure out why students are not progressing
and make changes
– Discover student barriers to success and
remove them
– Assess effective teaching modalities and
expand and enhance them
– Openly uncover their weaknesses and work
toward strengths
It is all about…
•
•
•
•
•
Your students
Their success
Faculty and staff as facilitators
The quality of your institution
The responsibility we have to tax payers,
students, our community and state
• A desire for continuous improvement
It is Not About
• Doing what we have always done but in a
different format
• A prescribed set assessment tools
• Filling out forms and putting documents in
order
• Paying lip-service to processes
• Getting through an accreditation visit
• This is so much bigger than an accreditation
process or agency
Four Most Important Elements
• Support from the administration
• “Buy in” and trust from the grassroots
level – the development of relationships
• Freedom and fairness for those being
reviewed
• Effective processes that work for your
institution - that are supported and
followed
Support from the
Administration
• If you don’t have it nothing works
• It is hardest where there is the unspoken rule “no
bad news”
• Faculty/staff can’t fight like salmon swimming upstream
• You have to be creative and develop perseverance
• You are there to get the job done
• Some times it takes more than once for your
message to get across
Support from the
Administration
• To obtain this support, you have to:
– Know what you are doing
– Develop simple and clear processes
– Fit the “administrative response” into your
processes
– Report results to gain visibility
– Show how this relates to the bottom line and
will increase enrollment growth and retention
Buy In From the Grassroots Level
• Allow the faculty to create the process
themselves (as much as possible)
• You have to believe that what they are doing is
critical to the success of the institution
• You have to understand and validate that “they
don’t have time for this”
• Build friendships and trust. Function as a
helper.
• Be a faculty advocate and be proactive for their
issues
Buy In From the Grassroots Level
• Never be perceived as the one who is “grading
their performance”
• Roll up your sleeves and get involved
• Seek to understand their issues
• Give them tools and templates – put things
online
• Create rewards
• Realize their #1 role is to teach, not to be
assessment experts
Freedom and Fairness
• Never use data against them
• Give them as much input as possible – give
them flexibility when you can
• Allow them to measure what they believe is
important
• Aggregate data when necessary
• Try to get the message across “This is a
process with the goal of a continuous quest for
quality. It is okay if things are not perfect – then
we know where strategies for improvement
need to be utilized.”
Effective Processes
• Why develop a process?
– There is an expectation of a due date
– There is a format to follow that utilizes standards
– Processes usually have outlines and calendars
– Processes can be revised to include everything
important to the institution
Typical Processes
• A Mission Statement
• A Strategic Plan
– Institutional Goals and Outcomes
• Annual Goal/Objective Cycle for All College
Units/Departments
• Annual Research and Assessment Reports
• Program, Learning and Administrative Outcomes
– Collect through processes
• General Education Assessment
• Program/Unit Review
• Outcome Assessment Matrices
Today we are going to talk about:
• Two areas critical to instruction/academic
affairs:
– The Development and
Assessment of Learning
Outcomes
– The Development and
Assessment of General
Education Learning
Outcomes
Why are We Moving from
Goals to Outcomes?
• Outcomes are program-specific
• They measure the effect of classroom activities
and services provided.
• Outcomes represent a new way of thinking
• Outcomes have become widely accepted by
our various publics
• They are here to stay
• They are skills-based variables you can
observe, measure, scale or score
Program Outcome Model
INPUTS
ACTIVITIES
OUTPUTS
Resources
Services
Products or Results of Activities
Staff
FTE
Facilities
State funds
Ability of
Students
Education (classes)
Services
Counseling
Student activities
Numbers served
FTE (input next year)
# Classes taught
# Students recruited
Constraints
Laws
State regulations
Theory of Change Model
Program Outcomes Model
INPUTS
ACTIVITIES
OUTPUTS
OUTCOMES
Benefits for People
(Outcomes answer the “so
what” question)
*New knowledge
*Increased skills
*Changes in values
*Modified behavior
*Improved condition
*Altered status
*New opportunities
Inputs through Outcomes: The
Conceptual Chain
Long-range
Intermediate
Initial
Outputs
Activities
Inputs
OUTCOMES
Different Types of Outcomes
• Learning Outcomes (can be at course,
program or institutional level)
• Program Outcomes
• Administrative Outcomes
Definitions and Examples
• Learning Outcomes:
– What changes in knowledge, skills, attitude, awareness,
condition, position (etc.) occur as a result of the learning that
takes place in the classroom. These are direct benefits to
students.
