Title III Our Legacy Our Relevancy Our Future

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Title III: Our Legacy, Our Relevancy, Our Future Using Assessment to Connect Your Campus

Title III: Our Legacy, Our Relevancy, Our Future Using Assessment to Connect Your Campus and Promote Student Success Presented by: Raijanel S. Crockem, Ed. D. Executive Director- Institutional Assessment, Planning & Effectiveness Texas Southern University

Fall 2017 Total Student Enrollment=10, 237 • 77% African-Amer. ; 8% Hispanic, 8% International,

Fall 2017 Total Student Enrollment=10, 237 • 77% African-Amer. ; 8% Hispanic, 8% International, 3% Asian, 2% Caucasian, 2% Other • 78% Undergraduates, 10% Master’s, 2% Doctoral, 10% Professional • Degrees awarded AY 16 -17=1, 647 2

Session Agenda 1 2 3 4 5 6 7 8 Assessment Starts at the

Session Agenda 1 2 3 4 5 6 7 8 Assessment Starts at the Top and Involves All of Us Share the Message: Assessment is a Benefit not a Burden Assessment Accountability & Organizational Construct Helping Areas Tell Their Story Key Assessment Techniques & Sample Strategic Plan Annual Cycle of Effectiveness Status Report of Assessment Completion TSU’s Improvements in Student Success 3

Top 5 Priorities T e x a s S o u t h e

Top 5 Priorities T e x a s S o u t h e r n U n i v e r s i t y will b e a l e a d i n g academic a n d research institution attracting high-quality students from diverse backgrounds and circumstances, and equipping t h e m b e critical thinkers a n d · learners able to te at the · levels o f socie • • • • • • • • • BEHAVIORAL COMPRTRNCTRS CORE MISSION V A L U E S cornprehensive doctoral university Texas Southern University is a student-centered conunitted to ensuring equality, offering innovative progran 1 s that are responsive to its urban setting, and transfonning diverse students into lifelong learners, engaged citizens, and creative leaders in their local, national, and global coininunities. 4

The Assessment Process is ALL of Us… VPs and President’s Direct Reports • Finance

The Assessment Process is ALL of Us… VPs and President’s Direct Reports • Finance • Information Technology • Provost • Chief of Police • Athletics • General Counsel • Alumni/Development • Government Relations • Student Services • Special Assistant to the President • Academic & Academic Support Units – Deans – Library – Financial Aid – Honor’s College – Counseling Center – Veteran’s Affairs – International Affairs – Housing Administrative Units • – Human Resources – Facilities & Maintenance – Internal Audit – Institutional Effectiveness – Institutional Compliance 5

Assessment & Strategic Planning … • Allow areas an opportunity to move beyond just

Assessment & Strategic Planning … • Allow areas an opportunity to move beyond just gathering and reporting data to establishing a process of discussion and collaboration. • Are platforms for making improvements within the educational community. • Should involve all members in the unit/department. 6

Have You or Others Ever Felt Like this Concerning Assessment/Reporting? 7

Have You or Others Ever Felt Like this Concerning Assessment/Reporting? 7

Or this… 8

Or this… 8

Strategic Planning & Assessment … Are NOT Burdens Number of Plans by Area Academic

Strategic Planning & Assessment … Are NOT Burdens Number of Plans by Area Academic Areas 89 Support Units 25 Administrative Units 9 Strategic Plans 20 9 Total Plans 143

It’s All Connected Strategic Plan: TSU Vision 2022 Academic Program Accreditation Title III Quarterly

It’s All Connected Strategic Plan: TSU Vision 2022 Academic Program Accreditation Title III Quarterly Reports University-wide President’s Cabinet Strategic Planning Academic Program Review School/College/Division Level Strategic Planning Department Assessment Plans Academic, Support & Administrative Units

Organizational Structure Assessment Council Department/Area Assessment Teams • Meet once a semester. • Chair/Co-Chair

Organizational Structure Assessment Council Department/Area Assessment Teams • Meet once a semester. • Chair/Co-Chair apprises Council of Accrediting Body changes and upcoming reviews. • Review status of assessment plan completion. • Plan training dates and session content. • Comprised of all areas: Academic, Administrative & Support • Work within departments to complete assessment plans. • Collectively review assessment plans prior to sending final reports for review. • Discuss assessment findings and 11 plan for improvements.

