The North Central State College Quality Effort – December 2008
The Faculty Caucus, Staff Caucus, Manager’s Advisory Council, Council of Deans, and President’s
Staff of North Central State College were surveyed to assess their knowledge, level of
involvement, attitude, and expectations for the College’s quality program. The College’s quality
program was described as including, but not limited to, AQIP processes, the Achieving the
Dream initiative, student learning outcomes assessment (Student Success Plan, 5-Column
Reports, Core Learning Outcomes assessment), the Board of Trustees Carver model of
operations, and the College’s strategic planning processes.
North Central State College
Current Quality Program Survey Results
% very &
somewhat
knowledgeable
% very &
somewhat
involved
% very &
somewhat
positive
attitude
Pres
Staff
Council
Deans
MAC
100
80
91
Staff
Caucus
Faculty
Caucus
December 2008
Hopes/Expectations -- Number of Comments per Theme
Better
Communication
0
Change in
Culture
100
Quality
Initiative
Embraced
2
84
100
0
0
6
5
1
92
66
100
1
1
5
6
0
50
20
100
1
2
2
2
0
50
34
58
1
4
1
1
1
1
Process
Improvements
2
Data in
DecisionMaking
1
The survey results revealed that mid-level to senior administrators (President’s Staff, Council of
Deans, and Manager’s Advisory Council) are knowledgeable, involved, and have positive
attitudes for the College’s quality efforts. Both the Staff Caucus and Faculty Caucus are less
knowledgeable and considerably less involved than the mid-level to senior administrators. The
Staff Caucus has a positive attitude. The majority of the Faculty Caucus also had a positive
attitude, but it was the lowest rating of all the groups.
The survey asked, “What, if anything, do you hope or expect from the College’s quality program
in the future?” Five themes were apparent in the responses – that the College’s quality
initiative would be embraced across the institution, that communication would improve, that
the culture at the college would continue to change for the better, that systems and processes
would improve, and that the college would become increasingly outcome and data-driven in
decision-making. The President’s Staff had the most responses indicating a desire that the
quality program be embraced across the institution. The Council of Deans and Managers
Advisory Council responses strongly supported the hopes/expectations for a change in culture
and process improvements. The hope for better communication was strongly supported by
responses from the Faculty Caucus.