Data Driven Leadership
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.
Data Driven Leadership
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Presentation Transcript
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 • 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 • WorkforceDevelopment • 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 • 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 rtompkins1@nwacc.edu http://nccri.nwacc.edu http://www.nwacc.edu
Thank You Any questions or comments?
