Institutional Effectiveness Team
The IE Team at Texas Tech University consists of the following:
Vice Provost for Institutional Effectiveness
The central oversight administrator of the TTU IE Model reports directly to the Provost and, therefore, maintains not only the oversight of the other units within the area, but works collaboratively with central administration. The function role of the Vice Provost for Institutional Effectiveness is oversight of the various units, but also with accounting for relevant, if not specific, information about institutional activities not directly related to the institutional effectiveness model, such as institutional audits and Presidential announcements.
Accreditation and Compliance
The institution-level SACSCOC Reaffirmation of Accreditation is a continuing process that requires ongoing activity. While the ten-year Reaffirmation of Accreditation process and the Fifth Year Interim Report preparation are the most significant activities within the reaffirmation cycle, the success of these initiatives relies on a number of compliance activities, such as timely substantive change notifications, working appropriately with the Coordinating Board, annual operating policy and procedure audits, campus notifications of changes in SACSCOC expectations, maintenance of various accreditation bodies across campus, and annual review of assessment reports. The Office of Accreditation and Compliance is a shared responsibility led by the Office of the Provost.
Institutional Research (IRIM)
Information Technology and Institutional Research/Information Management administrators work closely with Institutional Effectiveness staff on gathering and reporting data. Additionally, they work with the other IE units in the development of data management opportunities that can equip the unit to fulfill its purpose, including database development support. Institutional Research is led by the Assistant Vice President for Information Technology.
Office of Planning and Assessment (OPA)
OPA contributes to the university mission by promoting and leading institutional effectiveness activities; facilitating the measurement and analysis of institutional assessment data, and supporting institutional compliance with the requirements of the State of Texas, the Texas Higher Education Coordinating Board (THECB) and the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC), and providing substantive feedback to the institution and its component units that ensure evidence of continuous improvement. OPA is Director led.
Functional Operation of the IE Team
Despite the obvious connection among each IE component and other existing offices, the division of responsibilities is collaborative rather than absolute. Each unit that makes up the IE area contributes to compliance, strategic planning, and data management. However, each unit does take unique leadership for a related aspect of the IE Model.
Institutional Effectiveness, the central component
The primary function of institutional effectiveness is that it ties together compliance, planning and assessment, and data management . Additionally, this ensures that TTU's IE efforts promote the mission, vision, and integrity of the institution.
Accreditation and Compliance
The compliance function of institutional effectiveness at TTU is primarily related to SACSCOC reaffirmation efforts, but also includes other accrediting agencies and the Texas Higher Education Coordinating Board (THECB). The role of compliance and accreditation, to some extent, overlaps with each of the other institutional effectiveness components. The relationship of Accreditation and Compliance with the other components is to provide guidance related to reaffirmation efforts and to ensure ongoing attention to required processes and reporting.
This component works collaboratively with the other two components to ensure that data is collected, stored, and accessed efficiently and used appropriately. It is largely driven by technology infrastructures already used throughout Texas Tech, but is equipped with the resources needed to inform decision-making. Because of nature of how the data is used, the nature of this component is integrity. Data management receives feedback from compliance on how advances can be made to data reported, but also works with the strategic planning process to assist with benchmarking and continuous improvement.