CCSN Self-Study Outcomes and Evaluation Visit

1. CCSN Self-Study Outcomes and Evaluation Visit Fall 2006 Northwest Commission of Colleges and Universities (Thanks to Dr. Libby Street for slides 16 to 27)

2. Understanding the Evaluation Team’s Role • Teams are made up of colleagues from other institutions who want you to succeed. • The team is “us,” not “them.” • They don’t know you as well as you know yourself, but they can provide a perspective that you can’t provide for yourself.

3. What will team members want to know from the faculty? • They will want to know that you are conversant with and have been instrumental in creating the curriculum. They may ask you • To discuss the general education curriculum goals, objectives, structure, and assessment protocol. • To discuss goals, objectives, and assessment protocols of your own academic programs.

4. What will team members want to know from the faculty? • They will want to know what you do to maintain your skills as a teacher and scholar, so they may ask you • To discuss professional development activities in which you’ve been engaged. • To discuss your teaching and interaction with students. • To discuss how you maintain currency as a teacher.

5. What will team members want to know from the faculty? • To discuss how individual courses you teach articulate with either the general education goals or degree program goals. • To discuss the steps your department has taken to ensure that its curriculum is coherent, current, appropriately sequenced, is of sufficient breadth and depth, requires synthesis and research. • To discuss how your department reviews program assessment data.

6. What will team members want to know from the faculty? • They will want to know that you undergo systematic evaluation of your performance by students, peers, and supervisors, so they may ask you • When your last formal evaluation took place? • If any weaknesses were noted and how weaknesses resulted in professional development opportunities.

7. What will team members want to know from the faculty? • They will want to know what you think of the resources available to you to do your job, including • What you think of library resources • What you think of information technology resources • What you think of work load and compensation • What you think of the facilities in which you work

8. What will team members want to know from the faculty? • They may ask you about the characteristics and capabilities of your students, including • Their entry-level skills • Their ability to master the curriculum you provide • How developmental needs of students are addressed

9. What will team members want to know from the faculty? • At CCSN particularly, they are likely to ask about some recent changes including • Administrative stability • Strategic direction and planning • Preparedness to offer a bachelors degree in DH • Communications • The revisions to student success plans • Involvement of faculty

10. How should you prepare? • Review the standards. Be attentive to the word choices in the standards. • Read, at the very least, • Standard 2 in the self-study • Preferably, also read • Standard 4 of the self-study

11. Still Preparing. . . • Remember throughout what a strong institution we are. The executive summary of the self-study captures that excellence and gives you reason to be very proud. • Communicate not only what we’ve achieved but the process we’ve undergone as we’ve examined ourself.

12. What should you tell them? • The truth, but the whole truth. • Strive for a balanced presentation that emphasizes the outstanding features of the college at the same time as it may reveal challenges. • Remember that challenges to the institution also are opportunities for growth, and think about how to reflect this reality in your answers.

13. Understanding the Evaluation Team’s Role • Team members evaluate the evidence you present to determine if you’ve presented a compelling case that you • Do what you say you do; and that • You meet our shared standards

14. CCSN Mission: Student-centered education The mission of CCSN is to implement the NSHE mission by identifying the needs of the citizens of Southern Nevada and providing educational and support services to meet those needs in the areas of general education, transfer preparation, vocational education, basic skills development, adult education and community service. In meeting the needs of the community it serves, the College provides student-centered services that recognize the uniqueness of the individual, demonstrate excellence, utilize up-to-date facilities, emphasize comprehensive uses of technology, and rely upon the collaborative efforts of the College, the students and the community.

15. Strengths The mission of CCSN reflects its multiple roles Faculty and staff embrace the mission A collaborative effort of Regents, administration, faculty and students meet CCSN’s needs CCSN has a unique and vital impact on its service area CCSN continues to extend its educational services Challenges Coping with growth systematically Continual improvement through institutional assessment Engaging processes for “buy-in” for institutional effectiveness and planning Further developing processes for holistic assessment and evaluation Standard 1: Mission and Role

16. Standard 1: Plans for Improvement • Build on CCSN strengths through “A Vision of Blue Skies Ahead” as a planning framework. • Update the academic plan as a tool for action • Update the technology plan as a tool for action • Benchmark CCSN against other community colleges. • Report our progress and status as a guide for action • Keep stakeholders informed • Correlate facilities plans with the program needs of CCSN. • Build what we need, when we need it, and where we need it

17. Since the self-study. . . • Completed the library strategic plan • Completed action plans in counseling, financial aid, recruitment and retention • Mapped the strategic plan of CCSN to action planning for the next three years • Initiated an IT strategic planning process with Sungard support

