The CCCU-CAP Program Providing A Foundation for Institutional Assessment: The Cornerstone University Story

1. The CCCU-CAP Program Providing A Foundation for Institutional Assessment: The Cornerstone University Story

3. Cornerstone University Dr. Tim Detwiler – Dean of Assessment Mr. Tom Emigh – VP Student Development Dr. Tamara Rosier – Ass’t Dean of Faculty Development

4. Cornerstone University • Founded in 1941 • 2600 Students • 1350 Traditional - 850 Adults • 200 Seminary - 200 Seminary (Asia) • Grand Rapids, Portage, Kalamazoo, Detroit, Holland • Worldview, leadership and technology mark all programs

5. Prior to CAP • Some sense of what needed to happen • No structure for systematic assessment • Some random attempts at measuring the campus environment and student learning • A campus in need of a plan • A campus in need of a few contacts

6. CAP Initiative • One of the premises of the CAP Initiative is the use of assessment data linked to micro and macro level decision-making all guiding an institution toward the improvement of campus programming. • To promote improvement and innovation across the CCCU member colleges and universities.

7. A Campus Ready for theCCCU-CAP

8. CCCU-CAP • Student Satisfaction Inventory • Institutional Priorities Survey • CIRP Freshman Survey • Spiritual Transformation Inventory • Conferences • Networking of peer institutions • Mentor/consultant

9. The campus CAP Initiative • Facilitation of a routine decision making process • An enhanced integration of institutional processes • The emergence of an academic strategic planning process • Enhanced internal and external accountability mechanisms

10. The campus CAP Initiative • The development of an assessment calendar • The advancement of a seamless learning environment • The creation of a campus ethos of assessment • ??????? (the future to unfold)

11. Data-based decision-making • Use of assessment results • Changing programs and services that are ineffective • Developing new programs and services to foster student learning • Seeking optimal use of limited resources

12. Logistic Planning • Developing a shared governance model • A faculty led process where the assessment work impacts planning and resource allocation • A developing “closing-the-loop” system • The natural work of the faculty impacting the future of the university

13. Strategic Planning • Building a data based governance model • Linking assessment to planning • Connecting assessment to retention • Using data to assist in budget allocation

14. Improving Campus Programming • Student Development and Seamless Learning Environments • The Center for Excellence In Learning and Teaching (CELT)

15. Tom Emigh Vice President for Student Development

16. From Programs to Learning • Why the Student Development Division made a change • Old document • New document • Collaborative process

17. Higher Educationand Student Development • A brief historical sketch • From teaching to learning • Seamless learning environments

18. Seamless learning environments • Civitas and leadership journey • Leadership journey and IDS 100 • Chapel • Success Stories

19. Dr. Tamara Rosier Assistant Dean of Faculty Development Professor of Education

20. CELT out of CAP • Historical Context • Key developments • Key people

21. CELT Functions • Philosophy of operation • Governance structure • Seminars and training session • Cultural symbols

22. Center for ExcellenceIn Learning & Teaching The story of SCI 100

23. CELT and the future Assessment based Faculty development A shared community vision

24. Mishqelet Project A plumb line for measuring actual walls and is used metaphorically for CU to assess student learning

25. Mishqelet Project The end of virtually all assessment activities (except for some accountability initiatives) is the improvement of student learning, campus programming and institutional enhancement. (Nichols & Nichols)

26. The Cornerstone University Story • Questions ??? • Process • Structure • Struggles • Plans for the future