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Howard Community College Columbia, Maryland Zoe Irvin

Howard Community College Columbia, Maryland Zoe Irvin. Growth of the Campus since 1969. Other Instructional Sites: High Schools Gateway Business Park Laurel College Center- Regional Higher Education Center Belmont Inn and Conference Center. Enrollments. Source of Funds.

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Howard Community College Columbia, Maryland Zoe Irvin

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  1. Howard Community CollegeColumbia, MarylandZoe Irvin

  2. Growth of the Campus since 1969 Other Instructional Sites: High Schools Gateway Business Park Laurel College Center- Regional Higher Education Center Belmont Inn and Conference Center

  3. Enrollments

  4. Source of Funds

  5. Student Body Household Income

  6. Credit Student Goals (%)

  7. Quality Journey • Why? • Present Condition

  8. Started Small- Single Process • CQIN Trailblazer – <1999-2001> • State Reporting Process • IT Disaster Recovery Process • Graduation Application Process • Crisis Communication Process • A way to train staff on the language and framework of the Baldrige Criteria

  9. Moved up to CQIN Pacesetter • 2002 Whole organization – used the current Baldrige Criteria - only 25 pages

  10. State and National Quality Award Applications • 2003 and 2004- Maryland • Bronze Level • 2005- First Baldrige Application- • Consensus Round • 2006- Maryland • Silver Level

  11. HCC’s Assessment Planand the Dragon’s Vital Signs

  12. Institutional Effectiveness Howard Community College is an agile, purposeful organization that nurtures innovation and inquiry, and evaluates results against valid and ambitious criteria.  Assessment at Howard Community College is everyone's responsibility.  To monitor its effectiveness, all levels of the organization have created meaningful measures to track.

  13. Levels of Assessment The Board of Trustees reviews selected indicators addressing the institutional-level goals monthly, and that information is posted for public review. ”Core Ends” Each college unit has identified measures called "Vital Signs."  Student learning outcomes assessment plans are in place for divisions, programs (in and out of the classroom), and courses. 

  14. Great Assets for Continuous Quality Improvement! • A Faculty that has pioneered deliberate instructional design since day #1 • Identify student learning outcomes • Create multiple ways for students to learn • Collect evidence (quantitative, qualitative) • Analyze • Refine • A Staff devoted to great service • Self-directed learner initiative,Step-Up • A Board that leads by example • Search for best practice, Analysis of trend data, Creation of a safe-reporting environment

  15. Resources… To encourage more assessment projects • Funds to use external exams and expert panels • Faculty stipends • Dedicated research expertise and support For professional development • funds so employees can participate in their affinity groups/explore best practices against which to benchmark their operations.

  16. Learning Outcomes Assessment Projects (Course , Program, Division) • 3 years in length • Faculty leader • Every academic division, every year

  17. Academic Affairs Support System • Carie Mellies • Dr. Nidhi Srivastava • Kathy Rigby, research support assistant • Linda Heinbauch, Teaching & Learning Services Office (TLS), office manager • Angela Phillips,TLS • Carolyn Cain, Math & Distance/Alternative Learning Office, office manager

  18. Dragon’s Vital Signs Board of Trustees Core Ends (Internet) President’s Team Vital Signs (Intranet) Functional Areas Vital Signs Core Work Units Vital Signs

  19. The Board of Trustees Core Ends Aligned to Baldrige Educational Excellence Criteria/ MHEC Indicators Leadership Strategic Planning Student and Stakeholder Focus Information and Analysis Faculty and Staff Focus Educational and Support Process Management

  20. Vital Signs Presentations to the College Community • Augmented Team (monthly) - HCC’s President’s Team and the Leaders of all Constituency Groups, Diversity Representative • Entire College invited to attend • Supervisor makes a few opening comments. • Unit leader presents organizational chart and introduces team members. • Unit leader presents measures and progress towards benchmarks.

  21. Process The audience engages in a conversation with that unit leader to discuss the reliability, validity of those measures, and review the external comparisons that are or could be made. Presenters and the audience are given the opportunity to comment on the format and comfort level of this event.

  22. This is part of our formal Performance Management System… Each spring the individual and core work unit review the progress on the vital sign measures. That supervisor then provides an update to their supervisor so that eventually the VPs/President have a summary of the success of all the core, strategic, and teamwork produced by their area for the year. Summaries are shared with the Board of Trustees each August.

  23. Let’s examine some of the details

  24. Support System • Barbara Livieratos • Jean Frank • Dr. Shirin Nazma • Susan Hellenbrand • Betsy See • Rosemarie Presley • Dalia Shata

  25. Looking to the Future • Design and conduct assessment projects for all the programs and courses • Host public Vital Signs presentations by all units • Refine measures • Facilitate more external benchmarking • Design and implement simple displays to showcase this effort to any site visitors.

  26. Assessment at HCC contributes to the creation of a sustainable organization by tracking progress on the real work…

  27. To ensure the best use of our finite resources we need to continuously … Engage in structured listening to determine stakeholder requirements, Gather evidence to facilitate consensus around what activities to stop and which to keep doing, and Look for best practices and develop frameworks to test if a new idea works for our students and employees…

  28. Questions?

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