1. Institutional Effectiveness
Welcome. Road trip reflections. First all college professional development day. Opportunity to attend a conference. Gather everyone together. Embed in culture. Celebrating your contributions to college and student success.

2. Logistics.Materials.Outcomes.
Logistics – the flow of the day
General session, break
AM Session Selection
Lunch
PM Session Selection, break
General Session
Packet Materials: Criterion, Assumed Practices, GEOs, Acronyms, Glossary, Change in Rm. Assignments – 2:00 PM
Outcomes of the day?
Participation. mics in the audience. raising your hands. Truly no incorrect responses as we are here to learn. Ask questions at the end. Assess the Assessment Day. Post to IE website and provide a link to you.

3. IE Team/Steering Committee
Ms. Michelle Johnson, Director of I.E. and Compliance
Ms. Kylie Price, full-time faculty member & Chairperson of the Outcomes Assessment Committee
Ms. Carrie Hawkinson, full-time faculty member
Ms. Misty Lyon, Dean of Student Success
Mr. Tim Gilmour, I.E./H.R. Project Specialist
Ms. Sara Cree, Coordinator of Institutional Research
Mr. John Elder, Data Manager/Coordinator of Statistical Research
Dr. Connie Thurman, Dean of I.E./H.R.
Add a student representative. Presenters Gaither, Canfield, Eddy, Hilten, IT, PS, Marketing, HR, Maint/Custodial. kylie

4. Agenda of Topics Institutional Effectiveness Strategic Planning
Accreditation
Customer Service Culture Research
Assessment Levels
The Fred Factor

5. Effectiveness and Efficiency
What is effectiveness?
How is it different from efficiency?
Doing the right thing and doing that thing right
How do I know if the action is effective?
Steal from a bank and clean out all the dollars

6. Assessment Defined
The evaluation or estimation of the nature, quality, or ability of someone or something
The act of evaluating a student’s progress
The act of making a judgment about something
An idea or opinion about something
An amount that a person is officially required to pay especially as a tax
Judging someone called a “good driver”.

7. Choose one of IE’s Primary Responsibilities.
Creating the budget
Assuring employees are paid correctly
Assuring an effective and efficient candidate is elected President
Facilitating the strategic planning process
By show of hands…

8. IE Responsibilities
Facilitation of strategic planning, reporting and change actions
Key performance indicator development
Facilitate the Higher Learning Commission Accreditation process
Continuous Improvement of institutional processes
How many have had the opportunity to participate in kpi/strategic planning process?

9. Key Performance Indicator Development
Strategic Planning
By show of hands, how many of you have participated in strategic planning for your department?
Key Performance Indicator Development

10. Carl Sandburg College Strategic Planning Cycle
Priorities
Define:
Design:
Goals
Assess: Strategies
Analyze: KPI's
Act: Action Plans
Carl Sandburg College Strategic Planning Cycle
Good driver; make point about kpi

11. Institutional Priorities
Strategic Plan
Institutional Priorities
Student Access and Success
Teaching and Learning
Community Alliances
Operational Sustainability and Excellence
Board, staff, faculty weigh in

12. What is a kpi?
Actionable measurement that aligns with the goal and the strategic plan
Measurements used to determine individual staff performance
Universal measurements applied to every community college in the nation
Is used to report success and should be easily obtainable

13. Key Performance Indicator
Actionable measurement that aligns with the goal and the strategic plan
Examples –
Public Safety:  Carl Sandburg College’s Department of Public Safety will have completed a security systems upgrade by FY 18. Operational Excellence and Sustainability
Business Services: To improve the College’s capital improvement project sustainability, 5 capital improvement projects will be analyzed annually for sustainability and decrease in future costs to the College through FY 18. Operational Excellence and Sustainability

14. Strategic Plan 2015-2018 Strategic Plan 2015-2018
Key performance indicators –
submitted to board yesterday
Share – idashboards, annual retreats and Action Plan KPI Matrix on the IE website

15. Academic Metric – Student Evaluation – General Education Outcomes
Communication
Critical Thinking
Cultural Diversity
Information Technology
Quantitative Skills
Kylie – example of evaluating a GEO; full-time faculty member & Chairperson of the Outcomes Assessment Committee

16. Accreditation

17. Higher Learning Commission – Chicago, IL
Carl Sandburg College’s accreditation body
Quality Assurance
Outcomes-based assessment
Students

18. HLC – What’s different from 2010 visit
Criterion changed – more robust; focus is performance-based
Not a look back; continuous improvement
Not a narrative; evidence/data based
Assurance of quality/integrity: faculty, student outcomes, student services
Assessment of outcomes
How many worked here at the time of the 2010 HLC visit? This time will be different; use the audit trail example; tell us what you do and then prove it.

