1. 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

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

3. 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

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

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

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

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

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

9. Developing a Vision Core Idea

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

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

12. How Far to Reach Regular Goals or Stretch Goals

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

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

15. 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

16. Organizational Structure Leadership Team Compliance CommitteeQEP Committee Steering Committee University

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

18. 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

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

21. 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

22. Employer Survey

23. Progress on IDEA Teaching Objectives

24. 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

25. 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

26. 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

27. Phase III Requesting Unit Participation

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

31. 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

32. Thank You SACS/COC 2005