Metric Percent of Effort

Comments

Mission Statement

Number of Employees by type (Auth/OH)

Budget (Sources/Uses of Funds)

Organization Chart

Contributions to Degree Programs/Learning Experiences

Contributions to Preparation for regional/global professions

Contributions to a Spirited Campus Environment immersed in Bayou Region culture

Contributions to University Key Performance Indicators (KPIs) SEE FOLLOWING PAGES

Organizational Objectives (and KPIs)

Organizational Mission Presentation

Vision: To be the intellectual, economic & cultural Heart of the Bayou Region

Mission: Nicholls delivers accredited degree programs and comprehensive learning experiences to prepare students

for regional and global professions within a spirited campus environment immersed in Bayou Region culture.

AIR Mission The Office of Assessment & Institutional Research provides relevant and reliable university data to the campus community and its governing boards to affirm, guide and improve university governance and management.

PIE Mission The Office of Planning and Institutional Effectiveness (PIE) provides the campus community relevant, reliable data to support accreditation needs across campus and a process of assessment to support a culture of continuous improvement, as well as examining effectiveness and efficiency in all units, to support the mission of the university.

Organizational Chart

Assessment & Institutional Research

Organizational Chart 2010

Director

Assessment &

Institutional

Research

Assistant

Director of

Institutional

Research

Research

Assistant

Administrative

Assistant

Research

Assistant

Assistant

Director of

Assessment

Planning and Institutional Effectiveness

Organizational Chart 2015

Executive Director

Planning and

Institutional

Effectiveness

Renee Hicks

Assessment and

Institutional Research

Director

Leslie Dishman

Associate Director

Melanie Collins

Research Assistant

Tucker Handley

Administrative

Assistant 4

Institutional

Effectiveness

Coordinator

Research Assistant

Stacy Pate

Historical perspective of how we have evolved as a unit.

Budget

$118,625

$48,333

$59,552

SACSCOC and Assessment - Instruction Total Budget $226,510

Salaries (Covers 25% AIR Staff and 75% PIE Staff)

Related Benefits

Other (Faculty Evals, Digital Measures, SACSCOC Travel)

$147,750

$66,201

$2,471 $4,036

Institutional Research – Institutional Support Total Budget $220,458

Salaries (Covers 75% AIR Staff)

Related Benefits

Student Labor

Other (Supplies, Operating Serv, Cap Outlay)

Contributions to accredited Degree Programs/ Learning Experiences

o Provide university data for administrators and Program coordinators to evaluate performance for governance and management

o Distribute, collect, and analyze surveys both at departmental level and university level that measure all aspects of learning experiences

o Provide complete support for accreditation as SACSCOC liason and data support for other national accreditation organizations

70%

Contributions to Preparation for regional/global professions

o Distribute, collect, and analyze surveys of graduates and employers to measure our finished product.

10%

Contributions to a Spirited Campus Environment immersed in Bayou Region culture

o Provide Exceptional Service to the Campus community with a team based approach and a customer friendly attitude

o Provide support to units like Housing, Greek Life, and Auxiliary Services for evaluation and continuous improvement

20%

KPI Nichols Thresholds

How PIE & AIR Contributes to KPI G A R

S-2.1: % of Business/Industry affirming Quality of grads

100% 70-100% < 70% Distribute, Collect, and Analyze Employer Surveys for Academic Departments

S-2.3: % of grads employed (in discipline/ in region) within one year of graduation(or grad school)

> 75% 50-75% < 50%

Distribute, Collect, and Analyze Employment Survey upon Graduation; this information is also reported within the GRAD Act annual report; Maintain the HiRE account of Nicholls State University on the Louisiana Workforce Commission website.*

S-3.1: Student Satisfaction Survey

ALL Above Avg.

8 Above Avg.

< 7 Above Avg.

Distribute, Collect, and Analyze Noel-Levitz Student Satisfaction Survey

S-3.2: Retention rate

75% 70-75% < 70%

Calculate and disseminate Retention, Progression, and Graduation Rates for governance and management; Analyze and disseminate student Survey data to highlight At-risk indicators on students for advisors; Provide further research into factors affecting retention including data on transfer-out students through Student Clearinghouse

P-1.1: Enrollment

> 5% 0-5% < 0

Produce Reports/Lists to aid Departments and Administration in monitoring Enrollment Each semester; Provide enrollment predictions; Provide analysis of current market trends

P-2.1: Number of Out of State Students > 500

400 - 500

< 400 Provide data on Out of State Students for governance and management

University KPI Contributions from PIE & AIR – p.1

KPI Nicholls Thresholds

How PIE & AIR Contributes to KPI G A R

P-2.2: Number of International Students > 250

150 - 250

< 150 Provide data on international students for governance and management; Provide support data for SEVIS reporting

P-5.1: Foster Cost Effective Programs (ROI)

> 20% 5-20% < 5% Provide Cost Analysis by Department for Administrative decisions

P-7.1: Percent-age of SACSCOC Standards documented in compliance

100% --- <100%

Support Programs and Departments with data and survey results to maintain SACSCOC compliance. Monitor Compliance with SACSCOC policies, including Substantive Change.

P-7.2: Percent-age of Programs Eligible for Accreditation that are accredited

> 90% 80% < 80%

Support Programs with data and survey results to maintain accreditation status. Maintain a focus on student learning outcomes assessment and continuous improvement.

P-7.3.1: Completed Quality Annual Plans and PLO Reports

100% 90-

100% <90%

Complete AIR/PIE Annual Plan each year. Monitor completion of all Annual Plans across units and support the process to make it meaningful by linking to the budget process.

