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--