Executive Support is Key Assessment is regularly discussed/shared • Board of Regents • President’s

Executive Support is Key Assessment is regularly discussed/shared • Board of Regents • President’s Cabinet • Deans Council 12

-Ask: Why am I here? How do areas fit into Universitywide Assessment?

-Ask: Why am I here? How do areas fit into Universitywide Assessment?

Tell Your Story! !

Tell Your Story! !

Department/Area Level: Assessment Council What’s your area’s brand? How have you presented your area?

Department/Area Level: Assessment Council What’s your area’s brand? How have you presented your area? Have others defined your area more than you have defined your area? How can your area actively contribute to overall University progress as defined by the Strategic Plan?

School/ College/Department: Provost Academic Year: 2017 -2018 Strategic Plan Measures University Goal July 15

School/ College/Department: Provost Academic Year: 2017 -2018 Strategic Plan Measures University Goal July 15 th. August 1 st Action August 1 st August 30 th Status of implementation Achievement Targets Sept. 1 st-May 31 st Steps – Include the University goal being referenced. Indicate the strategies that will be used This is the anticipated outcome, i. e. , an increase over the to achieve the target of this goal. baseline number from a prior year, an anticipated rate of success, a specific number to surpass, etc. Increase Total Student Enrollment • • Increase use of Argos reports to contact students that have not registered. Encourage early advising for returning students. Increase timely access to applicant data prior to each academic year from University Admissions Office. Establish plan to increase scholarships for incoming students. Academic Departments Increase total enrollment by 5% Mid-Year Progress Feb. 15 th Did you complete the action steps that were planned? Any adjustments needed to these actions? Any status update available? Closing the Loop, Continuous Improvement & Planning Final Results Data Interpretation & June 1 st Recommendation July 15 th What was the outcome? Include the final figures • Used contact info on Argos Fall 2017 enrollment= reports to connect with Fall 2017 target enrollment=9381 students and encourage 10, 237 registration. Baseline: Fall 2016 total enrollment=8862 • Conducted early advising. • Additional reports will be requested of Admissions. • Offered additional scholarships. Schools/Colleges Any specific factors impacted the results? Are there any additional enhancements that can be implemented? Reports of student profiles and contact information assisted in communicating with students. Advisors used Argos reports & Degree Works to monitor student progress. Faculty will conduct research to acquire scholarship funds and help incentivize new majors. Provost University Goal/Target

Sample Strategic and Assessment Plan Measures • Academic Areas – Strategic Plan- department or

Sample Strategic and Assessment Plan Measures • Academic Areas – Strategic Plan- department or college level • How do I increase majors in my area? • How can we improve the graduation rate? • Can/Should we develop more online courses? • Academic Areas – Assessment Plan-programmatic level • How well are your students performing? • Do your students demonstrate the understanding of a concept? • What is the evaluator’s rating of your students placed in internships relative to specific learning outcomes? 17

Academic Unit Sample 18

Academic Unit Sample 18

Administrative Unit Sample 19

Administrative Unit Sample 19

Align dept. assessment Goals and Targets with the TSU 5 Priorities Final documents saved

Align dept. assessment Goals and Targets with the TSU 5 Priorities Final documents saved here. 1 -year cycle closed in assessment software July 15 th. August 1 st Dept. plan reviewed and approved by department August 1 st to supervisor July 15 th August 30 th Annual Cycle of Effectiveness Document drafts saved here. Year-end Progress (Discuss Findings and Action Plans) Sept. 1 st to May 31 st June 1 st February 15 th Mid-year Progress/ Status Update Implement assessment initiatives 20

Make Assessment Resources Available Ho. ME = = = = Office of Institutional Assessment,

Make Assessment Resources Available Ho. ME = = = = Office of Institutional Assessment, Planning, and Effect iveness PSSESSMi. NT DATA. REQUEST FORM S T. TEG C ? t. ANNING REPORTS SU: i. VEYS IAPE Website 21

Status Report: Strategic Plans & Assessment You know who you are!!

Status Report: Strategic Plans & Assessment You know who you are!!

