Data Driven Leadership

advertisement
Data Driven Leadership
Leading through Data Driven
Planning
Agenda
• Using data in decision making
• Determining data needs and capacity
• Utilizing indicators for success and
improvement
• Data Driven Planning Process
Data Usage in Decision Making
• All of us make decisions based on information
daily.
• Inquiries you should be asking yourself.
– What is the goal?
– What resources are needed?
– Do I have enough data to make the decision?
– Do I have the right data to make the decision?
– How do I evaluate the effectiveness of the
decision?
Data Inventory
• Internal Data Sources
– Financial Reports
– Budget Reports
– Demographic Data
– Organizational Plans
– Internal Independent Surveys
Data Inventory
• External Data Sources
– Census data
– Regional Economic Plans
– National Reports
• Trade Associations
• Federal Reports
– External Independent Surveys
Data Inventory
• Potential Data Sources
– NWACC Master Plan
– NWACC Fact Book (multiple years)
– Current and past NWACC budgets
– CCSSE and NCCBP data (national measures)
– EMSI Data (Community Impact Report)
– North Arkansas Council Regional Plan
– Accreditation reports and documentation
– NWACC Core Indicators
Core Indicators
Core Indicators
• Student Progress
– Student Goal Attainment
– Persistence
– Graduation Rates
– Student Satisfaction
Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition
(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.
Core Indicators
• General Education
– Success in Subsequent and Related Coursework
– Program Learning Outcomes and Mastery of
Discipline
– Demonstration of General Education
Competencies
Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition
(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.
Core Indicators
• Outreach
– Regional Market Penetration Rates
– Responsiveness to Community Needs
Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition
(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.
Core Indicators
• Workforce Development
– Placement Rates
– Licensure and Certification Pass Rates
– Employer Satisfaction with Graduates
– Client Satisfaction with Programs and Services
Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition
(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.
Core Indicators
• Contribution to the Public Good
– Value Added to the Community
Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition
(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.
Core Indicators
• Transfer Preparation
– Transfer Rates
– Performance After Transfer
Richard Alfred, Christopher Shults, and Jeffrey Seybert, Core Indicators of Effectiveness for Community Colleges, 3rd Edition
(Washington, D.C.: American Association of Community Colleges, 2007), 23-42.
Data Driven Planning Process
Data Driven Planning Process
• Constituent Groups
– Learner Community
– Business Community
– Owner Community
– Pre K-16 Community
– College Community
Data Driven Planning Process
• Planning Areas of Focus
– Quality Planning
– Programming Needs
– Facility Needs
– Revenue Planning
– Expense Planning
Quality Planning
• General assumptions regarding quality
planning
– Accreditation Key Dates
– Opportunities from the HLC Systems Appraisal
– Sixteen Core Indicators
– Continuous Quality Improvement Efforts
Programming Needs
• General assumptions regarding program
needs
– New program needs
– Existing program revisions
– Regional planning
– Personnel considerations
– State regulations
Facility Needs
• General assumptions regarding facility needs
– New construction
– Renovations
– Critical maintenance
– Lease space
– Technical Infrastructure
– Cost Efficiency
Revenue and Expense Planning
• General assumptions regarding revenue and
expense projections
– Space allocation
– Programs
– Personnel
– State and local funding levels
– Performance based funding
– Estimated headcount and retention levels
Contact Information
Dr. Ricky Tompkins
Associate Vice President, Research and Planning
Chief Diversity Officer
Executive Director, National Community College Research Institute
[email protected]
http://nccri.nwacc.edu
http://www.nwacc.edu
Thank You
Any questions or comments?
Download
Related flashcards

Corporate governance

32 cards

Canadian Hockey League

15 cards

Create Flashcards