Transcript CCPRO Newcomers Welcome to CCPRO, the NCCCS, and the challenging practice of

CCPRO Newcomers
Welcome to CCPRO, the NCCCS,
and the challenging practice of
Institutional Effectiveness.
Agenda
Welcome & Intro to CCPRO
 NCCCS support through PARE
 Background & advice
 Overview of IE
 Trends in SACS non-compliance
 FAQs
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CCPRO
History
 Officers
 Meetings
 Website
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The NCCCS
P.A.R.E Department
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The System Office provides oversight & support
PARE: Planning, Accountability, Research &
Evaluation
Keith Brown, Associate Vice President
Vivian Barrett, Office Assistant
Dr. SoYoung Yim, Coordinator Research Project
Terry Shelwood, Director, Planning, Accountability,
Continuous Enhancement
Dr. Betty Adams, Associate Director for Planning &
Effectiveness
Rick Newsome, Director, State-Level Data
Reporting/Data Warehouse
The IE Position
58 colleges, 58 different concepts of
the position
 Planning vs. research
 Organizational placement
 Multiple functions: data coordinator,
foundation, marketing, grants
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The Back Story
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IE is open to interpretation
Colleges must define what IE means in the
context of their unique environments
IE is Higher Education’s take on TQM/CQI
Not a one-to-one transfer
Tried to make a manufacturing model fit the
educational environment
Result: overly complex, user-unfriendly, time
intensive systems with little or no utility
Negative perceptions: IE as fad, IE as
necessary evil
Advice
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Learn as much as you can about IE
Develop your own interpretation
Expect to have to educate your college
Establish specifically what is expected of your
position
Establish where your college is in the
Reaffirmation of Accreditation Cycle
Understand that you can only do what you are
allowed to do
Expect lack of enthusiasm
Reality: Responsibility with no authority
Conceptual Hierarchy
ACCOUNTABILITY
Colleges operate in an environment of
increasing accountability.
INSTITUTIONAL EFFECTIVENESS
Colleges must develop IE Systems that
demonstrate effectiveness & accountability
ASSESSMENT
Assessment is an integral part
of a working IE System and
allows a College to measure
and document effectiveness.
My Take on IE: the Concept
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Foundation for leading & managing teams,
managing resources, responding to change,
providing service
A way of conducting business
Focused on continuous improvement
Guided by data – information
Predicated on belief that no one
person/group has all answers/ questions
IE: the Process
Works within the conceptual belief system
 Outcomes-based
 Student-centered
 Flexible
 User-friendly
 Incorporates the Plan-Do-Study-Act cycle
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The Essential Model
Comprehensive, flexible, integrated,
user-friendly model of IE
 A place to start for beginners
 A tool for streamlining overly complex
processes
 Involves 3 types of planning:
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Strategic Planning
 Assessment Planning
 Operational Planning
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Essential Components
Institutional Mission
 Critical Issues (Strategic Planning)
 Outcomes (Assessment Planning)
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General Education
 Program
 Service
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Operational Objectives (Operational
Planning)
Trends in non-compliance:
SACS Off-site Review
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Faculty Qualifications: 88% noncompliance
Institutional Effectiveness: 62% a noncompliance
General Education Outcomes: 61% noncompliance
Learning Outcomes: 58% non-compliance
Resources: 55% non-compliance
Trends in non-compliance:
SACS On-site Review
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QEP: 72% non-compliance
General Education Outcomes: 42%
non-compliance
Faculty Qualifications: 36% noncompliance
Learning Outcomes: 32% noncompliance
Institutional Effectiveness: 27% noncompliance
FAQs