2011 Report Presented January 20, 2012 Division of Administration and Finance

1. University Assessment Committee 2011 ReportPresentedJanuary 20, 2012Division of Administration and Finance Tee Rogers

2. Administration and FinanceDepartments Total number of Units: 13 (last year: 12) Units participating in Assessment: 13 (last year: 11)

4. 2010-2011 Results Total Number of Programs/Units: 11 *Financial Services and Emergency Management are new to assessment this year, and do not have results.

5. 2010-11 Results Example Emerging 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.”

6. 2010-11 Results Example Accomplished 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.

7. Accomplished Unit : Landscape & Natural Resources

8. 2011-12 Plan Total Number of Programs/Units: 13 • *Business Services plan is still being revised.

9. 2011 – 2012 Plan Example Emerging 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.

10. 2011-2012 Plan Accomplished 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.

12. A&F Assessment Changes Assessment Advisory Panel DRC Mentors Enhanced opportunities for communication and development New tools for assessment in our division

13. 1. Advisory Panel to oversee the division’s assessment process as well as demonstrate our leadership’s commitment to assessment. • William Merck • Judy Monroe • Lee Kernek • Vanessa Fortier Attitude is Very important!

14. 2. DRC Mentors • 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 • Andy Rampersad • Landscape & Natural Resources • Business Services • David Zambri • Purchasing • Sustainability & Energy Management • Human Resources

15. 3. Communication • Orientation: Individual workshops in the spring semester with OEAS, the DRC Mentor, DRC Chair, and the Assessment Coordinator • Several 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.

16. 4. Team Tools • Assessment Website • A&F Guidelines • Surveys / Team Review • 2010 AC Survey • 2010 UAC Presentation • Link to plans • A&F Guidelines • Rubrics • UCF Strategic Plan • OEAS • SACS

17. From our DRC… • “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 clicking • The rubric specifically references the “University's Strategic Plan”; there was some concern about departments referencing their own strategic plan.

18. This was our first year of working toward a mentorship model in our division. We are proud of our accomplishment thus far. Every member of our team ROCKS!

19. Assessment Coordinator Input • 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.

20. Assessment Coordinator Input • Rubric Comments • The guidance could be more specific (from DRC) • Rubrics and Assessment tools should be revised to reflect the strategic plan language • Very helpful in creating better reports & plans • Not clear • Seemed difficult to apply to administrative units • “Outcomes” and “Objectives” are interchangeably used in assessment guidelines. However, guidelines are succinct and very helpful.

21. 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 Staff • All 9 had individual meetings with their DRC Mentor; 3 of them had multiple meetings. • 4 met individually with the DRC Chair • 5 met with OEAS (in addition to the initial workshop)

22. 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 reports • Hoping 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.

23. 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.

24. 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.

25. Assessment Coordinator Input

26. 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.