1. CCPRO Newcomers Welcome to CCPRO, the NCCCS, and the challenging practice of Institutional Effectiveness.

2. Agenda Welcome & Intro to CCPRO NCCCS support through PARE Background & advice Overview of IE Trends in SACS non-compliance FAQs

3. CCPRO History Officers Meetings Website

4. The NCCCS P.A.R.E Department The System Office provides oversight & support PARE: Planning, Accountability, Research & Evaluation Keith Brown, Associate Vice President Vivian BarrettVivian Barrett, Office Assistant Dr. SoYoung YimDr. SoYoung Yim, Coordinator Research Project Terry ShelwoodTerry Shelwood, Director, Planning, Accountability, Continuous Enhancement Dr. Betty AdamsDr. Betty Adams, Associate Director for Planning & Effectiveness Rick NewsomeRick Newsome, Director, State-Level Data Reporting/Data Warehouse

5. The IE Position 58 colleges, 58 different concepts of the position Planning vs. research Organizational placement Multiple functions: data coordinator, foundation, marketing, grants

6. The Back Story IE is open to interpretation Colleges must define what IE means in the context of their unique environments IE is Higher Education’s take on TQM/CQI Not a one-to-one transfer Tried to make a manufacturing model fit the educational environment Result: overly complex, user-unfriendly, time intensive systems with little or no utility Negative perceptions: IE as fad, IE as necessary evil

7. Advice Learn as much as you can about IE Develop your own interpretation Expect to have to educate your college Establish specifically what is expected of your position Establish where your college is in the Reaffirmation of Accreditation Cycle Understand that you can only do what you are allowed to do Expect lack of enthusiasm Reality: Responsibility with no authority

8. Conceptual Hierarchy ACCOUNTABILITY Colleges operate in an environment of increasing accountability. INSTITUTIONAL EFFECTIVENESS Colleges must develop IE Systems that demonstrate effectiveness & accountability ASSESSMENT Assessment is an integral part of a working IE System and allows a College to measure and document effectiveness.

9. My Take on IE: the Concept Foundation for leading & managing teams, managing resources, responding to change, providing service A way of conducting business Focused on continuous improvement Guided by data – information Predicated on belief that no one person/group has all answers/ questions

10. IE: the Process Works within the conceptual belief system Outcomes-based Student-centered Flexible User-friendly Incorporates the Plan-Do-Study-Act cycle

11. The Essential Model Comprehensive, flexible, integrated, user-friendly model of IE A place to start for beginners A tool for streamlining overly complex processes Involves 3 types of planning: Strategic Planning Assessment Planning Operational Planning

13. Essential Components Institutional Mission Critical Issues (Strategic Planning) Outcomes (Assessment Planning) General Education Program Service Operational Objectives (Operational Planning)

14. Trends in non-compliance: SACS Off-site Review Faculty Qualifications: 88% non- compliance Institutional Effectiveness: 62% a non- compliance General Education Outcomes: 61% non- compliance Learning Outcomes: 58% non-compliance Resources: 55% non-compliance

15. Trends in non-compliance: SACS On-site Review QEP: 72% non-compliance General Education Outcomes: 42% non-compliance Faculty Qualifications: 36% non- compliance Learning Outcomes: 32% non- compliance Institutional Effectiveness: 27% non- compliance

16. FAQs