– Examples:
general learning skills (e.g. improved writing
and speaking abilities), ability to apply learning to the work
environment (e.g. demonstrate skills in co-op), programspecific skills developed or enhanced (e.g. take blood
pressure.)
Definitions and Examples
• Program Outcomes:
– The benefits that results from the completion of an
entire program or series of courses. Are there benefits
for students who get the entire degree versus those
who take a few courses? If so what are they?
– Typical examples are: licensure pass rates, employment
rates, acceptance into 4-year schools or graduate
programs, lifelong learning issues, content mastery,
contributions to society, the profession, etc.)
Definitions and Examples
• Administrative Outcomes
– Units/programs want to improve services or approach an
old problem in a new way.
– They want to become more efficient and effective.
– They establish an outcome objective for the administration.
• Typical examples are:
– All faculty will attend one professional meeting annually so
they can stay up-to-date in their field, or:
– Counseling wants to recruit a new counselor with expertise
in working with first-generation students, or:
– Facilities services wants students, faculty and staff
to feel that they are safe on campus.
Why is This Hard?
• Because it is education
• Because the best results
may not happen for years
• Because we are so busy
doing what we are doing….
we forget why we are
doing it
Assessment
• “The assessment of student learning can be
defined as the systematic collection of
information about student learning, using the
time, knowledge, expertise, and resources
available, in order to inform decisions about
how to improve learning. (p.2)”
Source:Assessment Clear and Simple: A Practical Guide for Institutions,
Departments and General Education by Barbara E. Walvoord, 2004
Assessment Characteristics
• It is intended not to generate broad theories but to inform
action.
• Educational situations contain too many variables to make
“proof” possible.
• Assessment gathers indicators that will be useful for decision
making.
• It is not limited to learning that can be objectively tested. A
department can state its highest goals and seek the best
available indicators about whether those goals are being met.
• It does not require standardized test or objective measures.
• Faculty regularly assess complex work in their fields and make
judgments about its quality.
• Faculty can make informed professional judgments about
critical thinking, scientific reasoning, or other qualities in student
work, and use those judgments to inform departmental and
institutional decisions. (page 2)
Source:Assessment Clear and Simple: A Practical Guide for Institutions,
Departments and General Education by Barbara E. Walvoord, 2004
Assessment Characteristics
• Assessment means basing decisions about curriculum,
pedagogy, staffing, advising and student support on the best
possible data about student learning and the factors that affect
it.
• A lot of assessment is already going on in responsible
classrooms, departments, and institutions, though we have not
always called it that.
• Assessment can move beyond the classroom to become
program assessment:
– Classroom assessment – faculty evaluates her own students’
assignments in the capstone course and uses the information to improve
her own teaching the next semester
– Program assessment – faculty evaluated her own students’ assignments
in the capstone course, outlining the strengths and weaknesses of the
students’ work in relationship to departmental learning goals. The
department uses the data to inform decisions about curriculum and other
factors that affect student learning. (page 2-3)
Source:Assessment Clear and Simple: A Practical Guide for Institutions,
Departments and General Education by Barbara E. Walvoord, 2004
Methods of Assessment
•
•
•
•
•
•
•
•
Course imbedded assessments
Written works
Student journals
Speeches
Skills-based assessment (demonstrated skills)
Observation checklists
Teamwork assessments
Surveys that ask about specific behaviors
indicative of changes in values and attitudes
– Not self-evaluation of actual learning
Great Fallacy #1
• Grades
– In this day of social promotion, grade inflation and
different teaching/learning philosophies, grades tell
you virtually nothing.
– They are not a measure of outcome achievement.
– Two teachers will grade a student
differently for the exact same work.
– They cannot be used!
Great Fallacy #2
• The evaluation of teaching
– Only tells you who is happy…”happiness coefficient”
– Measures more about the business and science of teaching
– not learning
– Learning outcomes are not measures of teacher
effectiveness or students satisfaction with the
teaching/learning process
– Learning outcomes are skills based
– Students opinions are poor indicators if asked to self-assess
• “In your opinion, are you more accepting of cultural differences in
people since completing your coursework at the college?”
