CCPRO Newcomers

1. CCPRO Newcomers Welcome to CCPRO, the NCCCS, and the challenging practice of Institutional Effectiveness.

2. Agenda • Welcome & Intro to CCPRO • NCCCS support through PARE • Background & advice • Overview of IE • Trends in SACS non-compliance • FAQs

3. CCPRO • History • Officers • Meetings • Website

4. The NCCCS P.A.R.E Department • 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

5. The IE Position • 58 colleges, 58 different concepts of the position • Planning vs. research • Organizational placement • Multiple functions: data coordinator, foundation, marketing, grants

6. The Back Story • 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

7. Advice • 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

8. 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.

9. My Take on IE: theConcept • 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

10. IE: theProcess • Works within the conceptual belief system • Outcomes-based • Student-centered • Flexible • User-friendly • Incorporates the Plan-Do-Study-Act cycle

11. 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: • Strategic Planning • Assessment Planning • Operational Planning

13. Essential Components • Institutional Mission • Critical Issues (Strategic Planning) • Outcomes (Assessment Planning) • General Education • Program • Service • Operational Objectives (Operational Planning)

14. Trends in non-compliance: SACS Off-site Review • Faculty Qualifications:  88% non-compliance • Institutional Effectiveness: 62% a non-compliance  • General Education Outcomes: 61% non-compliance   • Learning Outcomes: 58% non-compliance • Resources: 55% non-compliance

15. Trends in non-compliance: SACS On-site Review • QEP:  72% non-compliance • General Education Outcomes: 42% non-compliance   • Faculty Qualifications: 36% non-compliance • Learning Outcomes: 32% non-compliance • Institutional Effectiveness: 27% non-compliance 

16. FAQs