Dear Faculty and Staff:
Maybe Christmas, the Grinch thought, doesn’t come from a store (Dr. Seuss). As I have seen time and again at CSC, budget and accountability challenges (i.e. loss of presents, ornaments and x-mas trees) have been hurled our direction; nonetheless, the essence of who we are, what we do, and the pleasure of working with you remains steadfast and solid. Thank you for another great year and I look forward to working with you next year.
• Chadron State 2020 — http://www.csc.edu/president/2020/index.csc
• MAP Purpose — http://www.csc.edu/library/mapsupport/#tab2
• MAP Priorities & Sub-Priorities – click on “Priorities”
• Visit the VPAA Update archive versions on the VPAA website:
In the event you missed the Nebraska State College System Chancellor’s memo and President Rhine’s 1 December 2016 correspondence, please take the time to examine the materials. Also, the 8 December 2016 All-Campus meeting furnished information. I have arranged a number of meetings with various groups to discuss questions or concerns. Of course, if these meeting times do not fit your schedule, please let me know and I will arrange another time.
The 1 December 2016 issue of The Commoner: An LLC Monthly will assist you on reading the
MAP. President Rhine stated in the 1 December 2016 Budget Reduction Plan:
This challenge has reinforced the importance of Chadron State 2020
(http://csc.edu/president/2020/index.csc) with the six priorities of the MAP
(http://csc.edu/library/mapsupport/index.csc) as the guiding principle. CSC is focused and efforts across campus have made substantial progress in alignment to achieve the priorities.
In addition, Presidential Committees (http://www.csc.edu/president/committees/index.csc) and Campus-Wide Committee/Task Force (http://www.csc.edu/president/committees/index.csc) have identified the relevant MAP priority guiding the group’s activities.
12 January 2017 Optional Faculty Discussion
At 11:00 am, Thursday 12 January 2017 in the Ponderosa/Lakota room, an optional faculty discussion has been arranged on the following topic: What Does a Quality College Experience Mean for the Next Decade in Higher Education? What does this mean for college level courses/programs, quality of courses/programs, successful
completion pathways, and student engagement? With more underprepared students enrolling in higher education and personalized learning, what does this mean for designing the college experience?
Travel Reimbursement Work Session
Monday 16 January 2017 at 3:00 pm in 111 LLC, initiates the first monthly hands-on work session to assist with travel reimbursements. To obtain reimbursement various state and NSCS requirements must be met within a specified timeline. If you have any questions, please contact Melany Hughes (firstname.lastname@example.org). This is open to all CSC faculty and staff.
These monthly work sessions are in response to a request by Academic Affairs staff. This is an illustration of meeting one of the expectations for Higher Learning Commission (HLC) Criteria for Accreditation (Assurance Argument). Criterion 5.D.2 states: The institution learns from its operational experience and applies that learning to improve its institutional effectiveness, capabilities, and sustainability, overall and in its component parts. This continuous improvement effort is achieved by the collaboration within and across units.
Final Exam Schedule
The final exam has been available at the following site: http://csc.edu/academics/index.csc.Final exams are to be given only the day designated during final exam week. Each class will meet once during this week, in a two-hour session. With the quality and value of higher education in question, it is essential to exhibit professional standards of best practices and to demonstrate fulfillment of CSC policies and processes.
Confusing Data/Artifacts and Definitions
Working within higher education is one of the most challenging jobs. Unlike other organizations there are multiple stakeholders (e.g. Higher Learning Commission, IPEDs, US Department of Education) that require an increasing amount of accountability and transparency. Often these multiple stakeholders request what appears to be the same information. However, typically, the stakeholders furnish their own definition. The result of this is that often the numbers do not correspond to each other even though the same terminology is used.
One example is the faculty-to-student ratio. For instance, with IPEDs (Integrated Center for Education Statistics) the ratio reported each fall is based solely on undergraduate enrollment and headcount. However the faculty-to-student ratio reported to the Nebraska State College System (NSCS) for Board meetings is based on undergraduate and graduate enrollment as well as full time equivalent (FTE). FTE is a measure that provides how many full time students would be generated by the sum of student credit hours (SCH).
Thus, when reviewing numbers it is prudent to be mindful that the definition may be different.
Faculty Development Grant
During the 2016-17 AY, 39 faculty members were awarded Faculty Development grants. Awardees represented the12 departments. 43% (17 of 39 awardees) actively contributed to the conference/work session via presentation or session chair. Since the 2012-13 academic year between 40-47% of CSC faculty have utilized this resource for professional development and growth. This grant is a factor in faculty retention and recruitment (MAP Priority 6), assists with meeting 3.C.4 of the Criteria for Accreditation to support professional development and 6 of the State Authorization Reciprocity Agreement (SARA).
Faculty searches for 2017-18 AY: two Business, one Science, two Math, one English and one Music.
Academic staff searches: Office Assistant II (3rd floor Old Admin); Director of Assessment; Associate Vice President for Teaching and Learning Technologies.
Mission, Vision and Values (MVV) Steering Team
The MVV Steering Team has accomplished the following during the past two years. This team initially focused on gathering evidence from faculty, students, and staff about the need to revise CSC’s current mission, vision and values. Based upon campus surveys and open forums the evidence pointed in the direction to revise. During the 2015-16 academic year the team gathered, materials from various sources such as state statutes, board policy, regional context, and other, related factors to compile the relevant information. Some of this has been utilized for the HLC reaffirmation effort. With the shifting sands of external requirements, the continued progress of the steering team has been temporarily postponed. Once the HLC Comprehensive Visit is completed, a committee will be formed to pursue revising the CSC mission, vision and values.
Campus-Wide Assessment Committee
Purpose: The purpose and function of this committee includes the following
• Meet with all academic and Student Services and Student Affairs departments to review current assessment practices and documents
• Develop and implement avenues for units/programs to construct or improve their assessment processes and procedures
• Review all (academic and non-academic) annual reports and assessment documents pertaining to CSC programs
• After reviewing all relevant and current policies, processes, and procedures, create an assessment plan that will provide for alignment or campus-wide assessment practices to the MAP and mission.
The Campus-Wide Assessment Committee met 9 November 2016. Dr. David Nesheim, Interim Director of Assessment, and Malinda Linegar, Director of Institutional Research, are the committee chairs.
Academic Strategic Planning Committee
Purpose: Engage in systematic and integrated academic planning that is aligned throughout the campus. This includes understanding the current capacities of CSC, anticipating emerging factors, and evaluating the Academic planning process. It will also seek to align assessment, budget, and strategic planning processes. This committee appoints members to the HLC Quality Initiative Task Team that proposes, implements, and submits a final report.
This committee will meet 12 December 2016. This committee formalizes an informal process. I will chair the committee, as I did with the 2014-2018 MAP. One focus for spring 2017 will be to begin preparation for determining the process for development of the next MAP. During the 2017-18 academic year the process will be implemented to identify the priorities.