• It is why we don’t ask faculty “On a scale of 1-5, how good of a
teacher do you feel you are?”
Great Fallacy #3
• I have 65 learning objectives
on my syllabus
• The faculty has established
that when students complete
ENG 111, they will have met
these 65 objectives – so we
are establishing and
measuring outcomes
• What is the problem with this?
How to Get Faculty On-board
•
•
•
•
•
•
•
•
•
•
Get them involved at the first step
Give them as much control as possible
Allow for a few tantrums – then hit it again
Allow them to create over an adequate period of time
Make use of opinion leaders
Help them understand “why”
Expect them to do an excellent job
Start with what you have – what you’re already doing
There is no magic bullet
There is no one-size-fits-all with outcomes
To Move Quickly
• Create Several Committees made up of mostly
faculty and your IR/IE/Assessment officers
– Examples
• General education committee
• Learning outcomes committee
• Program review committee
• Give them an assignment:
– Find as many good examples of learning outcomes
from various sources as you can…. other colleges,
accrediting agencies, the literature, standardized
tests (my least favorite), national organizations and
bring it back to the group.
From That List – Establish Values
• Are any of these relevant to our students?
• Can we reword them to make them relevant to
our students?
• Are we teaching these concepts/constructs?
• If so, where?
• How can we assess them?
• How can we use the results?
• Of this list, what is the most important to us?
• What would it be best to know?
• How much can we do with our current
staffing and resources?
Sources of Ideas for Outcomes
*
*
*
*
*
*
*
*
*
*
program documents
program faculty and staff
national associations/credentialing boards
key volunteers
former students
parents of students
records of complaints
programs/agencies/employers that are the
next step for your students
other colleges with similar programs,
services and students as yours
outside observers of your program
in action
How Often
• Should we measure student learning
outcomes every year – every semester?
• Benefits and barriers with timing?
• When does measurement become too time
consuming?
• Units need time to put into effect the
changes made as a result of outcome
assessment before they are thrown back
into another cycle. They need time to
reflect on changes and results.
Disappointing Outcome Findings: Why
Didn’t We Meet Our Objectives?
Internal Factors:
*
*
*
*
*
Sudden faculty/staff turnover
New teaching philosophy/strategy
Curricular change (campus move)
Unrealistic outcome targets
Measurement problems (lack of
follow-through, no effective tracking)
Disappointing Outcome Findings
External Factors:
*
*
*
*
*
Community unemployment increases
State funding changes
Related programs (BS or MS programs)
close
Public transportation increases fares or
shuts down some routes serving your
campus or time slot
Employment trends change
Failing to meet your
learning outcome
objectives is
sometimes the
best thing that can
happen to you!
Why?
Use Your Findings
Internal Uses for Outcome Findings
•
•
•
•
•
•
•
•
•
Provide direction for curricular changes
Improve educational and support programs
Identify training needs for staff and students
Support annual and long-range planning
Guide budgets and justify resource allocations
Suggest outcome targets (expected change)
Focus board members’ attention on programmatic
issues
Help the college expand its most effective services
Facilitates an atmosphere of change within the
institution
An Example from One College Program
• Workplace Literacy Program
– This program is a literacy initiative that goes directly
into the worksite and teaches ESL classes, GED
prep and GED classes. Serves mostly immigrants.
• During their first attempt at outcome
assessment, they surveyed both employers and
students.
• This was the first time they had ever done this.
What They Learned
• Employers said:
– 43.8% of employers reported increases in
employee performance as a result of
participation in the program.
– 31.3% reported a reduction in
absenteeism by participants.
– 87.5% said classes improved the morale
of their employees
– 37.5% said participants received raises
– 50% said communication had improved.
What Students Said
• 70.2% reported being able to fill out job
forms better
• 35.5% said they could now help their
children with their homework
• 91.1% said they felt better about
themselves
• 44.4% said they had received a raise,
promotion or opportunity as a result of the
courses
• 86.3% said their ability to communicate in
the workplace had improved
What Has Happened Since
• Their assessment data has shown up in their
marketing brochures to employers.
• Their enrollment has grown dramatically.