19. When is the next HLC Accreditation visit?
Site visit

20. Next HLC Site Visit
Visit : Higher Learning Commission validates claims made by Carl Sandburg College

21. Higher Learning Commission – Accreditation Process (materials)
Accreditation Process Requirements
Quality Initiative – Proposal ( submitted 9/2015, approved) and Report (9/2017)
Assumed Practices
Assurance Review – 5 Criterion
Federal Compliance Review
3 major components to address for reaccreditation; leadership teams for each criterion

22. Quality Initiative
Institution designates one major improvement effort it has undertaken for reaffirmation of accreditation.
Suits the institution’s present concerns or aspirations

23. Carl Sandburg’s Quality Initiative
Program Review Process Improvement - Linchpin between the strategic plan and the classroom assessment (i.e. Psychology, Welding)
Attachment of the mission of the College: Provide all students with opportunities for success
Utilizing Program Review Reports as measurement tool
Kylie’s thoughts on lessons learned in the first year of the pilot

24. Assumed Practices
Matters to be determined as facts, rather than matters requiring professional judgment
Unlikely to vary by institutional mission or context
New guidelines related to faculty qualifications September, 2017
Practices
Integrity: Ethical and Responsible Conduct: Example
Teaching and Learning: Quality, Resources, and Support
Teaching and Learning: Evaluation and Improvement
Resources, Planning, and Institutional Effectiveness
Assume that the college has a conflict of interest policy

25. Assurance Review Criterion: Components of the Assurance Argument
Mission
Integrity: Ethical and Responsible Conduct
Teaching and Learning: Quality, Resources, and Support
Teaching and Learning: Evaluation and Improvement: CAR Example
Resources, Planning, and Institutional Effectiveness
Kylie provide an example of a CAR

26. A classroom technique that is measured and shows no student learning improvement is a failure.
False
True

27. Federal Compliance Review
Assignment of Credits, Program Length, and Tuition
Institutional Records of Student Complaints
Publication of Transfer Policies
Practices for Verification of Student Identity
Title IV Program Responsibilities
Required Information for Students and the Public
Advertising and Recruitment Materials and Other Public Information
Review of Student Outcome Data
Standing with State and Other Accrediting Agencies
Public Notification of Opportunity to Comment

28. Customer Service Culture Research
Research; can agree or not, providing information for thought; switch gears

29. Your very best buying and/or service experience ever. Your worst?
Personal Experiences
Your very best buying and/or service experience ever.
Your worst?
Talk about Awe

30. Customer Service Culture
What’s best for the customer is best for the organization
Embedded; embraced by all
Proactive, not reactive
Customer experience and loyalty
Attitude and a skill
Aligned to strategy
As an introduction to Fred, want to share some research in the area of customer service

31. Customer Service Culture Research
High Correlations to performance
Performance (growth, innovation, new-product success and customer satisfaction)
Organizational Sustainability
Long-term vs. short-term

32. Cross-Functional Collaboration
Extent to which employees interact, share information, work with, and assist colleagues from other work groups

33. Assessment Levels

34. Levels of Assessment
Institutional – 4 institutional priorities and associated kpis
Program – Program Review
Course – Curriculum, Credit hour
Classroom – Classroom Assessment Techniques
Student – GEOs, Grades, Evaluations of course/instructor
Employee – Performance Evaluations, Tenure Committee
Self – one type of self-awareness and evaluation is considering the experiences shared in The Fred Factor.
Linkage for your as employee and your role at the College

35. The Fred Factor by Mark Sanborn
Have you read Fred? Parade article on Awe; examples here

36. The Fred Factor by Mark Sanborn
What is a Fred? Do you know it when you see it?
Are you a Fred? Do you want to be a Fred?
How to be a Fred.
How to help others to be a Fred.
Questions to ponder and consider. Beyond Fred

37. The Fred Factor
What’s a Fred? What do you recall about the first Fred? The Postman – Fred Shea
The Fred Principles
Everyone makes a difference (nobody can prevent you from choosing to be exceptional)
Success is built on relationships
Continually create value for others
You can reinvent yourself regularly
What do you think when you reflect on these principles?

38. Becoming a Fred Everyone makes a difference
You choose – enjoyment or misery
Do the right thing for the right reason
Success is built on relationships
Relationship building: be real, interested, better listener, empathetic, honest, helpful, prompt
Look out here into this gathering; high school;

39. Becoming a Fred Create value for others
Tell the truth, personality power, meet needs in advance, simplify, surprise others, entertain others
Happiness research: do something for someone else results in your feeling better too

40. Becoming a Fred Reinvent yourself regularly
Grow yourself, grow your value, Capitalize on your life experiences
Reactivate the one a day plan, Compete with yourself
The ripple effect
When was the last time you did something extraordinary?

41. Developing other Fred's
Hire Fred's, build a Fred team
Reward: recognize, reinforce the positive effects on the business and repeat
Educate: find examples everywhere, dissect and debrief, teach, pull don’t push
Demonstrate: Inspire, involve, initiate, improvise
Spread Fred: recognize, acknowledge, pay it back
Mentoring others is an important part of a student-based culture; spreading collaborative efforts; more important in the chaotic environment of the world external to our college

42. What are your expected outcomes for the rest of the day?
What are you thinking?
What are your expected outcomes for the rest of the day?
What are your current thoughts?
What are your questions?
Thoughts for reflection and time to answer questions

43. Thank you! We appreciate your participation and openness.
Thank you for your service to the College.
After Mr. Canfield’s and Mr. Eddy’s presentations please enjoy a break and review agendas for the next scheduled session beginning at 11 a.m.
Gift give away. 3