Evaluation Team Chair Training Presented By Dr. Tim Eaton TRACS Regional Representative

Requirements for Team Chair  The chair is an experienced leader in higher education.  The chair has served on several evaluation team visits.  Normally, the chair has attended a chair workshop.

Responsibilities of the Team Chair  Preliminary Analysis and Decision  Preparation for the visit  Coordination of the team’s activities during the visit  Follow-up activities after the visit

Preliminary Analysis  Once the self-study material is received, the chair and the TRACS Staff will determine if a visit by the chair is required prior to the team visit and will determine if the evaluation team visit should proceed.  Issues to be considered in this decision: faculty, financial stability, programs, library, student services, physical plant, and administrative control/administration.

Preliminary Decision  If any one of the issues is not sufficiently clarified in the self-study, then a chair visit will be required!

Preparation for the visit  Upon receiving the names of the team members and date of the visit, establish communication with each team member  Verify the date of the visit  Establish that all self-study materials have been received  Encourage each team member to read the self-study and start writing the report  Request questions from team members

Preparations for the visit (continued)  Request any additional information needed from the institution  Plan in conjunction with the TRACS Staff the daily schedule – follow the general format suggested by TRACS

Coordination of the Team’s Activities During the Visit  Work with the TRACS Office to schedule the chair’s flight in order to arrive ahead of the remainder of the team in order to confirm that the necessary arrangements have been made and to meet with the TRACS staff member.  Obtain a list of the hotel room assignments and communicate to the team members the location of the first meeting.

Coordination of the Team’s activities during the visit (continued)  Visit the institution, if possible, prior to team arrival to view the documents’ room for readiness, to confirm availability of computer and printer in the workroom, and to interact with the individual who will type the report (may be staff person).  Hold an orientation meeting the afternoon of the team arrival in order to organize the team and make specific assignments.

Team Member Update Training for On-Site Team Visit A model for use by Team Chairs Designed by Dr. Beth Ashburn

The Goals of the Accreditation Visit  Excellence in Christian higher education  Adherence to the TRACS standards  Evaluation of the institution in terms of its mission and purpose  Confirmation of the validity of the self-study  Identification of areas of compliance and non- compliance  Completion of a written report  Completion of the team evaluation instruments

The Components of the Team Visit  A thorough review of the self-study  A plan for data collection  Interviews  Deans  Faculty  Staff  Students  Board Members  Alumni  Other observations  Classes  Chapel

The Components of the Team Visit (continued)  Devotions  Team meetings  Section Drafts  Report integration  Team evaluation forms  Final Draft  Exit Interview

The Writing of the Team Report  Support recommendations in the narrative and include concrete detail.  Combine compatible recommendations.  Use the Benchmarks.  Follow the TRACS Standards—not personal preferences or even professional judgment.  Use titles where appropriate, but not names.  Follow the directions in the Visiting Team Procedures Manual.

My Thanks  To TRACS  To TRACS Staff Member  To each of you  To Institution Name  To God

Coordination  Conduct the team training session with the assistance of the staff person.  Review with the team the suggested schedule for the visit.  Keep the team on schedule.  Act as the team spokesperson in all matters pertaining to policy, procedures, and institutional relations.  Direct the team in editing the rough draft report.  Conduct the final team meeting to complete the evaluation forms.

Coordination (continued)  Prior to the exit interview, the chair and staff person should meet with the president to review the major points of the team findings. NOTE: The team recommendation should not be given to the president or anyone!  Submit a rough draft of the report to the institutional president.  Lead the exit interview.  Introduce staff person who will detail the next steps in the process.

Follow-up activities after the visit  Edit the rough draft report and file the report with the TRACS office within a week.  Provide to the TRACS President the visiting team’s recommendation for action by the Commission.  Send a letter of appreciation to each team member.  Provide the readers information as requested.

Key Elements of the Team Report  The narrative gives the findings as evidenced in light of the data provided by the institution, discussions with key personnel, observations, and professional insights.  Recommendations are given when information does not comply with a Standard and is expected to be followed by the institution in its future development. The Standard is listed for all Recommendations.

Key Elements of the Team Report (continued)  Suggestions are given related to areas which appear to the team as needing to be addressed but do not directly relate to a TRACS Standard. No Standard should be given for Suggestions.  Commendations are outstanding fulfillment of the standards. These should only be given for areas where an institution clearly exceeds the normal expectations for a Standard.

Key Elements of the Team Report (continued)  Efforts should be made to combine areas that readily lend themselves to be listed in one recommendation, suggestion, or commendation to eliminate duplication.

The Report  The format is provided by the TRACS office and includes the following: title page, team, history, location, relationship to TRACS, the visit, appreciation, and the team report that addresses the foundational and operational standards (each section in order).  Each accreditation area is addressed with narrative that describes the findings compared to the Standards.

The Report (continued)  The narrative should contain information that leads to the recommendations, suggestions, and commendations.  Every recommendation or suggestion should be based on the narrative.  Read the report for grammar, sense, and organization.  All institutions must have a financial audit—the latest fiscal year. This includes management letters.

The Report (continued)  The institution must respond in writing to the Team Report and must address each recommendation and suggestion in the Team Report.

SUGGESTIONS  Work with the staff person to keep the team and institution focused.  Keep the schedule moving.  Keep the team writing.  Avoid lengthy meals.  Keep the team objective.  Every recommendation must be linked to a standard.

Thought!  Institutions are best served when they are dealt with firmly, lovingly, and honestly in light of the Standards.

Question-Answer Time