Student Affairs Assessment Workshop Presented by: Dr. Gary R. Hanson Educational Leadership & Policy...
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Transcript of Student Affairs Assessment Workshop Presented by: Dr. Gary R. Hanson Educational Leadership & Policy...
![Page 1: Student Affairs Assessment Workshop Presented by: Dr. Gary R. Hanson Educational Leadership & Policy Studies Arizona State University Sponsored by: NASPA.](https://reader036.fdocuments.us/reader036/viewer/2022062511/551b007a5503465e7d8b5713/html5/thumbnails/1.jpg)
Student Affairs Assessment Workshop
Presented by: Dr. Gary R. Hanson Educational Leadership & Policy Studies Arizona State University
Sponsored by: NASPA – Hawai’i
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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
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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
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Dr. Leellen BrigmanVice President for Student AffairsUniversity of Wyoming
Why Strategic Planning?
The Link Between Strategic Planning and Assessment
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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
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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.
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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.
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How can we improve our outcomes or results…if we ignore the processes
used to achieve the results?
Strategic Planning
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Most higher education institutions have developed a clearly defined mission statement that describes who we are and what we want to become.
Strategic Planning
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Few institutions of higher education have an integrated system of assessment, strategic planning and budgeting or are focusing on improvement of processes.
Strategic Planning
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Strategic PlanningDoing the right things
(effectiveness)
Process ImprovementDoing things right
(efficiency)
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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.
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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.
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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.
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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
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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.
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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
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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.
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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
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Intended Outcomes
Significant and measurable results if the core process is improved
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Intended Outcomes for Student Affairs
Student Development
Student Learning
Customer Satisfaction
Measures of Service
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Examples ofIntended Outcomes
• Increase use of service or participation • Improve customer satisfaction
• Decrease processing time
• Increase rank among peer institutions
• Increase revenue/resources
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Intended Outcomes
Exercise #3
Identify THREE intended outcomes
that should change
if you improve the core process.
--be specific--