SACS Reaffirmation of Accreditation Site
Overview Compliance Certification Quality Enhancement Plan   Hillsbrough Community College
2.5 Institutional Effectiveness
The institution engages in ongoing, integrated, and institution-wide research-based planning and evaluation processes that incorporate a systematic review of programs and services that (a) results in continuing improvement, and (b) demonstrates that the institution is effectively accomplishing its mission.
Off Site Committee Comment

The institution has a biennial planning process that was adopted in April 2004.  This revised planning process resulted from a 2003 analysis that indicated weakness in strategic planning.  The description of the biennial plan suggests an actual four-year cycle, which places HCC in the first year of implementation of the revised system.  The revised planning system is designed to be ongoing; however, the committee was unable to conclude that the institution has sustained a planning system through a full cycle since the 1990s.

Evidence is provided that a goals and assessment program was in place prior to 2004; however, only the 2001-02 goals are presented in the documentation with an evaluation report for a different set of goals for 2002-03.  The report did not provide explicit description of use of results for continual improvement.  A “model program review system” was in place, but again, use of results was not specified.  These program reviews were scheduled on a five-year cycle, which was not completed for all units before adoption of the new system.  The On-Site Committee should seek evidence that the institution’s planning and evaluation processes are ongoing and incorporate program reviews.  The Committee should also seek verification that the results of the evaluations are used to improve programs and services.

Response of the Institution

Hillsborough Community College (HCC) has in place integrated and ongoing processes that document a use of assessment results for continuous improvement.  The following text will address the comments of the Off-Site Committee.

HCC is currently in the third year of a four year timeline related to development and closure of the biennial plan.  In year one (2004-05), the 2005-07 Institutional Effectiveness Plan was developed.  In year two (2005-06), Fall 2005 progress reports were completed per every unit objective reflecting activity from July to December of 2005. Also, please reference tab 5, labeled "Fall 2005 Progress Report" for each unit planning objective within the Online Planning System. The Online Planning System is located in a separate file on the DVD provided (See Navigation Instructions).  

2006-07 brings us to year three.  This fall, the College will complete a second iteration of progress reporting toward implementation of the 2005-07 Plan.  Also in year three development of the 2007-09 biennial plan has begun with completion of two strategic analyses 1) Critical Success Factors: Measures of Institutional Effectiveness and 2) an Environmental Scan.  They will be used to inform a review of College mission, goals, and strategic imperatives to be completed this summer.  The Fall 2006 progress report of unit objectives, as well as the new 2007-09 college goals will be available for inspection by the On-Site Committee. 

Year four (2007-08) will bring closure to the 2005-07 plan with a final report of achievement and the first year of implementation of the 2007-09 plan.

Prior to launch of the current planning process discussed above, the HCC District Board of Trustees developed Board Goals and assessed their achievement annually.  The goals and the assessment results are displayed below for years 1999-2000 to 2004-05.  The assessments were and still are reviewed by the Board in their annual appraisal of the College President’s performance.  Consequently, modifications in strategic direction were based upon those results. 

In concert with the above, at least since 1995, Accountability Outcomes Measures Reports were developed annually displaying HCC’s performance on state accountability measures.  Those reports are also shown below for select years. These data are now incorporated within the aforementioned Critical Success Factors document (e.g. indicators, A-2, A-4, A-5, B-4, B-5, B-6). 

Board Goals and Assessment Results, 1999-00 to 2004-05

Board Goals

Board Goal Assessment


Accountability Outcome Measures Report



1999 Report



2000 Report



2001 Report



2003 Report



State Accountability Data Delayed




As discussed in the Compliance Certificate for CR 2.5, it was in 2003 that the College engaged in a Baldrige Quality Award self-assessment.  The results of this evaluation led directly to the planning process and program review model adopted in 2004 and in implementation today.

The program review model (not “model program review,” as misquoted by the Off-Site Committee) requires that progress reports be developed for two semesters following completion of the reviews.  The follow-up reports are central to demonstrating a use of results of this evaluation. 

The reviews and follow-up reports are electronically archived at the website of the Departments of Institutional Research and Management Information Systems allowing users to track the use of results of review recommendations.  The website reflects reviews that have occurred since adoption of the current model in 2004.  This includes the final year of the prior five year review cycle (Associate of Arts and Industrial Management in 2004-05) and implementation of the next five-year cycle beginning in 2005-06 through 2009-10. The table below provides examples of how the results of program review have been used. More detail is contained within the follow-up reports.

Program Review, Use of Results

Unit Reviewed

Evaluation Results

Use of Results

Associate of Arts

Hispanic students constitute 19% of program enrollment.  No course in Hispanic literature or humanities is offered.  Develop curricular offerings in Hispanic literature and humanities.

