Developing a QEP that is Relevant to the Institutional Vision and Mission SACS/COC 2005 Dr. Robert R. Bell, PRESIDENT Dr. Leo McGee, Associate Vice-President Dr. Barry S. Stein, Director of Planning Tennessee Technological University

Overview I.Building an Effective QEP Team II.Developing a Vision & Strategic Plan III.Stages of QEP Development L

Building an Effective QEP Team Important Characteristics Commitment to Institution Open to opinions of others Willing to try new ideas and not intimidated by change Energetic, task oriented, and congenial L

Leadership Skills An Engaged President Recognition of QEP as a Useful Strategic Goal Other Skills

Tennessee Technological University Enrollment 7255 Undergraduate 2058 Graduate Employees  2000 Budget = $127,296,800

Alignment of Planning Tasks The Perfect Storm New State Planning Requirements University Vision SACS QEP Student Learning B

TTU QEP Development Process A Three Year Effort New Vision & Mission New Strategic Plan

Developing a Vision Pitfalls to Avoid Excluding Important Constituents No Real Focus – No Real Implications Slogans without Substance

Developing a Vision Core Idea

Examine Strengths, Weaknesses, and Opportunities Student Perceptions of University Employer Perceptions of Graduates Dedicated Faculty Research Powerhouse Athletics Powerhouse Funding Strengths

Emergence of a TTU Theme Outstanding Student Success Dedicated Faculty Quality Graduates Public Ivy Experience

How Far to Reach Regular Goals or Stretch Goals

TTU Vision “TTU will be one of the best universities in the nation through a commitment to the life-long success of our students”

Implications of Vision Life-long Success Improved Community/Regional/State Success National Recognition Increased Alumni Involvement & Giving Students’ 1 st Choice

Vision Life-long Success of Our Students Increase Alumni Engagement Increase Student Engagement QEP - Improve Student Learning Increase External Support Strategic Focus Increase Awareness of Success

Organizational Structure Leadership Team Compliance CommitteeQEP Committee Steering Committee University

QEP Committee Composition Assessment/Planning Expert Students (2) Faculty (7) - Innovators in Teaching & Service (all academic divisions)

Elements of a Successful QEP Broad Campus Involvement Supported by Research Findings Effective Methods of Assessment Supports Vision/ Goals of Institution Improving Student Learning Identified Weakness

Goals of QEP Committee Identify Weaknesses in Student Learning Suggest Topics & Strategies Vision Improved Life-long Success

Phase I Identify Weaknesses with Assessment Data Employer Surveys Teaching Evaluations - Objectives Selected Teaching Evaluations - Progress Ratings Enrolled Student Surveys Alumni Surveys General Education Test Results

Employer Survey

Progress on IDEA Teaching Objectives

Phase II Maximizing Involvement in Process QEP Topics Critical Thinking Problem Solving Creative Thinking Communication Teamwork Skills Life-long Learning QEP Topics Critical Thinking Problem Solving Creative Thinking Communication Teamwork Skills Life-long Learning Faculty Senate Deans’ Council SACS Steering Committee SGA Focus Groups

Feedback on QEP Topics Skills Graduates need for Success # 1 for Faculty = Critical Thinking # 1 for Students = Real World Problem Solving # 1 from Employer Survey = Problem Solving

Narrowing the QEP Focus Maximizing Participation Improve critical thinking/real world problem solving skills through the use of active learning strategies. With emphasis on communication skills With emphasis on teamwork skills With emphasis on creative thinking

Phase III Requesting Unit Participation

Phase IV: Analysis of Campus Input What was Learned: Areas of emphasis broadened participation Some Units Submitted Good Ideas Some Units did not

Stimulate More Faculty Involvement Teaching/learning Enhancement Grants for Faculty/Staff Adjustments to Process Replicate TTU’s Best Practices in New Areas Incentives for sharing best practices and mentoring

Thank You SACS/COC 2005