Using Institutional Effectiveness to Build a Culture of Performance Improvement 2007 SACS-COC Annual Meeting Department of Institutional Research and Effectiveness St. Petersburg College P.O. Box 13489 St. Petersburg, FL 33733 (727) 341-3059 FAX (727) 341-5411 Revised version for the 2011 SACS Working Group
44
Embed
Using Institutional Effectiveness to Build a Culture of Performance Improvement 2007 SACS-COC Annual Meeting Department of Institutional Research and Effectiveness.
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Using Institutional Effectiveness to Build a Culture of Performance
Improvement
2007 SACS-COC Annual Meeting
Department of Institutional Research and EffectivenessSt. Petersburg College
P.O. Box 13489 St. Petersburg, FL 33733
(727) 341-3059FAX (727) 341-5411
Revised version for the 2011 SACS Working Group
Using IE to Build a Culture of Performance Improvement
planning and evaluation processes…” Comprehensive Standard 3.3.1: Institutional Effectiveness
“…identifies expected outcomes…,assesses whether the extent to which it achieves these outcomes, and provides evidence of improvement…”
Comprehensive Standard 3.5.1: General Education Core College Level Competency “… identifies college-level general education competencies and
the extent to which graduates have attained them. within the general education core and provides evidence that graduates have attained those competencies.”
Using IE to Build a Culture of Performance Improvement
“At SPC, Institutional Effectiveness is the integrated, systematic, explicit, and documented processes of measuring performance against the SPC mission for purposes of continuous improvement of academic programs, administrative services, and educational services offered by the college.”
Operating ResultsBudget PlanningStrategic & Unit
PlanningEvaluations/ AssessmentsMission
“Closing the Loop”
Using IE to Build a Culture of Performance Improvement
IE Processes are yearly processes that consist of three distinct phases: Evaluation/assessment phase Strategic/budget planning phase Implementation/operation phase
Using IE to Build a Culture of Performance Improvement
Reflective look back at the prior year’s assessment and evaluation results. educational outcomes institutional surveys departmental-specific assessments
Individual assessments results are reviewed by the respective oversight group which in turn aggregates the information and presents recommendations to the President’s Cabinet.
These recommendations are evaluated and are routinely summarized in the form of the Institutional Objectives (IOs).
Using IE to Build a Culture of Performance Improvement
Unit managers are required to provide periodic reports of their progress to ensure the fidelity and stability of these unit plans
Periodic reports include a “mid-year status report” and an “end-of-year final results report.” The end-of-year report includes assessment results in addition to the unit’s use of these results in improving their unit.
Using IE to Build a Culture of Performance Improvement
Individual IE processes are designed to result in continuous improvement and comprise the following: a. Mission statement processb. Evaluation and assessment processes for academic
programs, student services, and administrative servicesc. Strategic Directions and Institutional Objectives (SD-
IOs) processd. Unit / budget planning processe. Collegewide operating budget development process f. Budget approval, implementation, and annual operating
results
Using IE to Build a Culture of Performance Improvement
IE process begins and ends with the College Mission statement
College’s Mission is formally reviewed every five years by a committee representing faculty, administrators, students, community leaders, and members of the Board of Trustees (BOT)
Mission is also reviewed annually by President’s Cabinet before the new strategic planning cycle begins
a. Mission Statement Process
Using IE to Build a Culture of Performance Improvement
Evaluation and assessment processes at SPC are centered on mission-driven outcomes in the following program and service areas: (i) 26 Organizational units comprising 40 Academic programs
(lower division); (ii) 8 Colleges and Schools comprising 20 Majors (upper
division), and (iii) key administrative and educational support services.
Analysis of outcome results is on-going and captured in various assessment reports.
