Institutional Effectiveness

Institutional Effectiveness

Institutional Effectiveness at North Georgia Technical College is a continuous, comprehensive, and integrated system of analysis, planning, implementation, assessment, and continuous application of the results designed to demonstrate the progress of the College in fulfilling its stated mission. This comprehensive and integrated approach to improving quality also involves monitoring and local, state, and federal budgeting. Institutional Effectiveness employs a system that ensures plans are implemented and evaluated with emphasis on decision-making and changes as a result of the evaluation findings. Results of the research are utilized in the planning and evaluation process.

North Georgia Technical College’s model contains three major components: 1) Strategic Planning and Evaluation, which sets the overall direction of the College in support of the mission; 2) Operational Planning and Evaluation, which establishes the annual operational plan and budget in supporting the strategic plan; and 3) Institutional Effectiveness, which assesses the quality and effectiveness of the education and services provided by the College in meeting its operational and strategic goals and objectives.

Office of Institutional Effectiveness

Janet Henderson
Institutional Effectiveness Director
SACSCOC Accreditation Liaison

(706) 754-7833
janet.henderson@northgatech.edu 

Chelsey Worley
Institutional Effectiveness Specialist

(706) 754-7890
chelsey.worley@northgatech.edu

Quality Enhancement Plan

The Quality Enhancement Plan is the component of the accreditation process that reflects and affirms the commitment of the Commission on Colleges of SACS to the enhancement of the quality of higher education and to the proposition that student learning is at the heart of the mission of all institutions of higher learning.

College Snapshot

View a summary of the college’s profile including enrollment, student population, programs, high school collaboratives, graduates, and job placement.

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