18. Strengths Progress in assessment, identifying student learning outcomes and using assessment results to improve student learning Highly motivated, talented faculty and staff evidenced in high levels of student satisfaction with instructional quality Well-rounded collegiate experience for students Support for introducing assessment and continuous improvement into non-instructional areas Challenges Although the quality of part-time instructors is high, CCSN recognizes that more full-time faculty will be needed as CCSN grows The Administrative Computing System is obsolete and constraining CCSN’s operations and services to students Standard 2: Educational Program

19. Since the self-study. . . • Received results of the CCSSE survey and shared the findings with deans and chairs • Posted Noel-Levitz findings to the web • Hired an assessment coordinator • Using NWCCU Policy A-6 prepared agreements with the Clark County School District for partnership arrangements • Drafted policy for academic program review and curriculum—affirming faculty roles in each • Strengthened centers and sites with academic linkage • Led NSHE initiative to replace the ERP system

20. Strengths Staff are educated and experienced individuals, committed to the college Staff members have diverse career backgrounds Staff members share the vision to assist students so that retention, persistence, and graduation are attained Staff members have increased the number of students who receive a desired service Challenges Need for more strategic planning Limited space for operation More technology and resources With continual growth, more staff personnel should be hired and trained Standard 3: Students

21. Standard 3: Plans for Improvement • Facility needs have been reviewed and additional space will be allocated • A strategic plan for the Division of Student Affairs will be completed by fall 2006

22. Since the self-study. . . • Established transfer centers on the three main campuses • Re-vitalized “E-Alert” system in English and Math to improve retention • Planned for implementation of new student e-mail system • Completed strategic planning for key units in Student Services

23. Strengths Highly qualified and well-experienced faculty Faculty are committed to teaching High faculty retention rate Anecdotal evidence shows a liberal sabbatical policy Challenges Hampered by the lack of an integrated information management system The new hiring process fails to adapt to changing needs CCSN lacks a systematic triangulation of a faculty evaluation process that includes a self evaluation, peer evaluation, department chair evaluation, and course evaluation on a regular basis Standard 4: Faculty

24. Standard 4: Plans on Improvement • Administration in consultation with the Faculty Senate is revising the policy on evaluation and tenure (fall 2006) • The sabbatical leave policy is being revised, as needed • The policy on faculty workload continually improves • Personnel information for full-time and part-time faculty now resides in Human Resources

25. Since the self-study. . . • Held a Department Chairs Institute • Submitted review policy on sabbaticals, faculty workload and evaluation and tenure to Faculty Senate • Affirmed professional development funding

26. Strengths Through computer labs and high tech centers, there are numerous avenues of access to electronic resources All librarians are full time with minimum of a master’s degree The library’s acquisition budget has more than doubled in the past five years The Interlibrary Loan Department can obtain any book, video, dissertation, article or other material not available at CCSN library Strengths Mechanisms are in place to select, acquire, organize and maintain the campus collections On-campus students have many opportunities to interact with librarians Written policies helps inform library patrons of available services Faculty and staff are able to participate in collection development Students, faculty and staff have ready access to the comprehensive range of services Standard 5: Library and Information Resources

27. Standard 5: Library and Information Resources Challenges • Current facilities need more study space • Faculty need to be involved more in the collection development process • More extensive support for DE students is a continuing need • Systematic assessment of patron needs can be more effective • CCSN has some “catching up” to do in IT • Library staffing needs to expand

28. Plans for Improvement • Funding has been secured and planning underway for a library/classroom building on the West Charleston campus. Current strategic planning involves an increase of space on both the Cheyenne and Henderson campuses to enhance services. • The faculty role in collection development will expand. • All students will benefit from: 1) implementing the open source online tutorial program “Searchpath” and positioning it on the library web page; 2) developing an online DE version of LIB 101 using WEBCT; 3) formalizing the assessment process for all library instruction, initiatives and programs; and 4) hiring a new librarian for DE services. • A continuing program of assessment will help guide library services and levels of patron satisfaction. • Continue to engage and annually revise the scope of work for Collegis to support and improve CCSN’s information resources.

29. Since the self-study. . . • Completed library strategic plan (draft) • Benchmarked library to peer institutions • Completed design and construction documents for new library at West Charleston • Technology strategic planning began on September 19 • Campus wireless will be offered to all to improve access • Email for all students will improve communication and other faculty-student interactions • OTS is ready to deploy other smart classrooms and more online services, as well as the new web content management system • 24x7 help desk is available to all faculty, staff and students • Invested $2 million in IT infrastructure renewal • Planned for additional IT improvements in next 24 months

