Understanding
Institutional
Effectiveness
What it is
What it isn’t
Why it’s important
What is
“institutional effectiveness?”
Systematic, explicit and documented
process of measuring performance against
the mission in all aspects of an institution
In essence:
 What did we say we were going to do?
 How do we know we’ve done it?
 How well did we do it?
 How are we going to do it better?
Collect data and analyze
outcomes
Identify goals and valid
indicators of progress for each
goal (aka metrics); identify
thresholds of success (targets)
for each metric
Closing
the
Loop
Interpret outcomes;
communicate outcomes; track
outcomes over time where
appropriate and identify where
improvements are needed
Implement
changes/modifications that are
expected to improve outcomes
The process of evaluating a unit’s effectiveness builds
on MUSC Excellence
Who must evaluate their effectiveness?
University
(Integration
grid)
Academic
Programs
Central
Administrative
units
Student
support
units
DMD
VPAA
CAPS
PhD Biomed
Sci
Deans Offices
Student
Programs
OT
ESL
Wellness
Center
Pharm D
OAPR
Student
Health
BSN
Library
OEM
MD
Finance and
Administration
CAE
Etc……
Etc…
Etc…
[Research]
OAPR
[Community
Service]
MUSC Gives
Back
What institutional effectiveness isn’t
(or shouldn’t be)
Imbalanced as primarily a top-down or
bottom up exercise

Top down: Standardized process and centralized documentation

Bottom up: Goal setting; assessment tools; target setting;
determination of how to respond to results
Unsustainable

Must be continuous, thus must be both useful and easy
Emphasize success over improvement

Targets should be meaningful and ambitious—the ultimate purpose
is to afford continuous quality improvement (not marketing)
Why it’s important
1.
It is the basis of accountability and
continuous quality improvement
2.
Demonstrates sound stewardship of
resources
3.
Inspires students’ and other
stakeholders’ trust and confidence
4.
It is required for academic
accreditation (both professional
accreditation and institutional
accreditation)
Integration grid (to show University Effectiveness)
Excellence Pillars
Administrative Unit:
College of Pharmacy Dean's
Office
MUSC Mission
People
Service
Quality
Create an environment
that is conduscive to high
morale and productivity-reinforcing that MUSC is
the right place to be
Provide high
quality services to
students, alumni,
patients, families,
each other and
our community
with compassion,
respect, dignity
and pride
Achieve the highest
standards of
excellence in
education, research,
and clinical and
community service
1: Attract and retain
high quality employees
2: Provide
students a high
quality education
Strategic Initiatives
Finance
Create new and
expanding opportunities,
Maintain fiscallyemphasizing
sound practices that
collaborative partnerships will sustain our ability
internally and externally,
to operate and
that benefit our research, grow in all areas of
educational, and clinical our strategic mission
enterprises
5: Implement first
year of the new
budget model
4: Expand the college's
reach in the global
education arena
Globalization
6: Foster
entrepreneuralism in
faculty and students
Entrepreneuralism
Innovation
Interprofessionalism
Growth
3: Students are
prepared to practice
in an
interprofessional
environment
Excellence Pillars
Administrative Unit:
College of Pharmacy Dean's
Office
MUSC Mission
People
Service
Quality
Create an environment
that is conduscive to high
morale and productivity-reinforcing that MUSC is
the right place to be
Provide high
quality services to
students, alumni,
patients, families,
each other and
our community
with compassion,
respect, dignity
and pride
Achieve the highest
standards of
excellence in
education, research,
and clinical and
community service
1: Attract and retain
high quality employees
2: Provide
students a high
quality education
Assessment
Plan
Finance
5: Implement first
year of the new
budget model
4: Expand the college's
reach in the global
education arena
Globalization
6: Foster
entrepreneuralism in
faculty and students
Entrepreneuralism
Innovation
Interprofessionalism
Metric
Target
1: Attract and
retain high quality
employees
Goal
3: Students are
prepared to practice
in an
interprofessional
environment
Rate of faculty satisfaction as determined by composite score from AACP survey
2: Students receive
a high quality
education
Strategic Initiatives
Growth
Create new and
expanding opportunities,
Maintain fiscallyemphasizing
sound practices that
collaborative partnerships will sustain our ability
internally and externally,
to operate and
that benefit our research, grow in all areas of
educational, and clinical our strategic mission
enterprises
Rate of graduating students who would choose the SCCP again for their pharmacy education
90%
Rate of students that pass the NAPLEX on first attempt
95%
Rate of P1-P3 students who are satisfied with SCCP doctor of pharmacy program
90%
Percentage of COP FT faculty rated as an effective teacher (≥ 4.0 on 5 pt scale, E*Value)
80%
Percent of students seeking a residency who obtain a residency
60%
85%
Staff report satisfaction with their job (MUSC Excellence Survey)
90%
Faculty and staff retention maintained at prior year's rate
Within 95% of
prior year's
rate
Result
Things that stay the same
1.
Annual goal setting by units
2.
Commitment to addressing the five Excellence
Pillars
3.
Annual institutional surveys
 Employee Satisfaction Survey
 Student Satisfaction Survey
Things that will change
1. Nomenclature
 Old terms: Pillar goal=90% of COP employees
agreed they are pleased to be working at MUSC
 New terms: Employs greater specificity
 Goal=Attract and retain high quality employees
(formerly unwritten)
 Metric (ideally, at least 2 per goal)=Rate of COP
employees who agree they are pleased to be
working at MUSC
 Target=90%
Things that will change
2. Tracking and reporting of goals and results is
required by SACS and must be centralized
 OIE
 TaskStream
3.
Three-year cycle of trend tracking, then
identification and documentation of resultsdriven modifications/changes expected to
improve results
Units may elect to report modifications annually,
but are not “required” to do so
Office of Institutional
Effectiveness
Suzanne Thomas
thomass@musc.edu
792-1533
Regan Fantry
fantry@musc.edu
792-8102
Vince Moseley Bldg
41 Bee Street, 2nd floor