Download
1 / 27
270 likes | 273 Vues
This report presents the progress and findings of the college's assessment of critical thinking skills in various disciplines. It also discusses the integration of assessment, strategic planning, and budgeting.
E N D
Assessment Update2007-08 Presented by Darby Kaikkonen Director of Institutional Research
Background • July 2007- Received notice that College would have a focused interim visit in Fall 2008 from Northwest Commission (accrediting body) on standards pertaining to assessment • December 2007- College adopted new strategic plan which included strategy: “Implement systematic academic assessment that evaluates student learning outcomes in major program areas and in general education.”
Progress in Assessment Process:2007-08 • Creation of assessment plans • General education (College Wide Ability) assessment: Critical Thinking • Linking assessment, strategic planning, and budget
Process • All departments submitted assessment reports AND assessment plans in December 2007 • ARC reviewed assessment plans and provided feedback for improvement to departments • Assessment plans implemented Spring quarter 2008
Background • Each course that includes critical thinking as part of a course outline would include an assessment of that ability on their 2007-09 assessment plan • Interdisciplinary task force developed a common rubric to use for measuring critical thinking in all types of courses • First quarter of data collection designed to be formative and set baselines
Pilot Test and Reliability Analysis • Pilot Test: Used for editing purposes and ease of understanding • Reliability Analysis: Tested how consistently evaluators measured the same work Level of agreement measured using Cronbach’s Alpha reliability statistic Acceptable level is .700 or above, Critical thinking rubric scored .893
Results from Benchmark Quarter • Nearly 2,000 records of student work from 29 different disciplines were evaluated using the rubric • Student Work Samples by Division:
Key Findings from Baseline Quarter: • Dimension C called “Examines attitudes, values, and assumptions and assesses their implications in a variety of contexts” was evaluated significantly less than each of the other four dimensions • The overall means scores for each dimension were very similar to one another, and fell somewhere between a “beginning” and a “usually or largely” level of demonstration • There is evidence that students in highest course levels demonstrate greater critical thinking skills than students in Pre college and beginning college level courses; however, not all dimensions of critical thinking are significantly positively correlated with course level. Students who were evaluated at the end of a series of progressive courses focusing on critical thinking skills tended to score higher than their counterparts • The scores of each critical thinking dimension are very highly correlated with one another, so much so that the scores could be combined into a single index that represents the overall concept of critical thinking. This means that a student was likely to receive the same or very close to the same score on each dimension of the rubric
See full report on the intranet:“Links” “Institutional Research” “College Wide Ability Assessment: Critical Thinking Preliminary Report”
Institutional Assessment Loop Conceptual Level Operational Level Measurement Level College Mission and Goals Philosophy Statements Student Learning Outcomes Program Outcomes Assessment and Results
2007-2010 Strategic Plan Goal: South Puget Sound Community College is student-centered. Objective: Offer dynamic and balanced educational programs in a global context. • Strategy: Support and recognize curricular innovation. • Strategy:Deliver programs that anticipate and respond to stakeholder needs. • Strategy:Respond to the increasing demand for online and hybrid offerings. • Strategy:Implement systematic academic assessment that evaluates student learning outcomes in major program • areas and in general education • Objective: Provide comprehensive and effective services to students. • Strategy:Develop and implement a one-stop philosophy for services to students. • Strategy:Develop and implement a strategic enrollment management plan. Goal: South Puget Sound Community College is effective, efficient, and fiscally accountable. Objective: Develop and employ technology that reflects and supports instructional, internal, and external community needs Strategy:Implement and support a learning management system. • Strategy:Focus on maintaining and replacing instructional and institutional equipment to meet the needs of • tomorrow’s learners • Objective: Actively create and cultivate connections and partnerships with the community. • Strategy:Address community and business environmental changes through dynamic planning. Objective: Integrate assessment, planning, and resource allocation at the institutional and program levels. • Strategy: Implement a systematic instructional program review process that integrates academic assessment and • planning and influences resource allocation. • Strategy:Systematically assess and improve processes and procedures (institutional effectiveness plan). • Strategy:Diversify college funding sources. • Strategy: Develop and implement a marketing plan. • Objective: Maintain high standards for recruiting, retaining, hiring, and evaluating employees. • Strategy:Recruit and retain faculty and staff that reflect the college’s diverse population and commitment to • excellence Strategy:Expand and encourage opportunities to learn the skills and knowledge necessary to work and live in a diverse, multi-cultural society. Strategy:Enhance leadership and professional development opportunities. • Strategy:Design and implement a staffing model that supports efficient and accessible operations. • Objective: Create a sustainable physical environment. • Strategy:Develop and implement a responsible master plan. • Strategy:Assess current practices and reduce college consumption.
