Ascending to Assessment Greatness

in 2015-16presented by the

Division of Institutional Effectiveness

Helena Mariella-Walrond, PhD

Vice President

Cory PotterExecutive Director of Assessment

ALIGNMENT: Choosing the right measures to align with your Division and the Strategic Plan

ASSESSMENTS: Selecting ways to assess Satisfaction, Quality, and Efficiency

ANNUAL CYCLE: Assessment as a continuous improvement process

ACCOUNTABILITY: Completing and communicating improvements based on analysis of data

OVERVIEW

CORE VALUES(guide what we do, but more importantly, how we do it)

7 BIG IDEAS6 STRATEGIC GOALS

VISIONMISSION IS

FORMATIVELY ASSESSED

Strategic Goals, as

measured by KPIs, assess our progress

towards what we do

(Mission) and what we see

ourselves becoming

A road map for the

environment we create

that supports

teaching and learning

An environment of academic excellence –

places us within the context of higher

education and communicates that which

is uniquely us.

When we are successful, our vision is the result of our mission

MIS

SIO

N

http://www.cookman.edu/about_BCU/administration/strategic_plan.html

All employees of B-CU must be familiar with the Strategic Plan. Specifically:

• Vision• Mission• Core Values• Strategic Goals• Big 7 Ideas• Divisional and Institutional KPIs• Plan Implementation & Assessment

• Vision• Mission• Core Values• Strategic Goals

The President’sBig 7 Ideas1. Holistic Integrated University2. Niche Creation3. International University4. More Efficient Use of Resources5. Increased Productivity6. Enhanced Quality of Graduates7. More Competitive Positioning of

the University

Unit LevelAcademic Programs, Administrative Support Services, Academic & Student

Support Services

Institutional Level: Strategic PlanPresident, Cabinet, and Administration

Divisional LevelDeans and Divisional VPs

AcademicNon-academic

Student Learning OutcomesOutcomes focused on

Other Programmatic Outcomes Satisfaction, Count, Efficiency, Quality

Benchmarked Report Card

Annual Report

Divisional KPIs

B-CU’s Strategic KPIs

College Report Cards

KPIsExternal/Common

Internal/Unique

Continuous Improvement EffortsImprovements in relation to Mission

KPIs

KPIsKPIs

KPIs

KPIs

KPIs

KPIs KPIsAnnual Divisional

Report

Annual Planning, Budgeting, and

Assessment Report

AlignmentJob description: Essential functions, duties and responsibilities

Employee functions and is given the strategic plan with all its components

Employee understands overall strategic plan of the University and is given insight intothe Divisional KPIs

Each unit develops measureable, assessable outcomes that are aligned with the Divisional KPIs, assessed annually, and reported on an annual template to the Office of Assessment and to the Divisional VP.

Employee then know what they are supposed to do, what B-CU finds most important, why they are doing what they are doing, and how to assess what they are doing.

What Outcomes Are NOT

Outcomes

Divisional KPIs

B-CU’s KPIs

• Outcomes are not a list of all of the job tasks associated with the people in a unit.

• Outcomes are not just the essential tasks that need completed.

Example: Building a house or pool• Outcomes are not independent of

Divisional KPIs or the University’s KPIs in the Strategic Plan.

What Outcomes ARE

Outcomes

Divisional KPIs

B-CU’s KPIs

• Outcomes are measures of a unit’s efficiency, quality (error-free), and satisfaction in predetermined areas that are important to the division.

• Outcomes are agreed upon by the Division’s VP and the unit and will help inform the VP of progress toward meeting the Divisional KPIs.

The Vice President’s Role in Assessment• Build strategic vision and articulate clear KPIs for the Division• Efficiently mobilize others to execute the vision• Guide others through and around implementation challenges• Contribute discretionary energy

Discretionary energy is the get-up-and-go that the employee is willing to contribute beyond the basic requirements of the job.

• Advocate for and ensure needed resources and abilities are available

• Hold people accountable to being efficient, doing quality work, and focusing on customer satisfaction

• Gathering unit assessment data (reports), analyzing, and compiling an annual Divisional Report

The Unit’s Role in Assessment• Know the strategic vision and be able to articulate the KPIs for the Division• Exert efficient, high level of effort to the achievement of the outcomes

that are being assessed• Know what is being assessed and be able to explains the WHO, WHERE,

WHEN, WHY, and HOW, as well.• Work with others collaboratively using discretionary energy

Discretionary energy is the get-up-and-go that the employee is willing to contribute beyond the basic requirements of the job.

• Advocate for change in policies and practices that interfere with meeting the outcomes or KPIs

• Focus on doing quality work and on customer satisfaction• Report to the VP and the Office of Assessment using the Annual Planning,

Budgeting, and Assessment Reporting template

The ResultsEmployees empowered, committed, more satisfied

Leads to motivation and contribution of discretionary energy

Engaged

AccountableHonor commitmentsKeep promisesKnow and share clear goals

Able to communicate better

Better Results

Better Reporting

YEAR 1: 2013-14 Begin reviewing assessment processes. Begin or continue to collect evidence

YEAR 2: 2014-15 Continue to gather evidence and refine the assessment process

YEAR 3: 2015-16 Great assessment based on a well-designed assessment plan and 1-2 years of data

YEARS 4 & 5: 2016-18 Continuous improvements based on analysis of data