SPC evaluates all student services to ensure students are provided the best support possible to ensure student success.
b. Evaluation and Assessment Processes
Using IE to Build a Culture of Performance Improvement
Direct Measures Internally Developed General Education Externally Developed General Education (e.g., MAPP, iSkills) AAS/AS Academic Program Assessment Report (APAR) BAS/BS Program Assessment Comprehensive Academic Program Review (CAPR)
Indirect measures Entering Student Survey Enrolled Student Survey Graduating Student Survey Recent Alumni Survey Employer Survey Community College Survey of Student Engagement (CCSSE)
b. Evaluation and Assessment Processes
Using IE to Build a Culture of Performance Improvement
Comprehensive Academic Program Review (CAPR) is a summative evaluation that includes multiple measures such as: program-specific performance profitability measures academic outcomes, and stakeholder perceptions
b. Evaluation and Assessment Processes
Using IE to Build a Culture of Performance Improvement
To provide a comprehensive report that summaries all elements of the program’s viability and productivity from a 360-degree perspective,
To provide comprehensive and relevant program specific information to key College stakeholders such as the President Cabinet members in order to make critical decisions regarding the continued sustainability of a program, and
To provide program leadership a vehicle to support and document actionable change for the purposes of performance improvement.
b. Evaluation and Assessment Processes
Using IE to Build a Culture of Performance Improvement
To provide a medium for completing the draft educational assessment reports as well as establishing a repository for program specific information, SPC developed an Educational Assessment Web site (https://it.spcollege.edu/edoutcomes/)
College administration and instructional staff are provided access to “completed” assessment reports including the APAR (Program & Gen Ed) and the CAPR
Online access further encourages the use of assessment data as well as highlighting “best practices” across the college
College’s SD-IOs are comprised of longer-term directional statements and shorter-term, annually measurable objectives.
Strategic Directions are: Updated on a three-year cycle and are based on
achieving the College’s mission. Developed to make improvements in learning
outcomes, quality, productivity, and other environmental-scan considerations, as well as inputs from IE Team, President’s Cabinet, faculty and student representatives, the BOT, and external/community stakeholders.
c. Strategic Directions and Institutional Objectives Process
Using IE to Build a Culture of Performance Improvement
1.Education Oversight Group (EOG) Reports2.Academic Program Assessment Reports (APARs)3.Academic Program Viability Reviews (APVRs)4.Comprehensive Academic Program Reviews (CAPRs)
A.2: Use educational outcome data to improve General Education OutcomesA.11: Incorporate service learning into Honors Program coursesI.4: Increase baccalaureate degree opportunities w/ targeted new programs
A.2: Gen. Ed. outcomes for all A.S. programs implementedA.11: Service learning now required for Honors studentsI.4: Int’l Business, O&P, Paralegal Studies added
Mission – Assessments - Closing the Loop Examples
c. Strategic Directions and Institutional Objectives Process
Using IE to Build a Culture of Performance Improvement
Supporting tasks, expected outcomes, and related budget funding are also captured in the SPOL system
After all unit plans and budget requests are entered, they undergo management review in which refinements and adjustments may be made based on funding availability and overall College priorities
Approved Unit plans (by College President’s direct reports) are aggregated and submitted for further review and evaluation by the CBC
d. Unit / Budget Planning Process
Using IE to Build a Culture of Performance Improvement
Operating performance and results are centered on: Executing SD-IOs Supporting unit plans and quality improvement initiatives Adhering to the operating budget
Operating performance and results are accomplished through the following key steps: Implementing budgets and action plans Monitoring achievements and related circumstances Evaluating mid-year unit plan reviews Review end-of-year unit plan reports
f. Budget Approval, Implementation, and Annual Operating Results
Using IE to Build a Culture of Performance Improvement
Ultimate goal is to provide stakeholders ‘timely’, ‘relevant’, ‘accurate’, and ‘interpretable’ data through: Formatted (dashboard) style reports, and On-demand customizable reporting, with Valid, reliable, and standardized measures.
Using IE to Build a Culture of Performance Improvement