Institutional Effectiveness

I. INTRODUCTION

1. Purpose

Institutional Effectiveness (IE) at Atlas University is the systematic, evidence-based process by which the University measures its performance, ensures accountability, and demonstrates continuous improvement.

Atlas regards this process not as bureaucracy, but as worship through order — the manifestation of excellence as obedience to divine truth. Every review, every metric, and every assessment cycle is an act of stewardship before God and humanity.

2. Scope

This Manual governs all divisions: academic programs, administrative units, financial offices, and student services. It integrates Florida Commission for Independent Education (CIE) and accreditor expectations with the covenantal educational philosophy of Atlas University.

II. THEOLOGICAL AND PHILOSOPHICAL FOUNDATION

Institutional Effectiveness flows from Atlas’s belief that truth is unified, measurable, and fruitful.

“By their fruits ye shall know them.” – Matthew 7:20

Evaluation, therefore, is a sacred discipline. The pursuit of measurable outcomes honors the Creator who designed order in all things. The ultimate measure of institutional success is faithfulness to the University’s calling:
Glorificatio Dei per Omnes Disciplinas.

III. INSTITUTIONAL EFFECTIVENESS FRAMEWORK

Atlas University’s system is organized into five integrated levels of assessment:

  1. Mission Effectiveness – evaluates alignment between institutional activity and mission.

  2. Program Effectiveness – measures academic quality and learning outcomes.

  3. Administrative Effectiveness – assesses operational efficiency and resource stewardship.

  4. Faculty and Staff Effectiveness – evaluates performance and professional development.

  5. Student Success and Satisfaction – measures holistic outcomes, retention, graduation, and vocation.

All levels are coordinated by the Office of Institutional Effectiveness (OIE) under the Provost and the Registrar/Director of Compliance.

IV. GOVERNANCE AND RESPONSIBILITIES

  • Board of Trustees Receives annual IE Report; sets strategic goals based on outcomes.

  • President Provides executive oversight and ensures that effectiveness is integrated into planning.

  • Provost Directs academic assessment and supervises OIE.

  • Office of Institutional Effectiveness Designs instruments, collects data, maintains archives, coordinates reports.

  • Deans and Directors Implement program-level assessments, analyze results, and create action plans.

  • Faculty Define learning outcomes, measure results, and apply improvements.

  • Students Participate in course evaluations, surveys, and feedback systems.

V. ASSESSMENT CYCLE

Atlas follows a continuous annual cycle of assessment and improvement modeled after the Plan–Do–Check–Act process, expressed spiritually as Discern–Implement–Examine–Renew.

Discern (Planning)Define outcomes and benchmarks for programs and units.May–JulyImplement (Execution)Deliver instruction and operations with data tracking.August–AprilExamine (Analysis)Evaluate evidence against benchmarks; compile reports.MayRenew (Improvement)Apply insights, revise plans, allocate resources.June

All results feed into the Institutional Effectiveness Database, the official record of continuous improvement.

VI. ASSESSMENT COMPONENTS

1. Mission Effectiveness Assessment

  • Conducted every three years by the President’s Office.

  • Measures fidelity to the University’s mission and motto.

  • Instruments include stakeholder surveys, spiritual climate audits, and external peer review.

  • Key Indicator: Alignment Index (percentage of policies and programs explicitly tied to the mission).

2. Program Assessment

Each academic program must:

  • Articulate Program Learning Outcomes (PLOs) that are specific, measurable, achievable, relevant, and time-bound.

  • Map PLOs to Institutional Learning Outcomes (ILOs).

  • Collect direct (exams, theses, portfolios) and indirect (surveys, interviews) evidence.

  • Review results annually with documented action plans.

3. Administrative Assessment

Administrative units (Finance, HR, Student Services, IT, etc.) set annual Operational Outcomes (OOs) aligned with strategic goals—efficiency, service quality, compliance.
Evidence: key performance indicators (KPIs), client-satisfaction data, audit findings.

4. Faculty and Staff Assessment

Each faculty and staff member is reviewed annually on:

  • Performance against job description.

  • Professional development activities.

  • Contribution to institutional mission.

  • Student/faculty evaluations and peer review.
    Results inform promotions, renewals, and compensation.

5. Student Success Assessment

Metrics include:

  • Retention rate (target ≥ 80%)

  • Graduation rate (target ≥ 70%)

  • Job placement/continuing education rate (target ≥ 85%)

  • Student satisfaction (target ≥ 90% positive response)
    Data gathered via the Atlas Student Experience Survey (ASES) and Alumni Tracer Studies.

VII. LEARNING OUTCOMES FRAMEWORK

Institutional Learning Outcomes (ILOs)

All graduates of Atlas University will demonstrate:

  1. Spiritual Wisdom – ability to interpret reality through Scripture and covenantal theology.

  2. Critical Reasoning – capacity to analyze, integrate, and synthesize across disciplines.

  3. Moral Integrity – embodiment of ethical discernment and holiness in vocation.

  4. Creative Stewardship – skill in applying knowledge toward constructive, redemptive ends.

  5. Communicative Mastery – ability to articulate truth persuasively and beautifully in writing and speech.

Course Learning Outcomes (CLOs)

Each course defines 3–5 CLOs aligned with program and institutional outcomes; achievement assessed via rubric-based grading and embedded assignments.

VIII. MEASUREMENT AND EVIDENCE

Atlas employs multiple assessment instruments:

  • Direct Measures: Capstone projects, comprehensive exams, portfolios, research defense.

  • Indirect Measures: Surveys, exit interviews, employer feedback, spiritual formation inventories.

  • Qualitative Reflection: Narrative reports from faculty and students describing personal and intellectual transformation.

Evidence is archived in the Atlas Evidence Repository (AER) within the Institutional Effectiveness Database.

IX. DATA MANAGEMENT AND REPORTING

1. Data Integrity

All data entered into the AER must be validated by the OIE. Access is role-based and protected by FERPA-compliant protocols.

2. Reporting Schedule

  • Annual Program Assessment Reports due June 1.

  • Administrative Assessment Reports due June 15.

  • University-Wide IE Report submitted to the Board by July 15.

  • Public Summary Report posted to the University website by September 1.

3. Archival Retention

Assessment data retained for at least seven years for auditing and accreditation verification.

X. CONTINUOUS IMPROVEMENT AND STRATEGIC INTEGRATION

The findings from all assessments directly inform:

  1. Strategic Planning – Data used to refine five-year strategic objectives.

  2. Resource Allocation – Budget priorities determined by evidence-based needs.

  3. Curricular Revision – Courses modified based on outcome performance.

  4. Professional Development – Faculty training targeted toward identified weaknesses.

  5. Accreditation Reporting – Documentation provided for state and accreditor reviews.

Every recommendation from assessment must be accompanied by an implementation plan, responsible party, and timeline.

XI. EXTERNAL BENCHMARKING

Atlas University participates in national and faith-based benchmarking initiatives (IPEDS, NCES, and peer consortia). Comparative data are used to contextualize performance and identify excellence gaps.

XII. CULTURE OF EVIDENCE AND WORSHIP

Institutional Effectiveness at Atlas University transcends compliance. It represents the rhythm of intellectual and spiritual renewal—the constant calibration of knowledge to truth.
Data are not numbers but testimonies; metrics are not bureaucracy but liturgies of accountability.

Through disciplined assessment, Atlas ensures that every discipline truly glorifies God.

XIII. REVIEW AND AMENDMENT

This Manual is reviewed annually by the Office of Institutional Effectiveness and revised as necessary. Substantive changes require approval by the Provost, endorsement by the President, and ratification by the Board of Trustees.