Institutional Research and Effectiveness

Previous IE

Plans

2003-2004

2002-2003

Previous IE

Reports

2002-2003

2003-2004

2004-2005

2004-2005 Institutional Effectiveness Plan

Introduction

The Blue Ridge Community College’s (BRCC) Institutional Effectiveness Plan is a reflection of BRCC’s long-term commitment to assessing the effectiveness of its programs and services. The Institutional Effectiveness Plan outlines the College’s assessment processes for its Vision, Strategic Directions, administrative units and academic programs. The Plan is designed to outline processes which address the formative and summative feedback needs of programs for improvement purposes and address the concerns of stakeholders. The Plan does this by incorporating the priorities of the Virginia Community College System, the Southern Association of College of Schools, and the local College community.

The Plan outlines the annual planning and evaluation process for each unit of the college. It promotes values and goals described in the College’s strategic directions document as the foundation for unit goals that lead to quality improvement. Each year, following the lead of the President, unit managers develop annual goal documents which support the “Strategic Directions”, mission, vision, and values of the institution. Evaluation measures are put in place and budgets are developed to support the unit goals. Contingency funds are identified to support new opportunities that may result from unexpected conditions provided these opportunities are a support of institutional vision, values, and strategic directions.

The Strategic Planning process at BRCC is directed by the College Planning Committee, a standing committee responsible to the president of the college, with elected representatives from the faculty, staff, and administration. The purpose of the planning committee as stated in the college governance model is to:

v Lead the on‑going planning process for the College.

v Oversee the process for implementing the Strategic Directions Document.

v Prepare and disseminate the semi-annual Strategic Directions Progress Report.

v Provide leadership in the process of environmental scanning for the College.

v Annually advise the administrative liaisons in the creation of the Standing Committee Charges.

The committee holds monthly meetings throughout the year with activity directed by an annual charge to the committee provided by the president. All meetings of the college planning committee are attended by the president who gives an update to the college community prior to the start of each meeting. The update is digitally recorded and placed on the college intranet for all employees to view and comment.

The planning committee reviews most college planning documents and makes recommendations to the president prior to implementation although these documents are not developed by the committee. Examples of these planning documents include the college technology plan, the college marketing plan, the facilities improvement plan, the site master plan, and the annual budget plan.

Every three years the college planning committee, with support from the president’s office organizes a comprehensive process for the review and development of the strategic directions document for the college. This may include a review of the college mission, vision, and value statements.

The planning committee is responsible for designing and executing a process that involves all members of the college community (faculty, staff, students, and administrators); soliciting input from the community; utilizing institutional effectiveness data; and responding to changing community needs. The planning committee organizes and facilitates a data collection and analysis process to establish strategic priorities and to seek college-wide consensus. Writing teams are then organized and draft documents are distributed for comment and debate. Normally, this iterative process requires several drafts and several months before consensus begins to emerge. The final draft Strategic

Direction document is then presented to the Planning Committee for review and recommendation to the College Assembly. Final steps include presidential review and review and approval by the Local Board.

At BRCC, strategic planning is driven by concepts embodied in “Chaos Theory” and articulated by authors such as Margaret Wheatley. Chaos Theory, in part, promotes planning as a dynamic process responsive to changing conditions. As a result, BRCC focuses its attention to the development of a “Strategic Directions” document which provides a set of priorities, but is not prescriptive in terms of how the priorities are accomplished. BRCC’s Institutional Effectiveness Plan begins with the assessment of the College’s Vision Statement and Strategic Directions. The College’s Mission Statement and Values Statements (Appendix A) are expressed through the implementation of these two documents.

Academic Program Assessment

Program review

Resources

Appendices

Program Blueprints

Blue Ridge Community College Vision Statement

Blue Ridge Community College Strategic Directions

Unit Objectives for President’s Office

Unit Objectives for Vice President for Instruction and Student Services

Unit Objectives for the Division of Business and Humanities

Program Objectives for Accounting

Program Objectives for Management