6/27/2018 The Good, the Bad, and the Ugly: Using Data to Improve S - - PDF document

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The Good, the Bad, and the Ugly: Using Data to Improve S tudent Outcomes

Renea Akin, Ed.D., AVP of Institutional Planning, Research & Effectiveness West KY Community & Technical College Renea.Akin@ kctcs.edu SACSCOC Summer Institute, July 2018

Session Description



In t his session, t he present er will discuss how t he st rat egic use of qualitative and quantitative data led to improved st udent out comes at a comprehensive community college. Participants will identify ways administrators and faculty can work t oget her t o ident ify leading indicat ors for change.

Session Outline



Leading indicators for change



WKCTC examples

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The mission of West Kentucky Community and Technical College is to provide excellence in teaching and learning, promote student success, and support economic development. Creating a Data-Informed Culture in Community Colleges



Provide and present dat a in a way t hat is useful, useable, and act ionable.

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Kubler-Ross S tages of Viewing Data

1.

Denial:

2.

Anger:

3.

Bargaining:

4.

Hopelessness:

5.

Acceptance:

The 4 Disciplines of Execution (4DX)



Focus on t he Wildly Important



Act on the Lead Measures

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Keep a Compelling Scorecard

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Creat e a Cadence of Account ability

Focus on the Wildly Important Goal(s)

Number of Goals 1-3 4-10 Goals Achieved wit h Excellence 1-3 1-2

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Act on the Lead Measures

Lag Measure



Big goals

Lead Measure

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St eps t o reach t he goal

Types of Lead Measures

Intermediate Outcome



“ Bites” of t he lead measure t hat are achievable on a short er t erm

Leveraged Behaviors



Specific behaviors that impact the

• ut come

Act on the Lead Measures

Lag Measure:



Improve fall-to-fall retention rate from X to Y by DATE.

Lead Measure:



Improve fall-t o-spring ret ent ion rate from XX to YY by DATE. (Int ermediate measure)



Implement an early alert syst em. (Leveraged behavior)

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Keep a Compelling S corecard Create a Cadence of Accountability



Regular and ongoing discussion

Focus on the Wildly Important

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Focus on the Wildly Important



Mission



Funding



Accountability

WKCTC S trategic Planning Mandates

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Kent ucky Communit y and Technical College Syst em (KCTCS) St rat egic Plan



Performance Based Funding

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Council on Post secondary Educat ion (CPE) St rat egic Agenda

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CPE Diversity Plan

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Act on the Lead Measures

Lead Measure: Sources

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Achieving t he Dream

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Complet ion by Design

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Voluntary Framework for Accountability

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National Benchmarking Proj ect

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Communit y College Research Cent er (CCRC)

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Cent er for Communit y College St udent Engagement (CCSSE)

Align Lead Measures and Leveraged Behaviors

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Intervention Preparedness Course Retention Persistence Basic skills course success Basic skills sequence success Course success Completion No late registration policy

X X

Early warning

X X

First-Year Experience program

X X

Programs of study (meta majors)

X

Completion signaling

X

Summer boot camps

X

High school/ college curriculum alignment

X X

PD for faculty

• n

engagement strategies

X X X

PD for faculty

• n cultural

competencies

X X X

Intracollege departmental curriculum alignment

X X

Mentoring

X X

Supplemental Instruction

X X X

Course acceleration

X X

Appropriate learning

• utcomes

X

Backward Mapping to Connect Lag and Lead Measures

Act on the Lead Measures

Lag Measure: Lead Measure Current Result (From X) Desired Result (To Y) Deadline (By When) Measurement

• Focuses on what needs t o be accomplished, not how
• Predictive
• At least 80%

actionable by the unit

• Ongoing process, not “ one and done”
• Measureable

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Keep a Compelling S corecard

Creating a Data-Informed Culture in Community Colleges



Provide and present dat a in a way t hat is useful, useable, and act ionable.

Create a Cadence of Accountability

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Who is Responsible?

Lag Measure: Lead Measure Current Result (From X) Desired Result (To Y) Deadline (By When) Measurement Responsible Party

• Focuses on what needs t o be accomplished, not how
• Predictive
• At least 80%

actionable by the unit

• Ongoing process, not “ one and done”
• Measureable

RASIC Matrix

Person A Person B Person C Person D Person E Task 1.1 R, A S I Task 1.2 A I S S C Task 1.3 I R S I Task 2.1 A R C R = Responsible A = Approves S = Supports I = Informed C = Consult ed

Monitor Progress



Quantitative data to date

 Disaggregat e 

Qualitative data

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Questions?

Renea Akin, Ed.D., AVP of Institutional Planning, Research & Effectiveness West KY Community & Technical College Renea.Akin@ kctcs.edu SACSCOC Summer Inst it ute, July 2018