CCSN Self-Study Outcomes and Evaluation Visit Fall 2006 Northwest Commission of Colleges and...

CCSN Self-Study Outcomes and Evaluation Visit

Fall 2006Northwest Commission of Colleges and

Universities(Thanks to Dr. Libby Street for slides 16 to 27)

Understanding the Evaluation Team’s Role

Teams are made up of colleagues from other institutions who want you to succeed.

The team is “us,” not “them.”They don’t know you as well as you

know yourself, but they can provide a perspective that you can’t provide for yourself.

What will team members want to know from the faculty?

They will want to know that you are conversant with and have been instrumental in creating the curriculum. They may ask you To discuss the general education

curriculum goals, objectives, structure, and assessment protocol.

To discuss goals, objectives, and assessment protocols of your own academic programs.


They will want to know what you do to maintain your skills as a teacher and scholar, so they may ask you To discuss professional development

activities in which you’ve been engaged.To discuss your teaching and interaction

with students.To discuss how you maintain currency as

a teacher.


To discuss how individual courses you teach articulate with either the general education goals or degree program goals.

To discuss the steps your department has taken to ensure that its curriculum is coherent, current, appropriately sequenced, is of sufficient breadth and depth, requires synthesis and research.

To discuss how your department reviews program assessment data.


They will want to know that you undergo systematic evaluation of your performance by students, peers, and supervisors, so they may ask youWhen your last formal evaluation took

place?If any weaknesses were noted and how

weaknesses resulted in professional development opportunities.


They will want to know what you think of the resources available to you to do your job, includingWhat you think of library resourcesWhat you think of information

technology resourcesWhat you think of work load and

compensationWhat you think of the facilities in which

you work


They may ask you about the characteristics and capabilities of your students, includingTheir entry-level skillsTheir ability to master the curriculum

you provideHow developmental needs of students

are addressed


At CCSN particularly, they are likely to ask about some recent changes includingAdministrative stabilityStrategic direction and planningPreparedness to offer a bachelors

degree in DHCommunicationsThe revisions to student success plansInvolvement of faculty

How should you prepare?

Review the standards. Be attentive to the word choices in the standards.

Read, at the very least, Standard 2 in the self-study

Preferably, also readStandard 4 of the self-study

Still Preparing. . .

Remember throughout what a strong institution we are. The executive summary of the self-study captures that excellence and gives you reason to be very proud.

Communicate not only what we’ve achieved but the process we’ve undergone as we’ve examined ourself.

What should you tell them?

The truth, but the whole truth.Strive for a balanced presentation that

emphasizes the outstanding features of the college at the same time as it may reveal challenges.

Remember that challenges to the institution also are opportunities for growth, and think about how to reflect this reality in your answers.

Understanding the Evaluation Team’s Role

Team members evaluate the evidence you present to determine if you’ve presented a compelling case that you Do what you say you do; and that You meet our shared standards

CCSN Mission: Student-centered education

The mission of CCSN is to implement the NSHE mission by identifying the needs of the citizens of Southern Nevada and providing educational and support services to meet those needs in the areas of general education, transfer preparation, vocational education, basic skills development, adult education and community service. In meeting the needs of the community it serves, the College provides student-centered services that recognize the uniqueness of the individual, demonstrate excellence, utilize up-to-date facilities, emphasize comprehensive uses of technology, and rely upon the collaborative efforts of the College, the students and the community.

Standard 1: Mission and Role

Strengths The mission of CCSN reflects its multiple roles Faculty and staff embrace the mission A collaborative effort of Regents, administration, faculty

and students meet CCSN’s needs CCSN has a unique and vital impact on its service area CCSN continues to extend its educational services

Challenges Coping with growth systematically Continual improvement through institutional assessment Engaging processes for “buy-in” for institutional

effectiveness and planning Further developing processes for holistic assessment

and evaluation

Standard 1: Plans for Improvement

Build on CCSN strengths through “A Vision of Blue Skies Ahead” as a planning framework.Update the academic plan as a tool for actionUpdate the technology plan as a tool for action

Benchmark CCSN against other community colleges.Report our progress and status as a guide for

actionKeep stakeholders informed

Correlate facilities plans with the program needs of CCSN.Build what we need, when we need it, and

where we need it

Since the self-study. . .

