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Get S.M.A.R.T : Goal Setting and Measurement for Institutional Effectiveness. Timothy S. Brophy, Ph.D. Director, Institutional Effectiveness University of Florida Office of the Provost. Today’s Goals. Introduce the S.M.A.R.T. goal setting process
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Get S.M.A.R.T: Goal Setting and Measurement for Institutional Effectiveness Timothy S. Brophy, Ph.D. Director, Institutional Effectiveness University of Florida Office of the Provost
Today’s Goals • Introduce the S.M.A.R.T. goal setting process • Identify and apply steps for developing S.M.A.R.T goals • Review the components of the 2013-14 Effectiveness Documentation Reports
Institutional Effectiveness Core Requirement 2.5: • The institution engages in ongoing, integrated, and institution-wide research-based planning and evaluation processes that • (1) incorporate a systematic review of institutional mission, goals, and outcomes; • (2) result in continuing improvement in institutional quality; and • (3) demonstrate the institution is effectively accomplishing its mission
Institutional Effectiveness • CS 3.3.1: The institution identifies expected outcomes, assesses the extent to which it achieves these outcomes, and provides evidence of improvement based on analysis of the results in each of the following areas: (Institutional effectiveness) • 3.3.1.1. educational programs, to include student learning outcomes • 3.3.1.2. administrative support services • 3.3.1.3. academic and student support services • 3.3.1.4. research within its mission, if appropriate • 3.3.1.5. community/public service within its mission, if appropriate
Planning and Reporting Assessment and Institutional Effectiveness Data Reporting May – Assessment Plans and Effectiveness Documentation Reports submitted for the next AY October - Assessment Data, results, and use of results for previous AY entered into Compliance Assist!
Documenting Effectiveness: Goals • Annual unit reports on goals, action items, measures, and timelines for completion • Academic corollary: Academic Assessment Plans • Goals are critical to effectiveness • One approach: S.M.A.R.T goal setting
Specific vs. Nonspecific Nonspecific goals Specific Goals • We will grow our division. • We want good customer reviews. • We will communicate more with our stakeholders. • We will increase our personnel by 10% to manage our increased workload. • We will increase our customer satisfaction ratings by 5 points. • We will send a monthly newsletter to our constituents.
Goals must be measurable • Need to establish concrete criteria for measuring progress toward the attainment of the goal • If a goal is not measurable, it is not possible to know whether a team is making progress toward successful completion • Measuring progress helps you to stay on track, reach target dates, and experience the success of achievement
Some terms that complicate measurability • Understand • An internal process that is indicated by demonstrated behaviors • Appreciate; value • Internal processes that are indicated by demonstrated behaviors closely tied to personal choice • Become familiar with • Focuses assessment on “becoming familiar,” not familiarity • Learn about, think about • Not observable; demonstrable through communication or other demonstration of learning • Become aware of, gain an awareness of • Focuses assessment on becoming and/or gaining – not actual awareness • Demonstrate the ability to • Focuses assessment on ability, not achievement
Measurable vs. Not measurable Not measurable Measurable • We want to understand our stakeholders more fully. • We will improve our Ph.D. programs. • We want to plan more efficiently. • We will hold monthly meetings with selected stakeholders to discuss their needs. • Our Ph.D. students will write at least one paper worthy of publication in a tier one journal. • We will develop a strategic plan for our college by June 2013.
Goals must be attainable • Goals must be realistic and attainable • Attainable goals may stretch a team in order to achieve it, the goal is not extreme • Goals are neither out of reach nor below standard performance, as these may be considered meaningless • When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them • According to theory, an attainable goal may cause goal-setters to identify previously overlooked opportunities to bring themselves closer to the achievement of their goals.
Attainable vs. Unattainable Unattainable/Unrealistic Attainable/Realistic • In our unit of 50 employees, we will double our personnel by June 2013. • We will evaluate and make recommended changes to the Florida Greek Standards and to the Student Code of Conduct from February 14-28, 2013. • In our unit of 50 employees, we will hire 3 new employees by June 2013. • We will evaluate and make recommended changes to the Florida Greek Standards and to the Student Code of Conduct by May 2013.
Goals must be time-limited • Goals must be grounded within a time frame, giving them a target date • A commitment to a deadline helps a team focus their efforts on completion of the goal on or before the due date • This part of the S.M.A.R.T. goal criteria is intended to prevent goals from being overtaken by the day-to-day crises that invariably arise in an organization • A time-bound goal is intended to establish a sense of urgency.
