Chapter 6 Academic Quality and Renewal Flashcards

1
Q

What are crucial components of a healthy college?

A

A community of teachers and scholars and an innovative, robust, and contemporary curriculum

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2
Q

What do prospective students and their families consider when deciding on an institution?

A

The richness and relevance of academic programs and scholarship

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3
Q

What is often a good indicator of the health of an institution?

A

The ability of an academic program to help students in their pursuits

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4
Q

What concerns have been raised regarding the academic core of a campus?

A

Changes in fundamental and potentially detrimental ways due to heightened emphasis on postgraduate outcomes and reliance on contingent faculty

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5
Q

How can campuses maintain academic programs effectively?

A

By using data and analytics to understand student expectations and address employer and legislative needs

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6
Q

What can leaders do to promote the academic health of an institution?

A

Facilitate the adoption of a comprehensive and flexible approach to using evidence within academic programs

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7
Q

What is the benefit of using data to renew academic programs?

A

It can help avoid the difficult and expensive process of creating new programs or disbanding existing ones

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8
Q

What have offices of institutional research, effectiveness, and assessment focused on?

A

Answering the question, ‘Are our students learning?’

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9
Q

What do equitable assessments focus on?

A

Opportunities for improving teaching practices rather than identifying perceived deficits of students

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10
Q

What is a notable characteristic of equitable assessment?

A

It gathers diverse perspectives from different teams and community members throughout the assessment process

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11
Q

What do disaggregated data help identify in equitable assessments?

A

Structural and pedagogical deficits instead of limitations of students

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12
Q

What factors contribute to pockets of excellence in data use at colleges?

A

Effective use of data to strengthen teaching, learning, and support; promote research excellence; and maintain a relevant curriculum

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13
Q

What are distinguishing characteristics of academic majors or departments that lead in data use?

A
  • Awareness of available data
  • Continuous learning about relevant methodologies
  • Use of a measurement framework aligned with strategic goals
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14
Q

What is necessary for a culture of evidence to be effective in colleges?

A

Deep organizational reach and alignment among senior campus leaders

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15
Q

What challenges do department chairs face during their transition?

A

Managing a department while maintaining teaching, research, and scholarship

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16
Q

What percentage of department chairs receive no formal training?

A

67%

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17
Q

What is a common issue with the training department chairs receive?

A

It is often inadequate, with many chairs receiving ten hours or fewer

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18
Q

True or False: Department chairs are typically well-prepared for their leadership roles.

A

False

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19
Q

What is a primary goal of campuses pursuing equity-driven assessments?

A

To promote more equitable outcomes while ensuring academic quality

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20
Q

Fill in the blank: A comprehensive assessment framework should be ______.

A

[well established and routinely monitored]

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21
Q

What are common barriers to effective use of data and analytics in colleges?

A
  • Differences in priorities among leaders
  • Lack of capable leadership in departments
  • Narrow definitions of success
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22
Q

What is the role of data in the leadership journey of college presidents and provosts?

A

They often become change agents using data to facilitate improvement

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23
Q

What do department chairs typically want to know when asked to use data?

A

What is in it for their department

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24
Q

What percentage of department chairs receive no formal training from their institutions?

A

67%

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25
Q

How many hours of formal training do most department chairs receive?

A

Ten hours or fewer

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26
Q

What is the average term length for department chairs?

A

Four years

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27
Q

What type of contest is the process of becoming a department chair often described as?

A

Popularity contest

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28
Q

What is a key requirement for department chairs to succeed?

A

Familiarity with and comfort using campus data

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29
Q

Why is it important for department chairs to have formal training?

A

To make informed decisions based on evidence

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30
Q

What can well-equipped department chairs impact?

A

The strategic and financial weight of an institution

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31
Q

What do provosts and deans often introduce to create standardized approaches among departments?

A

Measurement frameworks

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32
Q

What is a challenge when implementing measurement frameworks from other campuses?

A

They may not capture the distinctiveness of the institution

33
Q

What is necessary for establishing a positive culture of evidence?

A

Trust and clearly defined goals

34
Q

What significant financial challenges did colleges face during the COVID-19 pandemic?

A

Enrollment declines and state budget deficits

35
Q

What were some of the immediate financial actions taken by colleges during the pandemic?

A

Hiring freezes and budget cuts

36
Q

What metrics do provosts and deans use to measure financial health?

A
  • Costs of instruction and advising * Workloads * Average teaching loads * Class sizes * Student-faculty ratios
37
Q

What is a primary challenge related to teaching capacity and student credit hours?

