Institutional Assessment

As outlined in GBC’s Institutional Assessment Plan, 2015-2020, Great Basin College assesses its mission and core themes, programs and operations, and expected student learning outcomes in academic programs and courses. Below are the indicators and reports evaluating GBC’s performance in fulfilling its mission and in meeting the expectations for achieving its core theme objectives and its strategic plan. GBC’s core themes and objectives arise from and encapsulate its mission.

Mission Fulfillment

The interpretation of mission fulfillment is achieved by analyzing 33 indicators in 19 criteria organized into seven mission elements. Annual data are collected as a trend from the baseline, 2011-12, and the most current, three-year period is assessed as to whether or not the stated expectations are met. Updated data are presented to GBC’s President’s Council for discussion and review and President Curtis evaluates mission fulfillment based on the data and the discussion. An acceptable level of mission fulfillment is reached when 85% of all of the criteria are met. An annual written summary evaluates the full scope of mission fulfillment. Below are the most current documents in support of this effort.

• Mission Fulfillment: Criteria, Measurements, and Expectations
• Mission Fulfillment Narrative, February 2016

Core Theme Objectives Achievement

Three institutional Core Themes arise from GBC’s mission and describe what GBC does:

1. Provide Student Enrichment;
2. Build Bridges and Create Partnerships; and
3. Serve Rural Nevada

Each has three supporting objectives and numerous indicators that serve to monitor GBC’s performance. Below are current core them objective indicators and expectations and the most current assessment of core theme achievement.

• Core Theme Objectives, Indicators, and Expectations
• Core Theme Review, February 2016

Strategic Planning Assessment

GBC’s 2014-2021 Strategic Plan is based in its core themes. Core theme objectives, indicators, and expectations frame GBC’s performance. Each indicator is assigned to a responsible party who reports annually on activities in support of meeting the expectations for each indicator. This, in turn, supports the planning process by delivering a timely synopsis of where we are currently and what we need to do in the future to better meet or exceed those expectations. Below are the strategic plan, documentation on responsible parties and timelines, and current supporting activity reports on progress to date.

• GBC’s 2014-2021 Strategic Plan
• Strategic Plan Supporting Activities and Responsible Parties
• Supporting Activity Reports
  • Core Theme 1.1.e Activity 2
  • Core Theme 2.1.b Activity 1
  • Core Theme 2.2.a Activity 1
  • Core Theme 2.2.a Activity 2
  • Core Theme 2.2.b and 2.2.c
  • Core Theme 2.2.d Activity 4
  • Core Theme 2.2.d Activity 5
  • Core Theme 2.3.a Activity 2
  • Core Theme 3.2.a Activity 3
  • Core Theme 3.2.a Activity 4
  • Student Services Core Themes 1,2, 3
  • Health Sciences and Human Services Core Themes 1, 2, 3

For More Information Contact

Cathy Fulkerson
Director of Institutional Research and Effectiveness
Great Basin College and Western Nevada College
Phone: 775-753-2009 or 775-445-4405
Fax: 775-753-2186
E-mail: cathy.fulkerson@gbcnv.edu

Why Great Basin College

Great Basin College wants to be your choice for higher education. GBC offers associate and baccalaureate level instruction in career and technical education and academic areas. About 3,800 students are enrolled online from across the country and on campuses and centers across 86,500 square miles, two time zones, and ten of Nevada’s largest counties. We border Arizona, Oregon, Idaho, Utah, and California. We are GBC!