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Student Affairs Assessment Workshop

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.

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Student Affairs Assessment Workshop

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  1. Student Affairs Assessment Workshop Presented by: Dr. Gary R. Hanson Educational Leadership & Policy Studies Arizona State University Sponsored by: NASPA – Hawai’i

  2. 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

  3. Institutional Mission Intended Inputs Intended Outcomes Actual Inputs Intended Educational Process Input Evaluation Input Assessment Actual Process Process Assessment Process Evaluation Performance Improvement Cycle Actual Outcomes Outcomes Assessment Outcome Evaluation Gardiner, L. (1989). Planning for Assessment: Mission Statements, Goals, and Objectives. Putting Assessment in Perspective

  4. Dr. Leellen Brigman Vice President for Student Affairs University of Wyoming Why Strategic Planning? The Link Between Strategic Planning and Assessment

  5. 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

  6. 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.

  7. 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: not documented, not systematically and continually improved not managed.

  8. How can we improve our outcomes or results…if we ignore the processesused to achieve the results? Strategic Planning

  9. Strategic Planning Most higher education institutions have developed a clearly defined mission statement that describes who we are and what we want to become.

  10. Strategic Planning Few institutions of higher education have an integrated system of assessment, strategic planning and budgeting or are focusing on improvement of processes.

  11. Strategic PlanningDoing the right things(effectiveness) Process Improvement Doing things right (efficiency)

  12. 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.

  13. 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.

  14. 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.

  15. DEFINITION OF A PROCESS 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.

  16. 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.

  17. Identification of Core Processes Core Process: Maintenance of home Daily maintenance of rooms, repairs, weekly cleaning, yard work Tactical Process: Cleaning the kitchen Cleaning counters, stove, dishes, floor, table, sink, washing accessories Operational Process: Washing dishes

  18. Identify Core Processesin Student Affairs Exercise #2 Identify a core process in Student Affairs. Delineate tactical processes within that core process. Identify one operational process and describe generic steps within that process.

  19. Core Processes in Student Affairs Student Learning and Development Assessment Human Resource Management Fiscal Management Marketing & Publicity Technology Facility Management Enrollment Services

  20. Intended Outcomes Significant and measurable results if the core process is improved

  21. Intended Outcomes for Student Affairs

  22. Examples ofIntended Outcomes • Increase use of service or participation • Improve customer satisfaction • Decrease processing time • Increase rank among peer institutions • Increase revenue/resources

  23. Intended Outcomes Exercise #3 Identify THREE intended outcomes that should change if you improve the core process. --be specific--

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