Data Driven Leadership

Data Driven Leadership

Leading through Data Driven Planning

Agenda

• Using data in decision making• Determining data needs and capacity• Utilizing indicators for success and

improvement• Data Driven Planning Process

Data Usage in Decision Making

• All of us make decisions based on information daily.

• Inquiries you should be asking yourself.– What is the goal?– What resources are needed?– Do I have enough data to make the decision?– Do I have the right data to make the decision?– How do I evaluate the effectiveness of the

decision?

Data Inventory

• Internal Data Sources– Financial Reports– Budget Reports– Demographic Data– Organizational Plans– Internal Independent Surveys

Data Inventory

• External Data Sources– Census data– Regional Economic Plans– National Reports• Trade Associations• Federal Reports

– External Independent Surveys

Data Inventory

• Potential Data Sources– NWACC Master Plan – NWACC Fact Book (multiple years)– Current and past NWACC budgets– CCSSE and NCCBP data (national measures)– EMSI Data (Community Impact Report)– North Arkansas Council Regional Plan– Accreditation reports and documentation– NWACC Core Indicators

Core Indicators

Core Indicators

• Student Progress– Student Goal Attainment– Persistence– Graduation Rates– Student Satisfaction

Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition

(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.

Core Indicators

• General Education– Success in Subsequent and Related Coursework– Program Learning Outcomes and Mastery of

Discipline– Demonstration of General Education

Competencies

Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition

(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.

Core Indicators

• Outreach– Regional Market Penetration Rates– Responsiveness to Community Needs

Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition

(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.

Core Indicators

• Workforce Development– Placement Rates– Licensure and Certification Pass Rates– Employer Satisfaction with Graduates– Client Satisfaction with Programs and Services

Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition

(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.

Core Indicators

• Contribution to the Public Good– Value Added to the Community

Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition

(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.

Core Indicators

• Transfer Preparation– Transfer Rates– Performance After Transfer

Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition

(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.

Data Driven Planning Process

Data Driven Planning Process

• Constituent Groups– Learner Community– Business Community– Owner Community– Pre K-16 Community– College Community

Data Driven Planning Process

• Planning Areas of Focus– Quality Planning– Programming Needs– Facility Needs– Revenue Planning– Expense Planning

Quality Planning

• General assumptions regarding quality planning– Accreditation Key Dates– Opportunities from the HLC Systems Appraisal– Sixteen Core Indicators– Continuous Quality Improvement Efforts

Programming Needs

• General assumptions regarding program needs– New program needs– Existing program revisions– Regional planning– Personnel considerations– State regulations

Facility Needs

• General assumptions regarding facility needs– New construction– Renovations– Critical maintenance– Lease space– Technical Infrastructure– Cost Efficiency

Revenue and Expense Planning

• General assumptions regarding revenue and expense projections– Space allocation– Programs– Personnel– State and local funding levels– Performance based funding– Estimated headcount and retention levels

Contact Information

Dr. Ricky TompkinsAssociate Vice President, Research and Planning

Chief Diversity OfficerExecutive Director, National Community College Research Institute

[email protected]://nccri.nwacc.eduhttp://www.nwacc.edu

Thank You

Any questions or comments?