P-8.1: Employee satisfaction rate

≥ 80% 70%-80%

< 70%

Disseminate, Collect and Analyze Faculty Survey; Foster a cohesive team based work environment with customer friendly can do attitude; assist faculty with dissertations

P-8.2: Employee turnover rate ≤ 3% 3%-6% ≥ 6%

Provide monthly reports to HR on Faculty in order to help calculate turnover rates

University KPI Contributions from PIE & AIR – p.2

KPI Nicholls Thresholds

How PIE & AIR Contributes to KPI G A R

P-8.4: Equitable Faculty Salaries (% of SREB avg.) ≥ 90%

70%-89%

< 70% Report University Salary Data to CUPA (Data source for SREB)

C-2: Continuously improve core work processes (List Targets)

Develop and Maintain COGNOS Reports that improve work efficiency for other departments as well as AIR

C-3.2: Optimal use of classroom space (space factor) < 1.0

1.0 - 2.0

> 2.0

Monitor and maintain database for Board of Regents Space Utilization reporting. Includes data checks and manual updates to ensure facilities/rooms are coded correctly; GA and staff walk campus to note changes

C-3.2.A: Optimal use of lab, office & other space (space factor) < 2.5 2.5-4.0 > 4.0

Monitor and maintain database for Board of Regents Space Utilization reporting. Includes data checks and manual updates to ensure facilities/rooms are coded correctly; GA and staff walk campus to note changes

C-4.1: Employee satisfaction rate

≥ 80% 75-80% < 75%

Disseminate, Collect and Analyze Staff Survey; Foster a cohesive team based work environment with customer friendly attitude; Foster can do attitude and cross-train staff

C-4.2: Employee turnover rate

≤ 3% 4%-5% ≥ 5% Provide monthly reports to HR on Staff in order to help calculate turnover rates; Retain exceptional AIR staff – newest employee has been here 3.5 years

C-4.4: % employees satisfied w/learning/growth opportunities ≥ 75% 60-75% < 60%

Disseminate, Collect and Analyze Faculty/Staff Survey; Developed in-house COGNOS training and help documentation for AIR staff; Insure employees can attend annual LAIR conference; Host CAFÉ presentations; Present survey findings to Administration lead groups

University KPI Contributions from PIE & AIR – p.3

KPI Thresholds

Why this indicates attainment of the objective G A R

OBJECTIVE 1: Provide accessible and reliable data to the campus community and its governing boards

KPI Insure Clean Audits (GRAD Act & BoR) 0 issues

>1 non-reported

issue

>1 reported

issue

Measures data reliability for the University’s KPI measures

KPI

Monitor monthly hits of AIR website

Measures accessibility

KPI Monitor Faculty/Staff publication satisfaction

>60% 50%-60%

<50% Measures accessibility

OBJECTIVE 2: Responding Promptly to Data Requests

KPI Measure Average Response to Data Requests via AIR web Tracking system (monthly)

< 1 week 1-2

weeks >=2

weeks

Measures Promptness

OBJECTIVE 3: Support campus culture of continuous improvement

KPI Moving Surveys into Qualtrics

100% 50% <50%

We lost access to the previous software for surveys. We are currently using Google Forms as a make-shift, but it has limitations. Qualtrics would give us ability to control survey distribution campus-wide, eliminating survey overload!

KPI Move Faculty Evals Online Eliminate the current paper process to eliminate human error and make comments completely confidential. (no hand written).

KPI Move University Assessments to Live Text

PLO Reports are already in LiveText. Move Annual Plans so they will be uniform and easily aggregated.

PIE & AIR Organizational Objectives

ULS Data Dashboard

KPI Thresholds

Why this indicates attainment of the objective G A R

S-2.2: % of grads in region’s top 100 “leadership” positions

> 50% 25-50% < 25% Reflection of the institution’s ability to produce leaders for the region

P-1.2: On-line FTE (New Students)

> 200 100 - 200

< 100 Essential to tap out of region market for growth (insufficient new students locally)

P-3.3: Current/active agreements with partners

> 25 10-25 < 10 Demonstrates working engagement with external entities

P-5.2: Add/resource innovative programs

> 2 per year

1 per year

0 per year

Demonstrates institutional commitment for innovation

P-6.2: Significant Learning Opportunities (per FTE/Year)

> 1 0-1 < 0 Demonstrates student are afforded recognized opportunities

P-6.3: Students engaged in Undergraduate Research/Service Learning

> 50% 20-50% < 20% Indicator of stronger faculty relationships, student satisfaction with college, and increased likelihood to graduate

University KPI’s not considered

KPI Thresholds

Why this indicates attainment of the objective G A R

P-7.3.2: Exceptional Score on Rubric Scores from APA/AP/PLO Reports

> 50% 40-50% < 40% Exceptional Score (2) average on rubric scores for APA/AP/PLO reports

C-1.1: Faculty presentations/papers on the scholarship of teaching/learning

> 3 per year

1 – 3 per year

< 1 per year

Demonstrates commitment to discovery of innovative teaching

C1-.2: Creation/piloting of innovative teaching methods

> 3 per year

1 – 3 per year

< 1 per year

Demonstrates commitment to leadership in innovative teaching

C-3.1: Deferred Maintenance ($ millions)

< $10 $10-20 > $20 Ensures that sufficient funds have been provided to keep the physical plant running efficiently and effectively

University KPI’s not considered