The Institutional Planning and Effectiveness Team ensures that the University engages in ongoing, comprehensive, and integrated research-based planning and evaluation processes that (a) focus on institutional quality and effectiveness and (b) incorporate a systematic review of institutional goals and outcomes consistent with its mission.
Effective institutions demonstrate a commitment to principles of continuous improvements, based on a systematic and documented process of assessing institutional performance with respect to mission in all aspects of the institution.
SPONSORS
Executive Cabinet/President
FACILITATOR(S)
The Director of Institutional Research and Effectiveness (committee chair),
CORE MEMBERSHIP
| Name |
Titlle |
| Richard A. Miller |
Associate Vice President for Institutional Research and Effectiveness |
| David Cook |
Provost |
| Miriam Stroder |
Dean, Division of Education |
| Chuck Sutton |
Vice President for Student Affairs and Retention |
| Troy Goodale |
Faculty, CLAS |
| Carrie Maggert |
Vice President, Operations |
| Kimberly Cordial |
Chief Human Resources Officer |
| Melissa White |
Director of Financial Aid |
| Bobbie Clarkston |
Athletic Academic Advisor |
|
|
MEETING SCHEDULE
- The chair calls meetings as needed
RESPONSIBILITIES, DUTIES
- Serve in an advisory capacity to the Provost, which guides the University’s institutional planning and effectiveness process.
- Ensure an institutional planning and effectiveness process that:
- Is ongoing, comprehensive, integrated and research-based;
- Supports the University’s mission and serves as a framework for planning;
- Is followed by evaluation activities that allows the University to discern whether it is making the progress it has anticipated in its planning efforts, and making corrections as needed; and
- Produces evidence of seeking improvement based on analysis or results.
- Establish institutional planning and effectiveness processes that:
- Involve all programs, services, and constituencies;
- Incorporate planning and evaluation activities at the “macro” (institutional) and “micro” (unit-by unit) basis;
- Are linked to the decision-making process at all levels; and
- Provide a sound basis for budgetary decisions and resource allocations.
- Provide oversight for all institutional planning and effectiveness initiatives including:
- Strategic and operational planning for the University at the macro and micro levels;
- Annual planning and assessment of expected outcomes for administrative services, educational programs (student learning outcomes), collegiate-level general education competencies, and academic and student support services;
- Development, planning, implementation, and evaluation of the University’s Quality Enhancement Plan (QEP);
- Identification, evaluation (using multiple measures), and dissemination (including publishing) of goals and outcomes for student achievement appropriate to the University’s mission, the nature of the students served, and the kinds of programs offered;
- Periodic review of the University’s programs to ensure relevancy, efficiency, and vitality; and
- Decision support including common data set (CDS), data book, performance dashboards, key performance indicators, and maintenance of data/reporting dictionary.
- Areas of oversight and responsibility may be revised as needed by the Executive Cabinet.
SUPPORT & COMMUNICATION
- Given the nature of the work of the team, individuals from Information Systems and Branding will be asked to attend meetings as needed.
- As required, the Director of Institutional Research and Effectiveness (and/or a designee) will attend Faculty Assembly, Dean’s Council, and/or Executive Cabinet to seek input, secure support, and disseminate activities and decisions.
BUDGET
- The Institutional Planning and Effectiveness Team does not have a dedicated budget, but has access to resources to support its work via the Institutional Research & Effectiveness operational budget.
- The work of the Institutional Planning and Effectiveness Team will be integral to the development of a prioritized list of resources necessary for institutional improvements.
- Institutional Planning and Effectiveness activities must be linked to the decision-making process at all levels and provide a sound basis for budgetary decisions and resource allocations.