Completed the library strategic planCompleted action plans in

counseling, financial aid, recruitment and retention

Mapped the strategic plan of CCSN to action planning for the next three years

Initiated an IT strategic planning process with Sungard support

Standard 2: Educational Program

Strengths Progress in assessment, identifying student learning outcomes

and using assessment results to improve student learning Highly motivated, talented faculty and staff evidenced in high

levels of student satisfaction with instructional quality Well-rounded collegiate experience for students Support for introducing assessment and continuous

improvement into non-instructional areas

Challenges Although the quality of part-time instructors is high, CCSN

recognizes that more full-time faculty will be needed as CCSN grows

The Administrative Computing System is obsolete and constraining CCSN’s operations and services to students


Received results of the CCSSE survey and shared the findings with deans and chairs

Posted Noel-Levitz findings to the web Hired an assessment coordinator Using NWCCU Policy A-6 prepared agreements

with the Clark County School District for partnership arrangements

Drafted policy for academic program review and curriculum—affirming faculty roles in each

Strengthened centers and sites with academic linkage

Led NSHE initiative to replace the ERP system

Standard 3: Students

Strengths Staff are educated and experienced individuals, committed to

the college Staff members have diverse career backgrounds Staff members share the vision to assist students so that

retention, persistence, and graduation are attained Staff members have increased the number of students who

receive a desired service

ChallengesNeed for more strategic planningLimited space for operationMore technology and resourcesWith continual growth, more staff

personnel should be hired and trained


Facility needs have been reviewed and additional space will be allocated

A strategic plan for the Division of Student Affairs will be completed by fall 2006


Established transfer centers on the three main campuses

Re-vitalized “E-Alert” system in English and Math to improve retention

Planned for implementation of new student e-mail system

Completed strategic planning for key units in Student Services

Standard 4: Faculty

Strengths Highly qualified and well-experienced faculty Faculty are committed to teaching High faculty retention rate Anecdotal evidence shows a liberal sabbatical policy

Challenges Hampered by the lack of an integrated information

management system The new hiring process fails to adapt to changing needs CCSN lacks a systematic triangulation of a faculty

evaluation process that includes a self evaluation, peer evaluation, department chair evaluation, and course evaluation on a regular basis

Standard 4: Plans on Improvement

Administration in consultation with the Faculty Senate is revising the policy on evaluation and tenure (fall 2006)

The sabbatical leave policy is being revised, as needed

The policy on faculty workload continually improves

Personnel information for full-time and part-time faculty now resides in Human Resources


Held a Department Chairs InstituteSubmitted review policy on

sabbaticals, faculty workload and evaluation and tenure to Faculty Senate

Affirmed professional development funding

Standard 5: Library and Information Resources

Strengths Through computer labs and high tech centers, there are

numerous avenues of access to electronic resources All librarians are full time with minimum of a master’s degree The library’s acquisition budget has more than doubled in the

past five years The Interlibrary Loan Department can obtain any book, video,

dissertation, article or other material not available at CCSN library

Strengths Mechanisms are in place to select, acquire, organize and

maintain the campus collections On-campus students have many opportunities to interact with

librarians Written policies helps inform library patrons of available

services Faculty and staff are able to participate in collection

development Students, faculty and staff have ready access to the

comprehensive range of services

Standard 5: Library and Information Resources

Challenges Current facilities need more study space Faculty need to be involved more in the

collection development process More extensive support for DE students is

a continuing need Systematic assessment of patron needs

can be more effective CCSN has some “catching up” to do in IT Library staffing needs to expand

Plans for Improvement Funding has been secured and planning underway for a

library/classroom building on the West Charleston campus. Current strategic planning involves an increase of space on both the Cheyenne and Henderson campuses to enhance services.

The faculty role in collection development will expand. All students will benefit from: 1) implementing the open

source online tutorial program “Searchpath” and positioning it on the library web page; 2) developing an online DE version of LIB 101 using WEBCT; 3) formalizing the assessment process for all library instruction, initiatives and programs; and 4) hiring a new librarian for DE services.

A continuing program of assessment will help guide library services and levels of patron satisfaction.

Continue to engage and annually revise the scope of work for Collegis to support and improve CCSN’s information resources.

Since the self-study. . . Completed library strategic plan (draft) Benchmarked library to peer institutions Completed design and construction documents for new

library at West Charleston Technology strategic planning began on September 19 Campus wireless will be offered to all to improve access Email for all students will improve communication and other

faculty-student interactions OTS is ready to deploy other smart classrooms and more

online services, as well as the new web content management system

24x7 help desk is available to all faculty, staff and students Invested $2 million in IT infrastructure renewal Planned for additional IT improvements in next 24 months

Standard 6: GovernanceStrengths

Within NSHE roles and paths of communication are clear. The executive team is experienced and committed to CCSN’s

strategic direction. The Faculty Senate and the faculty generally are committed to

CCSN’s governance and to the community. An improved pattern of communication helps inform CCSN

faculty and staff.