A new course, HUM 2461 Latin American Humanities was developed in response to student demographics and a commitment to promoting a global perspective.  It has been approved by the Academic Affairs Committee and the Board of Trustees.  It will first be offered in spring 2007.

Develop methods to assess AA program outcomes and general education competencies using quantitative data.  This will support a determination of why HCC students are not achieving at the same levels as other institutions with respect to completion rates and GPA at a SUS institution.

Methods were developed to quantitatively assess general education competencies within the AA degree including student outcome rubrics as assessed by faculty and the MAPP test of general education outcomes was piloted in 2005 with another administration scheduled for fall 2006.

Industrial Management

It is recommended that standardized assessment mechanisms be developed to demonstrate student learning as an outcome for graduation.

Completed. Industrial Management program outcomes have been developed and assessment measures have been identified. These are on file in the office of the Director of Technical Programs.

It is recommended that students be coded into the admissions system as a cohort group to promote retention.  An advisor should be brought into Brewster to register the students as a cohort group.

Students from the Brewster program are registered and move through the program as a cohort.  The articulation being developed with Kforce will also incorporate the cohort system. 

Criminal Justice

Anecdotal evidence as well as student surveys indicate that there is both a desire and a need for additional Criminal Justice classes.  The Task Force developed six recommendations for addressing this challenge (followed by additional text in the complete report).

The Academic Affairs Committee approved: Introduction to Computer Crimes (CJE 1680) to be offered in spring 2007.

Civil Rights and Liability, awaiting the state’s designation of a course number.

Joint credit and non-credit seminars in Fingerprinting are being developed for Fall 2006.

Develop strategies for providing career information to students and assisting them in identifying employment opportunities.

A Criminal Justice website has been created which provides links to employment opportunities within the field.

Radio & TV Broadcasting

It is recommended that industry-standard hardware and software be purchased and that a fixed refresh cycle be implemented.

$10,000 has been allocated for the purchase of new MacIntosh computers & video equipment .  OIT staff are working to establish a refresh cycle for the college.


It is recommended that there be a subscription to a news wire service, such as Associated Press, so students in the program can learn to rewrite news, produce a newscast, and announce the news without infringing on copyrighted news.

Program coordinator Ron Shearer has obtained educational agreements with different news services including Metro News.

Center for International Education

Survey administrators and professional/managerial staff to determine their interests in international education and document relevant experiences and skill sets (living in another country, foreign language skills, etc.).

The Director of International Education has asked three sister colleges for examples of survey instruments and has begun to explore survey and database design options with IT3 and


Accelerate efforts to infuse global perspectives into the curriculum by organizing a series of professional development workshops for faculty and exploring other modest “catalyst” investments in curricular improvement, such as a mini-grant program.

As reflected in the Associate in Arts Program Review Follow-Up Reports, current humanities courses (HUM 2210 and 2230) have been expanded to include Hispanic humanities.  HUM 2461 Latin American Humanities is also under development.  The Director and two faculty members are working with colleagues at Corozal Junior College (CJC), Belize to have a CJC faculty member serve as a Visiting Lecturer to teach Caribbean Literature and assist with curriculum development. 

Continuing Education/Community Services

It is recommended that the Continuing Education Office implement an on-line registration system.

The “Open Enrollment” module to interface with our Datatel system has been purchased.  The Office of Information Technology’s project team have begun the detailed planning, as well as the identification of critical resources. The module will be tested during Summer Term 2006.


It is recommended the Continuing Education Office develop an annual enrollment report to include a student body demographic profile.

Ongoing discussions with Institutional Research to include continuing education students in data retrieval will enable Continuing Education to provide non-traditional and quick-response training to the community.  Update:  IR has developed an expanded enrollment report reflecting con. ed. programs for fall terms.  The first annual report will be available this September.


Program reviews completed prior to adoption of the 2004 model are available for examination by the On-Site Committee.

Program review recommendations not achieved by the 2nd progress report may become “objectives” in the corresponding unit plan, thereby providing a nexus with the planning process and further ensuring a use of evaluation results.  The integration of the planning and program review processes can be directly monitored by the electronic planning system employed by the College.  An example – the  2005-07 Student Services objectives all stemmed from program review recommendations completed in the previous five year cycle.  For instance objective #2 “to improve communication to students by providing targeted, planned communication via Campus Cruiser/ email” is recorded in the electronic planning system as responding to program review recommendations #2 to “engage students through planned, continuous communication.”  One of the action items specified within recommendation #2 is to “provide student email access.”


Supporting Documentation

Fall 2005 Progress Reports

The Critical Success Factors:  Measures of Institutional Effectiveness

Environmental Scanning results

Hillsborough Community College District Board of Trustees Goals (listed above in chart by year)

Board Goal Assessment Results (listed above in chart by year)

Accountability Outcomes Measures Reports (listed above in chart by year)

Schedule of Program Reviews, 2005-2010

2005-07 Student Services Objectives