30. Strengths Within NSHE roles and paths of communication are clear. The executive team is experienced and committed to CCSN’s strategic direction. The Faculty Senate and the faculty generally are committed to CCSN’s governance and to the community. An improved pattern of communication helps inform CCSN faculty and staff. Challenges CCSN must maintain its efforts at stability, particularly in senior positions. New personnel must continue familiarize themselves with the strategic plan of the college, to build support and trust between them and their respective departments and to establish an atmosphere of cohesion. CCSN’s effort to extend itself and bring education to some of the more rural areas of southern Nevada must be supported to provide an education equally substantive with that offered at local campuses. Standard 6: Governance

31. Standard 6: Plans for Improvement • The emphasis given to the strategic plan, “A Vision of Blue Skies Ahead: A Blueprint for Mapping CCSN’s Future” will provide an opportunity to see academic and administrative progress that will enable the college to handle its growth. • “The Guide to the Hiring Process” presents a detailed schema for bringing into the college new administrators, faculty and staff who will be able to enrich the life of the college and ensure the attainment of many of the goals of the strategic plan.

32. Since the self-study. . . • Held community forums throughout the state in coordination with the Chancellor • Held faculty forums on CCSN issues • Revised the CCSN Bylaws (approved by the Regents) for broader representation of employee groups • Strengthened the President’s Cabinet • Began revisions to the hiring policy

33. Strengths CCSN can make decisions on funding allocations to ensure adherence with campus objectives, planning, and priorities. Policies of the Board are clear regarding campus reporting and flexibility of resource allocations. Nevada has enjoyed a strong economy to support increasing demands in education. CCSN has bonding authority for $20 million for parking structures. The college anticipates the need to add a student fee to support repayment of the debt. Adequate policies are in place to address capital debt as needed. Challenges Capital funding is essential to ensure appropriate development of campus facilities. With CCSN;s complexities and size addressing all resource demands remains a challenge. The financial model for CCSN is dependent upon state resources to support operations and capital development. These resources do not fully address needs. Developing diverse revenue sources must continue to expand. Legislative approval for bond issuance is strictly for the purpose of parking facilities. This approval will not support general capital construction for facilities, land procurement, or other types of facility funding that may be required. Standard 7: Finances

34. Standard 7: Finances • Working collaboratively with the state, campus officials will develop a capital plan to address campus growth and long range campus development, as well as identify future campus locations. • The Finance and Budget Division is developing methods to streamline budget development and collection, attempting to overcome the limitations of an outdated financial system. The division is continuing to review applications for a system that will streamline the departmental budget process. • The college is planning to request a revision to legislative authority for bond issuance that will provide the campus broader application and utilization of the bond authority.

35. Since the self-study. . . • Received internal and external audits on various operations of the College • Continued work on implemented a new, productivity-based budget model for academic affairs

36. Strengths CCSN has persistent in promoting the need for capital projects. The effectiveness of the presentations resulted in a substantial increase in funds allocated to CCSN during the 2005 budget session. Funds awarded to the college totaled $40 million. New facilities projects have been completed on schedule and generally on budget—thanks to the facilities planning staff. CCSN has brought on-line four new buildings in 2004-2005 and will be adding two additional buildings in the near future. Challenges A Facilities Master Plan should be developed for the entire college. The facilities plan should correlate to the college’s overall Strategic Plan. As the college continues to grow, sufficient office, classroom, conference, and parking space is a concern for all three campuses. Standard 8: Physical Resources

37. Since the self-study. . . • Held a groundbreaking for the new automotive technology building at the Cheyenne campus • Completed drawings for the new classroom/library building at West Charleston • Continued conversion of classrooms to “smart” technology • Improved exterior signage at West Charleston

38. Strengths CCSN realizes that the maintenance of high ethical standards requires alertness to areas that can be improved and decisive action setting up programs to remedy that deficiency. There is a dynamic alert system calling attention to the non-performing student and providing necessary support. The move to provide consistency of format and location for approved new policies will allow them to be communicated uniformly. College Catalog is now on an annual revision schedule and is combined with the Student Handbook. The current emphasis on policy review raised the awareness of many to ethical lapses that inadvertently could compromise the college. Challenges In a growing organization, there is a need for consistent and continual communication of goals, objectives, and strategies (action plans). Policies and procedures, Faculty Senate bylaws, CCSN bylaws, and the Professional Staff Handbook need continuous review, revision (as needed) and communication to the CCSN community. Internal controls on work processes and policy compliance need systematic monitoring. Standard 9: Institutional Integrity

39. Standard 9: Plans for Improvement • CCSN must make more consistent use of its website to announce and explain new policies.

40. Since the self-study. . . • Formed a faculty committee on communication and developed a communication policy • Installed plasma screens to convey information • Continued Academic and Student Services newsletters (separate) as well as monthly memos • Adopted about 12 policies in 2005-06 and submitted another 11 to the Senate for 2006-07 • Provide better access to web information

41. Comments & Questions