The CIO as ALO

1. The CIO as ALO Best practices for accreditation at the local level

2. Panelists • Pamela D. Walker, Ed.D. Vice Chancellor, CCCCO • Mary Kay Rudolph, Ed.D.  Executive Vice President, Santa Rosa Junior College, CIO/ALO for 12 years in current position; for 3 years at prior college in NCA • Meridith Randall, J.D. Associate Superintendent, Instruction and Institutional Effectiveness, Chaffey College, ALO for 23 years/CIO for 12

3. What are the critical elements of the Accreditation Standards? • Fulfillment of Mission • Institutional effectiveness • Student learning • Library and learning support services • Data-driven decision-making • Integrated planning and evaluation • Student support services • CEO and Board oversight

4. Why the CIO is central to accreditation • Colleges are organized around instruction and supporting instruction • The Standards focus on student learning as the ultimate outcome of most college activities, such as Standard III.C.5: “The institution has policies….that guide the appropriate use of technology in the teaching and learning processes.” (Also III.B.1 and I.B.7) • CIOs speak “SLO language” – many have come from faculty or have guided faculty through implementation of SLOs • CIOs often supervise planning and/or research

5. The CIO’s position at the college assists with accreditation success • Reports directly to President • Usually tasked with informing Board about accreditation • Encourages engagement of faculty and other instructional staff • Serves as second contact point at college for ACCJC • Best practice is for faculty to co-chair with ALO and CIOs lead/supervise all faculty

6. Why IR is essential, but not as the lead • IR can supply critical data in a reliable format and provide analysis • IR can provide surveys, best practice research, focus groups  • IR is connected with other researchers across the State and can provide context • IR ensures that the college has the resources to be data-driven

7. CIOs are essential to prepare the college for a visit • Most CIOs are former faculty • Teaching is second nature to most of us • Prior to a visit, a period of education is ideal: • Workshops • Newsletters • Reminders/ “countdown”

8. What Does the Team Expect? • A comfortable room with hard evidence • Evidence at the hotel • The ability to change interviews frequently • Tech support on call • Decent food • Endless caffeine What is an unreasonable expectation from a team?

9. Team Focus • Anything you identified in your self-evaluation as a problem • Anything currently on ACCJC’s radar • Any particular interests of the team member • The Rubrics

10. The Big Picture/Wrap Up

11. Meridith’s Advice • Whatever your process is for planning, assessing SLOs, resource allocation, etc., make sure you can produce DOCUMENTS and show that the process is evaluated regularly and results in changes. • Make sure (almost) everyone can tell the team what the processes are AND that they had opportunity for input. Keep evidence that employees were given chances to comment.

12. And…. • If you come through a visit with sanctions, it will likely be your fault as the ALO….. • But if you are successful, there will be “too many people to thank” • Just accept it….