Management

Assessing Everything Else: Creating an Internal Assurance Asystem to Assess Support Services

New Mexico Military Institute
http://www.nmmi.edu

New Mexico Military Institute had a system for assessing learning outcomes but did not have a system to evaluate support services.

An internal assurance system was developed which is based upon evidentiary documents, both quantitative evidence with benchmarks and mission documents. The evidence documents act as the nucleus for the database. This system integrates the planning, learning, assessment and feedback loop and serves to facilitate submission of evidence to HLC by linking the Criterion and Components to the evidentiary documents but it can also link them to other accrediting agency’s requirements.

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BG Douglas Murray

dmurray@nmmi.edu

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Strategic Planning for Cowards

Portland State University, College of Liberal Arts and Sciences
http://www.pdx.edu/clas/

New administrative team charged with developing a strategic plan.

Our strategic planning process involved three phases. Phase I identified five broad areas. Task force committees were created consisting of self-identified and nominated members. This included faculty at all levels—from assistant to full professors, fixed term (FTF) tenure track faculty (TTF)—department chairs, staff members, and the deans who served as ex-officio members. The five committees were: strategic resource investment; faculty/staff development: enrollment management and curriculum: student success; and research innovation and partnerships. Each committee developed an executive summary of their findings, detailing: a definition of their charge as they perceived it and the context of that charge; the committee’s overall composition; a discussion of the process by which they arrived at their conclusions and the guiding principles for the task force’s work; issues considered including the College’s strengths and weaknesses as they pertained to their specific area of focus; and an outline of the specific recommendations developed by the group. In Phase II, which is currently underway, new committees were created in the same manner with the addition of community and student members. These groups are charged with reviewing Phase I reports and aligning them with the following strategic topics:diversity, equity and inclusion; community engagement; development; and student success. Phase II committees are also addressing questions that have an extensive impact and importance to the functioning and environment of the College. The broad and integrative foci provide a critical set of lenses through which we can assess how the College will achieve vital planning goals. In Phase III, the dean’s team will consolidate the data from Phases I and II to create a plan of action and establish evaluation criteria and timeline for the implementation of a campus approved strategic plan.

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Amy Ross

rossa@pdx.edu

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