A

Pulling data together from integrated systems

38
Q

What is a potential issue with release time in departments?

A

It often results from political exercises and handshake agreements

39
Q

What role do departments play in the context of enrollment?

A

They provide both high-cost and low-cost programs

40
Q

What is the ‘fifteen-to-finish’ initiative aimed at?

A

Encouraging students to take fifteen credits per semester

41
Q

What is a key factor influencing enrollment in programs?

A

Local and regional employment needs

42
Q

What do department chairs need to effectively schedule courses?

A

Data on anticipated course demand

43
Q

What is a key metric for understanding student success and equity at the department level?

A

Grades and time to degree

44
Q

What do major flow metrics indicate?

A

Net major growth or decline

45
Q

What is a common problem with traditional two-semester course offerings?

A

They do not adapt to changing student enrollment patterns

46
Q

What is a significant factor when analyzing anticipated course demand?

A

Prerequisite grade data

47
Q

What can help department chairs identify gaps in program offerings?

A

Net employer demand data

48
Q

What percentage of students transfer at least once during their academic journey?

A

Nearly 40%

49
Q

What type of metrics do departments need to influence student success?

A

Metrics they can control, such as grades and course offerings

50
Q

What is a key factor that departments need to consider when evaluating metrics?

A

Metrics need to be related to things departments can influence.

51
Q

What grades are commonly analyzed in course grade analyses?

A

D, F, W (withdrawn) and sometimes I (incomplete).

52
Q

Why is it important to also pay attention to A and B grades in grade analyses?

A

They could suggest grade inflation.

53
Q

What does the DFW model refer to?

A

The analysis of D, F, W grades to improve student outcomes.

54
Q

What trend is observed in grade averages from college algebra to calculus I?

A

Average grades decrease while the variation in grades increases.

55
Q

What are some equity gaps identified in calculus I course grades?

A

Gaps exist for women, students of color, and women of color.

56
Q

Why are efforts to measure major graduation rates considered ill-advised?

A

Students declare majors at different points and transfer students have varying credits.

57
Q

What is the significance of the University of Maine’s evaluation of academic departments?

A

It uses graduation rates and time-to-degree metrics calculated once a student reaches junior status.

58
Q

How has adult education historically evolved in the US?

A

It has adapted to social and economic needs, leading to innovations in curriculum.

59
Q

What percentage of adults aged 25 to 34 had a college degree in 2019?

A

More than 50%.

60
Q

What is a major challenge facing higher education today?

A

Job automation and the gig economy.

61
Q

What is a key metric for adult and continuing education programs?

A

Employment rate for students who complete a credential.

62
Q

What does the term ‘stackable credentials’ refer to?

A

Credentials that can be accumulated over time for greater educational value.

63
Q

What type of data can help assess the effectiveness of remote teaching?

A

Usage data from learning management systems.

64
Q

What are some key indicators of student engagement in online courses?

A

Total number of logins, average minutes per login, and days since last login.

65
Q

What should be tracked along with student engagement in learning management systems?

A

Faculty engagement metrics.

66
Q

What is crucial for programs that have an exam or licensure requirement?

A

Percentage of students who become licensed.

67
Q

What can happen if employers are not engaged in curricular renewal?

A

Programs tend to atrophy.

68
Q

What is a critical function of academic departments beyond serving students?

A

Creation of knowledge and creative works.

69
Q

How do institutions prioritize research metrics based on their research infrastructure?

A

They vary from immature to mature, focusing on quantity or quality.

70
Q

What unintended consequences can arise from setting goals to increase research activity?

A

They can occur if parameters for grant size and indirect cost recovery are not clearly defined.

71
Q

What is the conclusion about institutional effectiveness?

A

It depends on the quality of academic programs and effective communication between departments and leadership.

72
Q

Who are the senior campus leaders mentioned in the text?

A

Provosts and deans

73
Q

What is a common misconception of senior campus leaders regarding performance measures?

A

They believe that measures for the entire college are applicable to the front line

74
Q

Who typically occupies the front line in a college?

A

Department chair

75
Q

What do department chairs hold that is crucial for a college’s success?

A

Keys to a unique economy of scale

76
Q

What does the economy of scale tell about a college?

A

Whether it is successfully pursuing its goals

77
Q

What is necessary to unlock the collective impact of departments?

A

Commitment to using timely, accurate, relevant, and integrated data

78
Q

What type of data is needed for actionable insights in a college?

A

Timely, accurate, relevant, and integrated data