2011 ReportPresented January 20, 2012

Division of Administration and Finance

Tee Rogers

University Assessment Committee

Administration and FinanceDepartments

Facilities & Safety Finance University Support

Environmental Health & Safety

Finance and Accounting

Business Services and Knights Plaza

Facilities Planning Financial Services Human Resources

Landscape and Natural Resources

Purchasing Parking and Transportation Services

Facilities Operations

Sustainability and Energy Management

University Police

Emergency ManagementTotal number of Units: 13 (last year: 12)

Units participating in Assessment: 13 (last year: 11)

Program/Unit2010-11 Results

Rating2011-12 Plan

RatingCoordinator DRC Mentor

Business Services AccomplishedPlan Revision Still in

Process Brian ComptonAnand (Andy) Rampersad

Emergency Management N/A - New Department Accomplished Jennifer Fleischman Nancy Gayton

Environmental Health and Safety

Emerging Meets Expectations Jose Vazquez Ray Bacchus

Facilities Planning Emerging Beginning Gina Seabrook Ray Bacchus

Finance and Accounting Emerging Accomplished Wilson Rosario Diane Neff

Financial Services N/A - New to Assessment Meets Expectations Misty Shepherd Ray Bacchus

Human Resources Department

Exemplary Accomplished Deborah D Frankenbach David Zambri

Landscape and Natural Resources

Accomplished Accomplished Alaina B BernardAnand (Andy) Rampersad

Parking and Transportation Services

Beginning Emerging John B Keena Diane Neff

Physical Plant Accomplished Accomplished Diane Neff Nancy Gayton

Public Safety and Police Emerging Accomplished Christine M Mouton Nancy Gayton

Purchasing Meets Expectations Meets ExpectationsSandra Ruff, Gregory Robinson

David Zambri

Sustainability and Energy Management

Emerging Accomplished David Norvell David Zambri

2010-2011 Results

LEVELS

Beginning

Emerging

Meets Expectations

Accomplished

Exemplary

Total

2008-9(Pre-

Rubric)

5 (acceptabl

e)

4 (good)

1 (excellen

t)

10/10

2009-10

5 0 1 3 2 11/11

2010-11

1 5 1 3 1 11/13*

Total Number of Programs/Units: 11

*Financial Services and Emergency Management are new to assessment this year, and do not have results.

2010-11 Results ExampleEmerging Unit: Finance and Accounting

• Results were not edited to reflect the Mentor’s suggestions• One example of a reflective statement: The AC discusses their

outcome on provision of training by outlining the training that they offer, but don’t discuss how that relates to their measures, what they learned from assessing the participant satisfaction rates in either of their measures, nor how this tool is informing their continued business practices.

• They could have populated the implemented and planned changes tab with items such as their changes in Outcomes & measures in their subsequent plan. They were asked by their mentor to complete this tab, but did not follow through.

• Measure 1.3 result is a quote from the Audit Findings report; the reflective statement indicates “processes and internal controls that are in place are helping to produce reliable financial reports.”

2010-11 Results ExampleAccomplished Unit : Landscape & Natural Resources

• Did a fantabulous job of analyzing data for the measures, even though that plan really needed a lot of work. Most of the measures were “capture the number of…”

• Reflective statement spoke to how the department’s newly created strategic plan was evaluated as a result of this assessment report, and both the strategic plan and assessment were being reorganized.

Accomplished Unit : Landscape & Natural Resources

Outcome: Create and sustain opportunities for relevant, experience-based learning.

Measure: 1.2 : Capture the number of newly developed programs or initiatives that support this outcome.

Result: LNR expands UCF's vision by representing new kinds of partnerships that bridge the educational, research and operational goals of the University.  These meaningful partnerships create inclusive interdisciplinary strategies that are a model of sustainability for the campus and community, and provide students opportunities for experienced-based learning.   Specifically, LNR has sustained approximately ten partnerships with outside federal, state, and non-governmental organizations including St. Johns River Water Management District, Florida Division of Forestry, Seminole and Orange Counties, and The Nature Conservancy.  Additionally, a new partnership with the Arbor Day Foundation was created this year through the campus’ Tree Campus USA designation, establishing a connection to a renowned national agency and strengthening ties with regional leaders in urban forestry and natural resource management.

Through the successful implementation of an experienced-based learning program, LNR created mentorship opportunities for senior-level students to provide additional support to the interns and service-learning students.  The strategy developed included creating an "environmental leadership" course through the Interdisciplinary Studies program, which supported students mentoring the service projects conducted on campus to provide consistency, training, and leadership development.  Four (4) students participate in this leadership program.

Additionally, all service projects mentioned in measure 1.1 helped develop best management practices for our landscape and natural resources programs.  An example of a newly implemented program that resulted from the service projects was creation of a landscape "tree care team" that will manage the urban forest.  The team received training in proper pruning techniques and now has the introductory knowledge to help support tree canopy quality. 

2011-12 Plan

LEVELS

Beginning

Emerging

Meets Expectatio

ns

Accomplished

Exemplary

TotalUnit

s

2009-10(Pre-

Rubric)

2 2 5 1 10/10

2010-11

1 3 3 3 1 11/11

2011-12

1 1 3 7 0 12/13*

Total Number of Programs/Units: 13

• *Business Services plan is still being revised.

2011 – 2012 Plan ExampleEmerging Unit: Parking and Transportation Services• Our DRC needs to work with this department on creating a valuable

assessment process that has meaning for their business operations.• Grammatical errors and partial statements speak to a lack of

communication from assessment leadership.• Assessment Process Statement: “PArking Services will explore al

means available to reach our mission and goals.”

