2.5

The institution engages in ongoing, integrated, and institution-wide research-based planning and evaluation processes that (1) incorporate a systematic review of institutional mission, goals, and outcomes; (2) result in continuing improvement in institutional quality; and (3) demonstrate the institution is effectively accomplishing its mission. (Institutional Effectiveness)

STATEMENT OF RATIONALE FOR JUDGMENT OF COMPLIANCE

Nashville State Technical Community College (NSCC) engages in ongoing, integrated and institution-wide research-based planning and evaluation processes that (1) incorporate a systematic review of institutional mission, goals, and outcomes; (2) result in continuing improvement in institutional quality; and (3) demonstrate the institution is effectively accomplishing its mission.  Nashville State processes and tools that enable and demonstrate compliance include:

• Systematic, regular review and approval of the mission statement
• Development, implementation, monitoring, and reporting of Strategic Planning activities
• Participation in Tennessee Performance Funding initiatives
• Participation in the National Community College Benchmark Project
• Participation in the Kansas Study of Instructional Costs
• Participation in the Community College Survey of Student Engagement
• Regular Academic Program Reviews, Academic Audits, and Accreditation initiatives
• Regular systematic personnel evaluation processes

Additional sources of evidence include assessment activities at the unit level that are constructed and administered in order to obtain feedback to facilitate the continuous improvement process.  Every unit within the college documents unit goals within the online Institutional Effectiveness Tracking System (IETS) and reports annually on goal progress. The Assessment and Planning Council reviews planning and assessment activities and provides input into establishing institutional priorities.

NSCC’s governing body, the Tennessee Board of Regents (TBR) [1], has established a five-year cycle in which the mission statement of each institution is reviewed and approved by the governing board. Concurrent with the mission statement review process, institutions also prepare and submit a five-year strategic plan for governing board approval.  Campus plans reflect and reinforce TBR planning priorities, while also emphasizing unique priorities of the campus. NSCC's current mission statement, approved at the December 3, 2004 TBR Board meeting [2], reflects its role as a comprehensive community college in the Tennessee Board of Regents (TBR) system. As expressed in the mission statement, the College is committed to providing comprehensive educational programs and exemplary services. This commitment is documented in the 2005-2010 strategic plan, approved at the December 2, 2005 TBR Board meeting [3]. The TBR planning priorities for this current cycle are Leadership, Access, Quality, and Resourcefulness. Within the four planning priorities, TBR established sixteen broad objectives, which are addressed in each campus strategic plan. The strategic plan contains baseline performance measures and annual benchmarks. Institutions are required to submit annual strategic plan progress reports to the Board [4].  The 2005-2010 Strategic Plan is the first five-year plan developed by the college since its mission was expanded from technical institute to a comprehensive community college in fall 2002.  

The Tennessee Higher Education Commission (THEC) [5], which is the coordinating body for both higher education systems in Tennessee, establishes a five-year Performance Funding cycle that runs concurrent with the TBR five-year planning cycle.  Tennessee higher education has participated in Performance Funding since 1979.  The THEC Performance Funding program provides funding incentives (up to 5.45% above formula appropriation) for continuous improvement measures.  The THEC Performance Funding Program prescribes measures through the Performance Funding Standards [6]. Within the Performance Funding program, the College establishes initiatives which are reported annually and become the source of additional funding based on success in achieving benchmarks. Performance Funding covers a broad range of initiatives ranging from General Education outcomes to achievement of campus goals that are mission-specific.  Performance Funding also incorporates standards for campus performance as benchmarked against national measures such as CCSSE, NCCBP, and the Kansas Study. Nashville State scored 94 out of 100 for the most recent Performance Funding year (2005-06).

The National Community College Benchmark Project [7], the Kansas Study [8], and the Community College Survey of Student Engagement [9] are projects that provide national and/or peer group comparative figures for the college. These comparative figures are used for determining appropriate resource allocations, making hiring decisions, and developing action items to address indicators that are out of line with national and/or peer group levels.  For example, Kansas Study data , especially percentages of classes taught by full-time/adjunct faculty members, provided a key source of information in making decisions about the allocation of full-time faculty positions for 2006.

The college engages in Academic Program Reviews, Academic Audits, and Program Accreditation initiatives as part of the continuous improvement process.  These activities are explored more fully in 3.3.1 in terms of achieving program outcomes.  These activities are part of the institution’s ongoing, systematic review of outcomes, and they demonstrate that the College is effectively accomplishing its mission. 

The Learning Resource Center (LRC) conducts surveys of student and faculty in order to gauge its effectiveness in carrying out its mission. Feedback from students and faculty [10] are used to make improvements in service provided by the LRC.

The Maintenance Department also solicits input on employee satisfaction with its services on a regular basis [14].  Results of feedback on the Maintenance Department survey of all employees in October 2006, mold in the Weld Building lobby area has been tested and remediated, new carpeting has been installed in some offices, and more frequent vacuuming has been scheduled.  The Security Department also surveys employees periodically.  In September 2006, responses to the Security Survey [14] were positive, except that faculty requested that updated emergency information be posted in classrooms.  This has been accomplished.

The Computer Services Division maintains an Information Technology Plan that was developed by a broad-based committee that provided input on needs and direction from all major constituencies. A vision statement and a mission statement for Information Technology acquisition and deployment have been developed and guide planning and decision-making activities. The plan is routinely reviewed and annual progress reports are disseminated to the College [11].

Each unit within the College is required to document unit plans and annually report on progress toward achieving its objectives. Units within the College develop objectives that support the college strategic plan, but are appropriate to the mission and priorities of that unit.  Each unit’s Instructional Effectiveness (I.E.) plan contains objectives to accomplish and assessment measures for evaluating results. The I.E. plans are maintained within the College’s Institutional Effectiveness Tracking System (IETS) online application. The IETS application is designed to enhance the sharing of goals, objectives and results across units and to enhance public accountability of improvement efforts. Assessment results are used in making budget decisions and closing the assessment loop to assure continuous improvement [12]. I.E. plans are reviewed systematically and continuously to ensure that the College's goals are accomplished. Units measure the progress towards accomplishing each of these goals by June 30 of each year and report action plans to assure continued progress.  Nashville State has engaged in strategic planning for twenty years, but this was a paper-based system prior to 2005, when the IETS was developed.

The Assessment and Planning Council [13], a standing committee of the College with broad representation from functional areas of the College, supports the planning and assessment processes by serving as a channel for the flow of information campus-wide. Members of the Council represent the different assemblies, faculty senate, and divisions of the College. The Council is responsible for providing leadership and oversight for key assessment and planning processes, including:

• Developing the College Strategic 5-Year Plan
• Preparing the annual Strategic Plan Update
• Reviewing results of annual Assessment/Performance indicators
• Recommending Budget priorities for new monies, using Assessment results
• Monitoring preparations for SACS reaffirmation
• Communicating campus planning and assessment processes

The Assessment and Planning Council serves as a leadership body and point of consensus in a campus-wide process of identifying and analyzing issues of strategic importance to the campus.  Through the Council, the President receives recommendations for planning and budget allocation priorities.

Results of NSCC's planning and evaluation processes guide decision-making at all levels to support the continuous improvement of programs and services consistent with NSCC’s mission.