Strategic Plan Area-TSU 2022 Sample Area 1 Sample Area 2 Sample Area 3 Sample

Strategic Plan Area-TSU 2022 Sample Area 1 Sample Area 2 Sample Area 3 Sample Area 4 Sample Area 5 Sample Area 6 Sample Area 7 Sample Area 8 Sample Area 9 Sample Area 10 Sample Area 11 Sample Area 12 Sample Area 13 Sample Area 14 Status of TSU 2022 2016 -2017 Final Plan 2017 -2018 Cycle Received Received-Initial Updates needed. Received Not Received Received-Initial Updates needed. Received Not received Received New Plan in 2017 -18 Received 23

2016 -2019 Assessment Plan Status. Academic Units-All Initial Plans Received Sample Area 1 Sample

2016 -2019 Assessment Plan Status. Academic Units-All Initial Plans Received Sample Area 1 Sample Area 2 Sample Area 3 Sample Area 4 Sample Area 5 24

Fall 1998 to 2011 1 st-time Full-time Freshmen Cohort: 6 -Year Graduation Rate Trend

Fall 1998 to 2011 1 st-time Full-time Freshmen Cohort: 6 -Year Graduation Rate Trend (Graduation Periods 2004 to 2017) 2154 WE Made TSU History! 1960 1795 1755 23% 1639 1480 17% 16% 15% 1149 13% 1003 762 11% 1998 -2004 117 112 11% 166 2000 -2006 Fall Cohort 12% 218 2002 -2008 11% 241 260 16% 1139 12% 211 197 2004 -2010 Number Graduated in 6 Years 2006 -2012 186 19% 17% 1266 1091 203 2008 -2014 6 -year Graduation Rate 202 1121 193 2010 -2016 1040 241

Fall 1998 to 2011 1 st-time Full-time Freshmen Cohort: 6 -Year Graduation Rate Trend

Fall 1998 to 2011 1 st-time Full-time Freshmen Cohort: 6 -Year Graduation Rate Trend (Graduation Periods 2004 to 2017) 2154 1960 23% 1795 1755 1639 1480 17% 16% 15% 1149 13% 1003 762 11% 12% Human Resources 1998 -2004 117 112 166 2000 -2006 Fall Cohort 218 2002 -2008 11% 241 260 16% 1139 12% 211 197 2004 -2010 Number Graduated in 6 Years 2006 -2012 186 19% 17% 1266 1091 203 2008 -2014 6 -year Graduation Rate 202 1121 193 2010 -2016 1040 241

TSU’s Student Success Strengths Opportunities for Improvement • The 6 - year and 4

TSU’s Student Success Strengths Opportunities for Improvement • The 6 - year and 4 -year graduation rates are the highest • The Law Bar passage rate is the lowest since on record at TSU. 2009. • The 1 -year persistence rate increased by 7% points and • The percent of lower division courses taught by is the highest rate since 2012. tenured and tenure track faculty is the lowest in • The 4 -year graduation rate of Transfers is the highest the TSU’s history at 17%. since 2005; 2 -year graduation rate is the highest since 2009. • AY 16 -17 Undergraduate degrees awarded are the highest on record at TSU. • Pharmacy NAPLEX pass rate increased by 8%. • Teacher certification rate did not increase, but did surpass the State target. (Target=80%, TSU=95. 7%) • The percent of students successfully completing TSI (developmental education) requirements increased in all areas: Math, Reading & Writing. • Fall enrollment increased by 16%. • First-time transfer enrollment increase by 37%. • Student semester credit hours increased by 14%. • Online courses offered increased by 49%. 27

Key Takeaways • Success for the University is best achieved when all areas are

Key Takeaways • Success for the University is best achieved when all areas are involved. • Ensure you have a core group that will work with areas to develop and monitor their assessment plans. • Presidential/Executive level support is essential. • Develop a comprehensive diagram of requirements and due dates. • Maintain a centralized system for receiving, reviewing and archiving assessment documents/reports. • Provide assessment resources: webpage resources, offer training sessions, etc. • Share the successes of assessment as well as the areas for improvement. • Assessment, Data Visualization and Business Intelligence are core elements for any University’s progress. • Tell Your Story! 28

Thank you! Questions/Comments? RAIJANEL S. CROCKEM, Ed. D. EXECUTIVE DIRECTOR INSTITUTIONAL ASSESSMENT, PLANNING &

Thank you! Questions/Comments? RAIJANEL S. CROCKEM, Ed. D. EXECUTIVE DIRECTOR INSTITUTIONAL ASSESSMENT, PLANNING & EFFECTIVENESS TEXAS SOUTHERN UNIVERSITY 3100 CLEBURNE ST. , HOUSTON, TX 77004 OFFICE: (713) 313 -1066 E-MAIL: Raijanel. [email protected] edu