Challenges CCSN must maintain its efforts at stability, particularly in senior

positions. New personnel must continue familiarize themselves with the

strategic plan of the college, to build support and trust between them and their respective departments and to establish an atmosphere of cohesion.

CCSN’s effort to extend itself and bring education to some of the more rural areas of southern Nevada must be supported to provide an education equally substantive with that offered at local campuses.


The emphasis given to the strategic plan, “A Vision of Blue Skies Ahead: A Blueprint for Mapping CCSN’s Future” will provide an opportunity to see academic and administrative progress that will enable the college to handle its growth.

“The Guide to the Hiring Process” presents a detailed schema for bringing into the college new administrators, faculty and staff who will be able to enrich the life of the college and ensure the attainment of many of the goals of the strategic plan.


Held community forums throughout the state in coordination with the Chancellor

Held faculty forums on CCSN issuesRevised the CCSN Bylaws (approved

by the Regents) for broader representation of employee groups

Strengthened the President’s CabinetBegan revisions to the hiring policy

Standard 7: FinancesStrengths CCSN can make decisions on funding allocations to ensure

adherence with campus objectives, planning, and priorities. Policies of the Board are clear regarding campus reporting and

flexibility of resource allocations. Nevada has enjoyed a strong economy to support increasing

demands in education. CCSN has bonding authority for $20 million for parking

structures. The college anticipates the need to add a student fee to support repayment of the debt.

Adequate policies are in place to address capital debt as needed.

Challenges Capital funding is essential to ensure appropriate development of campus

facilities. With CCSN;s complexities and size addressing all resource demands remains a challenge.

The financial model for CCSN is dependent upon state resources to support operations and capital development. These resources do not fully address needs. Developing diverse revenue sources must continue to expand.

Legislative approval for bond issuance is strictly for the purpose of parking facilities. This approval will not support general capital construction for facilities, land procurement, or other types of facility funding that may be required.

Standard 7: Finances Working collaboratively with the state, campus

officials will develop a capital plan to address campus growth and long range campus development, as well as identify future campus locations.

The Finance and Budget Division is developing methods to streamline budget development and collection, attempting to overcome the limitations of an outdated financial system. The division is continuing to review applications for a system that will streamline the departmental budget process.

The college is planning to request a revision to legislative authority for bond issuance that will provide the campus broader application and utilization of the bond authority.


Received internal and external audits on various operations of the College

Continued work on implemented a new, productivity-based budget model for academic affairs

Standard 8: Physical Resources

Strengths CCSN has persistent in promoting the need for capital projects.

The effectiveness of the presentations resulted in a substantial increase in funds allocated to CCSN during the 2005 budget session. Funds awarded to the college totaled $40 million.

New facilities projects have been completed on schedule and generally on budget—thanks to the facilities planning staff.

CCSN has brought on-line four new buildings in 2004-2005 and will be adding two additional buildings in the near future.

Challenges A Facilities Master Plan should be developed for the entire college.

The facilities plan should correlate to the college’s overall Strategic Plan.

As the college continues to grow, sufficient office, classroom, conference, and parking space is a concern for all three campuses.


Held a groundbreaking for the new automotive technology building at the Cheyenne campus

Completed drawings for the new classroom/library building at West Charleston

Continued conversion of classrooms to “smart” technology

Improved exterior signage at West Charleston

Standard 9: Institutional Integrity

Strengths CCSN realizes that the maintenance of high ethical standards requires alertness to

areas that can be improved and decisive action setting up programs to remedy that deficiency.

There is a dynamic alert system calling attention to the non-performing student and providing necessary support.

The move to provide consistency of format and location for approved new policies will allow them to be communicated uniformly.

College Catalog is now on an annual revision schedule and is combined with the Student Handbook.

The current emphasis on policy review raised the awareness of many to ethical lapses that inadvertently could compromise the college.

Challenges In a growing organization, there is a need for consistent and continual

communication of goals, objectives, and strategies (action plans). Policies and procedures, Faculty Senate bylaws, CCSN bylaws, and the Professional

Staff Handbook need continuous review, revision (as needed) and communication to the CCSN community.

Internal controls on work processes and policy compliance need systematic monitoring.


CCSN must make more consistent use of its website to announce and explain new policies.


Formed a faculty committee on communication and developed a communication policy

Installed plasma screens to convey information

Continued Academic and Student Services newsletters (separate) as well as monthly memos

Adopted about 12 policies in 2005-06 and submitted another 11 to the Senate for 2006-07

Provide better access to web information

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CCSN Self-Study Outcomes and Evaluation Visit Fall 2006 Northwest Commission of Colleges and...

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