Student Affairs Assessment Workshop
Presented by: Dr. Gary R. Hanson Educational Leadership & Policy Studies Arizona State University
Sponsored by: NASPA – Hawai’i
Overview – Day 1
• Putting Assessment in Perspective• Getting Started• From Strategic Vision to Assessment• Small Group Activity• Assessment Instruments• How to Collect Your Evidence• Translating Data to Information
Putting Assessment in Perspective
Institutional Mission
Intended Educational
Process
Gardiner, L. (1989). Planning for Assessment: Mission Statements, Goals, and Objectives.
Actual Outcomes
OutcomesAssessment
OutcomeEvaluation
ProcessEvaluation
ProcessAssessment
Actual Process
InputEvaluation
InputAssessment
ActualInputs
IntendedInputs
IntendedOutcomes
Performance Improvement Cycle
Dr. Leellen BrigmanVice President for Student AffairsUniversity of Wyoming
Why Strategic Planning?
The Link Between Strategic Planning and Assessment
Strategic Planning
All organizations are perfectly designed
to get the results they get ---
If you don’t like the results you are
getting, look at the organizational
PROCESSES!!!From: High Performance Organizations
By David P. Hanna
Why Improve & Manage Processes?
• Processes produce an organization’s products and services.
• Processes are the vehicles for meeting customers needs and achieving organizational goals.
From “Linking Planning, Budgeting, Accreditation and Quality,” presentation by Dr. Bryan Cole, 10/6/97.
Why Improve & Manage Processes?
• Performance of individuals is only as good
as the processes allow it to be.
• Processes, especially cross-functional
processes, are usually:
1. not documented,
2. not systematically and continually improved
3. not managed.
How can we improve our outcomes or results…if we ignore the processes
used to achieve the results?
Strategic Planning
Most higher education institutions have developed a clearly defined mission statement that describes who we are and what we want to become.
Strategic Planning
Few institutions of higher education have an integrated system of assessment, strategic planning and budgeting or are focusing on improvement of processes.
Strategic Planning
Strategic PlanningDoing the right things
(effectiveness)
Process ImprovementDoing things right
(efficiency)
Second GenerationStrategic Planning
Integrate planning, budgeting & assessment at the department, division and/or institutional level:
• The institution achieves its vision through identifying goals with intended outcomes.
• Institutional goals must be reflected in budget development.
• Results of assessment are used to improve processes and revise strategic plans.
Strategic Planning Grounded in Quality Principles
All members of the institution’s community must be involved in the planning process--stakeholders.
Annual reports about the improvement of processes aimed to achieve the institution’s goals must be provided.
Strategic PlanningGrounded in Quality Principles
Strategic plans focus on:
the improvement of core processes to achieve the institution’s mission and goals; and
the assessment of the strategies to determine their contribution in achieving those goals.
A process is a series of related and repeatable activities or steps:
* designed to accomplish a goal or outcome, * with a starting point and ending point,
* value is added as a function of the process, and
* with measurable outcomes.
From “Linking Planning, Budgeting, Accreditation and Quality,” presentation by Dr. Bryan Cole, 10/6/97 at SWT.
DEFINITION OF A PROCESSDEFINITION OF A PROCESS
Core Process
A core process is a process that is essential to the accomplishment of organizational mission and goals.
If the core process is eliminated, the mission/purpose of the organization would be dramatically changed.
Identification of Core Processes
Core Process: Maintenance of homeDaily maintenance of rooms, repairs, weekly cleaning, yard work
Tactical Process: Cleaning the kitchenCleaning counters, stove, dishes, floor, table, sink, washing accessories
Operational Process: Washing dishes
Identify Core Processesin Student Affairs
Exercise #2
1. Identify a core process in Student Affairs.
2. Delineate tactical processes within that core process.
3. Identify one operational process and describe generic steps within that process.
Core Processes in Student Affairs
1. Student Learning and Development
2) Assessment
3) Human Resource Management
4) Fiscal Management
5) Marketing & Publicity
6) Technology
7) Facility Management
8) Enrollment Services
Intended Outcomes
Significant and measurable results if the core process is improved
Intended Outcomes for Student Affairs
Student Development
Student Learning
Customer Satisfaction
Measures of Service
Examples ofIntended Outcomes
• Increase use of service or participation • Improve customer satisfaction
• Decrease processing time
• Increase rank among peer institutions
• Increase revenue/resources
Intended Outcomes
Exercise #3
Identify THREE intended outcomes
that should change
if you improve the core process.
--be specific--