2007-2010 Strategic Plan- Budget Priorities Goal: South Puget Sound Community College is student-centered. Objective: Offer dynamic and balanced educational programs in a global context. • Strategy: Support and recognize curricular innovation. • Strategy:Deliver programs that anticipate and respond to stakeholder needs. • Strategy:Respond to the increasing demand for online and hybrid offerings. • Strategy:Implement systematic academic assessment that evaluates student learning outcomes in major program • areas and in general education • Objective: Provide comprehensive and effective services to students. • Strategy:Develop and implement a one-stop philosophy for services to students. • Strategy:Develop and implement a strategic enrollment management plan. Goal: South Puget Sound Community College is effective, efficient, and fiscally accountable. Objective: Develop and employ technology that reflects and supports instructional, internal, and external community needs Strategy:Implement and support a learning management system. • Strategy:Focus on maintaining and replacing instructional and institutional equipment to meet the needs of • tomorrow’s learners • Objective: Actively create and cultivate connections and partnerships with the community. • Strategy:Address community and business environmental changes through dynamic planning. Objective: Integrate assessment, planning, and resource allocation at the institutional and program levels. • Strategy: Implement a systematic instructional program review process that integrates academic assessment and • planning and influences resource allocation. • Strategy:Systematically assess and improve processes and procedures (institutional effectiveness plan). • Strategy:Diversify college funding sources. • Strategy: Develop and implement a marketing plan. • Objective: Maintain high standards for recruiting, retaining, hiring, and evaluating employees. • Strategy:Recruit and retain faculty and staff that reflect the college’s diverse population and commitment to • excellence Strategy:Expand and encourage opportunities to learn the skills and knowledge necessary to work and live in a diverse, multi-cultural society. Strategy:Enhance leadership and professional development opportunities. • Strategy:Design and implement a staffing model that supports efficient and accessible operations. • Objective: Create a sustainable physical environment. • Strategy:Develop and implement a responsible master plan. • Strategy:Assess current practices and reduce college consumption.
2008-09 Equipment Request • How does your proposal address budget priorities?(30 points max) Develop and implement the strategic enrollment management plan * Identify our enrollment problem and implement plan to address. * Support the enrollment goals identified in the 2007-10 SEM plan. * Improve retention - identify why students leave and create strategies to address. * Develop a research plan and build capacity to obtain and use data. Design and implement a staffing model that supports efficient and effective operations. * Assess new and vacant positions to align with institutional priorities and needs. Develop and implement marketing plan. Respond to increasing demand for online and hybrid offerings. Maintain and replace equipment to meet needs of today's learning *Create a replacement plan for equipment - computers, maintenance equipment, carpeting, instructional equipment, printers, copiers and software. Implement systematic academic assessment that evaluates student learning outcomes in major program areas and in general education. Implement a systematic instructional programprocess that integrates academic assessment, planning and influences resource allocations.
2008-09 Equipment Request • How does your proposal address budget priorities? (30 points max) • Clear ties to priorities with specific measurable outcomes • The proposal addresses findings based on assessment results • The proposal supports an activity in a 2007-09 assessment plan
Connecting Goals, Strategic Plan, and Budget College Goal (Student Centered) Strategic Priority (Academic Assessment) Budget Decision (Connect to Assessment Plan) = Ability to analyze student learning in order to make judgments about effectiveness of curriculum ACCOMPLISHES GOAL
Assessment Plan Updates • Logan model assessment report is NOT due this fall • ARC requests that each department complete an assessment update form • Form will be due to your division dean no later than October 31, 2008
Assessment Update Form 2007-09 Assessment Plan: Mid-Cycle Report - Fall 2008 Please complete the following nine items and return them to your division dean no later than October 31, 2008. 1. Name of person submitting report: 2. Department: 3. Has your department begun collecting assessment data? a) Yes b) No 4. If your department has not begun collecting data, in which quarter will the collection begin? a) Fall 2008 b) Winter 2009 c) Spring 2009 5. Has your department analyzed any assessment data and compiled results? a) Yes b) No 6. If yes, please briefly explain any changes that will be implemented within this assessment cycle as a result of your analysis. If you have already entered your results into a Logan Model grid, feel free to attach it to this report. 7. Please briefly describe any anticipated budget needs that your assessments may have identified. 8. Please briefly describe any assistance from the Office of Institutional Research that you may need to complete your assessment plan. 9. Any other questions or concerns?