• They have received funding and marketing
support from their local Chamber and are
considered a model adult literacy program.
External Uses of Outcome Findings
• Recruit talented faculty and staff
• Promote college programs to potential
students
• Identify partners for collaboration (hospitals,
businesses, etc....)
• Enhance the college’s public image
• Retain and increase funding
• Garner support for innovative efforts
• Win designation as a model or demonstration
site
Good Sources for Outcomes
(besides your own faculty)
If you can’t come up with anything
good…..
• Steal it from someone who else who did.
• Two Good Sources:
– Longwood University
201 High Street
Farmville, Virginia 23909
Phone: (434) 395-2000
http://www.longwood.edu/gened/15goals.html
– Pellissippi State Technical Community College
10915 Hardin Valley Road
Knoxville, TN 37933-0990
865-694-6400
http://www.pstcc.edu/departments/curriculum_and_
instruction/currinfo/general-ed-outcomes.html
Typical General Education Goals
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Basic computer/technology skills
Information literacy
Critical thinking/analytical thinking
Effective communication (both oral and written)
Moral character and values
Cultural diversity
Workforce skills
Reading and comprehension
Appreciation for the fine arts
Computational skills
Oral presentation skills
Teamwork skills
Leadership skills
Social awareness Interpersonal skills
Self management
Understand scientific reasoning/the scientific process or way of
knowing
• Lifelong learning skills
Look at Two General
Education Processes
in Your Handouts
Top Ten Skills for the Future
•
•
•
•
•
•
•
Work ethic, including self-motivation and time management.
Physical skills, e.g., maintaining one's health and good appearance.
Verbal (oral) communication, including one-on-one and in a group
Written communication, including editing and proofing one's work.
Working directly with people, relationship building, and team work.
Influencing people, including effective salesmanship and leadership.
Gathering information through various media and keeping it
organized.
• Using quantitative tools, e.g., statistics, graphs, or spreadsheets.
• Asking and answering the right questions, evaluating information, and
applying knowledge.
• Solving problems, including identifying problems, developing possible
solutions, and launching solutions.
The Futurist Update (Vol. 5, No. 2), an e-newsletter from the World Future Society, quotes
Bill Coplin on the “ten things employers want [young people] to learn in college”
Learning Outcomes for the 21st Century
Students in the 21st Century will need to be proficient in:
• Reading, writing, speaking and listening
• Applying concepts and reasoning
• Analyzing and using numerical data
• Citizenship, diversity/pluralism
• Local, community, global, environmental awareness
• Analysis, synthesis, evaluation, decision-making, creative thinking
• Collecting, analyzing and organizing information
• Teamwork, relationship management, conflict resolution and
workplace skills
• Learning to learn, understand and manage self, management of
change, personal responsibility, aesthetic responsiveness and
wellness
• Computer literacy, internet skills, information retrieval and
information management
(The League for Innovation’s 21st Century Learning Outcomes Project.)
Challenges
• Identifying and defining outcomes is the easy
part.
• The devil is in the details.
• How do we track it, where does it all go, how do
we score it, compile it, turn it into a
comprehensive report.
• How do we “demonstrate improvement in
institutional quality.”
Things to Remember
• Outcome measurement must be initiated from the
unit/department level (promotes ownership of
process).
• Measure only what you are teaching or facilitating.
• Measure what is “important” to you or your program.
• Be selective (2-3 outcomes only for a course, a select
list for programs and institutional outcomes).
• Put as much time in to “thinking through” the tracking
process as you do into the definition of outcomes.
• Spend the time up front in planning and the process
will flow smoothly.
• It will prove to be energy well spent.
Remember
• We do not do outcome
assessment/evaluation so we can say we
did it.
• We do it only for one reason:
– To Improve Programs and Services
Where Colleges Get In Trouble
• Overkill – they evaluate everything that
walks and breaths every semester in every
area.
• No time to “reflect” before they enter back
into another assessment cycle.
• No focus on “use of results.”
• No ability to track results and tally them
across the College.
Contact Information
• Copy of presentation:
– www.cpcc.edu/planning
– Click on “studies and reports”
– Posted as “AACC NCIA session”
– CPCC’s IE site
– www.cpcc.edu/IE
– Terri Manning
• [email protected]
• (704) 330-6592