Improvements to the Plan for this cycle:• Plan updated to include new programs such as the ZipCar initiative; however

measures do not include quantifiable targets.• For example “Measure the utilization of ZipCar…to ensure inventory

availability.” The unstated intent is to gather baseline data.

2011-2012 PlanAccomplished Unit : Emergency Management• Brand New Unit• Assessment process described in plan is correlated with the department’s

well-developed strategic plan and incorporated into their business practices.• Entire department engaged in the assessment and strategic planning

processes.• Using already developed and in-use data collection tools to gather baseline

data (attached to plan).• Clear targets stated in measures. Even though they are collecting baseline

data, they used data collection goal dates to create direct measures.

A&F Assessment Changes1. Assessment Advisory Panel

2. DRC Mentors

3. Enhanced opportunities for communication and development

4. New tools for assessment in our division

1. Advisory Panelto oversee the division’s assessment process as well as demonstrate our leadership’s commitment to assessment.

William MerckJudy Monroe Lee KernekVanessa Fortier

Attitude is Very important!

Ray Bacchus Environmental Health & Safety Facilities Planning Financial Services

Nancy Gayton & Debbie Frankenbach Facilities Operations University Police Emergency Management

Diane Neff Finance & Accounting Parking Services

2. DRC MentorsAndy Rampersad

Landscape & Natural Resources

Business ServicesDavid Zambri

Purchasing Sustainability & Energy

Management Human Resources

Orientation: Individual workshops in the spring semester with OEAS, the DRC Mentor, DRC Chair, and the Assessment CoordinatorSeveral departments followed up with

additional workshops and included department directors.

Several departments held in-department team meetings to discuss assessment strategies

Mentoring: Five DRC Mentors were assigned 2-3 departments each.

3. Communication

• A&F Guidelines• Rubrics• UCF Strategic

Plan• OEAS• SACS

• 2010 AC Survey

• 2010 UAC Presentation

• Link to plans

4. Team Tools • Assessment Website

• A&F Guidelines• Surveys / Team

Review

“Closing the Loop” comments – there seems to be two loops: assessment & business practice.

When reviewing the results report, all is on one page; for the plans, we have tabs. Preference is for being able to scroll on one page.

Interminable button clickingThe rubric specifically references the

“University's Strategic Plan”; there was some concern about departments referencing their own strategic plan.

From our DRC…

This was our first year of working toward a mentorship model in our division.

We are proud of our accomplishment thus far.

Every memberof our team

ROCKS!

Annual survey of AC’s: 9 of 13 responded.Initial Workshop:

9 indicated the initial workshop enhanced understanding of assessment and the associated tools (Rubrics, etc), generated ideas and practical information for assessment process improvement, and helped establish a relationship with OEAS, DRC Mentor, and DRC Chair.

8 indicated they would like this workshop repeated for the next cycle.

Assessment Coordinator Input

Rubric CommentsThe guidance could be more specific (from

DRC)Rubrics and Assessment tools should be

revised to reflect the strategic plan languageVery helpful in creating better reports & plansNot clearSeemed difficult to apply to administrative

units“Outcomes” and “Objectives” are

interchangeably used in assessment guidelines. However, guidelines are succinct and very helpful.

Assessment Coordinator Input

Leadership: 8 of the 9 indicated their department director was directly involved in assessment and/or reviewed the plans and results.

Mentorship: It was the responsibility of the Assessment Coordinator to seek meetings with their Mentor, DRC Chair, and/or OEAS StaffAll 9 had individual meetings with their DRC

Mentor; 3 of them had multiple meetings.4 met individually with the DRC Chair5 met with OEAS (in addition to the initial

workshop)

Assessment Coordinator Input

Mentorship (comments on having a DRC mentor and ways they can help in the coming year):Helped understand how to implement and

track progress.Suggesting ideas on improving reportsHoping for assistance with results, since it

will be our first time.It would be useful to have more meetings, at

least two.There was no contact this year with the

mentor.Would like help planning measurement tools.

Assessment Coordinator Input

Comments on the meaningfulness of assessment in the department:Very. It is an organized way to measure goals

& outcomes, target weaknesses, and improve over time.

Teamwork on assessment has helped us share a more collective vision of where we stand and the direction we intend to advance.

Allows us to fine-tune our services to the university community

It would be more useful if the language matched the strategic plan.

Assessment Coordinator Input

Comments on the meaningfulness of assessment in the department:Evaluating through assessment will help us

stay on track with our strategic plan and revise processes if necessary.

Positive and enlightening. The assessment process is exciting for staff as they see actual results and improvements.

Makes us step back and take time to think about how we can improve.

Assessment Coordinator Input

Not Useful

Somewhat

Very Usefu

l

Individual Workshop with the Assessment Coordinator and team, OEAS staff, DRC Reviewer, and DRC Chair. To be held in the Spring.

1 2 6

Small Group Workshop with the Assessment Coordinators and DRC members of each Associate Vice President area. (I.E., a Finance workshop, an F&S workshop, and a University Support workshop).

0 5 4

Full Group Workshop (All A&F coordinators & department teams, DRC members, Advisors to the DRC, OEAS staff)

3 6 0

Preparing plans & results reports in Word, and doing email and in-person reviews with your DRC mentor & chair prior to submitting in the system

1 2 6

Assessment Coordinator Input

Kaizen is a Japanese term meaning “Continuous Improvement” and “to become good through change.”

Kaizen involves making changes and monitoring results, then adjusting them to suit the current state of things.

Kaizen is a way of life.