Breadcrumb
Office Outcomes and Plans
| Outcomes | Objectives | Tasks | Results |
| The office supports faculty by facilitating efficient, meaningful assessment of academic program-level student learning outcomes. | Create personnel capacity to support academic departments. | Hire Interim Academic Assessment Coordinator. | Hired FY 2017-18; plan to rehire FY 2018-19. Plan to hire permanent coordinator FY 2019-20. |
| Assist AMP/ICC in designing annual and 5-year program review reports. | Create infographic and FAQ for departments. | Distributed a physical copy of the flyer to program directors and ASCs Sept. 2017. | |
| Increase office visibility and support of academic programs. | Attend appropriate department meetings; meet individually with faculty. | Interim Academic Assessment Coordinator has engaged in the following activities relevant to this task: --Is an active member of the CTL Partners workgroup; attended four meetings, fall 2017. --Gave assessment presentations to provost and deans and to graduate council. --Sits on GEAR committee; meets weekly with faculty designing assessment activities for Humboldt's general education program. --Collaborated with an OIE research associate and the interim director of the Center for Teaching and Learning in holding four Program Review Made Easy workshops, fall 2017. --Met individually to discuss assessment with various faculty members from programs including sociology, geology, biology, mathematics, film, and dance. --Assisted OIE research associate in several white-glove presentations of student-success data workbooks for deans and numerous faculty from programs including history, religious studies, psychology, and engineering. | |
| The office is appropriately integrated with operations institution-wide, supplying quality data to support informed decisions. | Develop or enhance working relationships with key operational offices to support data accuracy and utility. | Collaborate with Registrar's Office on ERSS and other mandated data-file submissions. | Ongoing audits completed and refined. |
| Collaborate with undergraduate admissions on application data. | New application dashboards created for counselors and Interim Director | ||
| Support undergraduate admissions on Hobson's Radius implementation (data analytics). | Ongoing testing of analytics. Due date August 2018. | ||
| Develop or enhance data-audit reports to support quality control. | See IE for the list of new audits or additions to existing (student data). | ||
| Assess MAPWorks early alert tool. | A broad-based committee formed; report completed. Recommendation MAPWorks expanded to all first-time undergraduate and transfers- for the first two years enrolled. | ||
| Champion integrating assessment into planning and strategic budgeting. | Chair integrated assessment, planning, and budgeting conceptualization workgroup. | Completed model. | |
| Co-Chair integrated assessment, planning, and budgeting implementation workgroup. | Began work in FY 2017-18. | ||
| The office uses state-of-the-art visualization tools to dynamically explicate the meaning and significance of data. | Develop and distribute focused and integrated Strategic Data Workbooks (SDW) to key decision makers. | Develop and enhance Annual Program Review (APR) Strategic Data Workbook (SDW). | Created multiple enhanced version of the Program Review workbook. Deployed to all academic departments and is fully integrated into Program Review. |
| Develop and test Resource Review Workbook (RRW). | In process estimated completion May 2018 | ||
| Develop and test Reverse Graduation Progression System (Reverse GPS). | Beta version created in both Excel and PowerBI. Currently testing with select departments to assess value. | ||
| Develop innovative visualizations that better communicate student migration patterns. | Develop data model in SDR that facilitates student flow analyses. | Creation of new data model within SDR which covers all student major changes that can be disaggregated to program level over multiple years. | |
| Develop student flow model using SANKEY approach. | SANKEYS developed for all departments across multiple years both for first-time freshmen and transfers. | ||
| The office routinely disseminates action research that is used to support decisions that increase student success. | Develop and implement survey research regimen. | NCHA | Successfully deployed in 2016 and 2018. Data disseminated spring 2017 in conjunction with Student Health and Wellbeing Services. |
| NSSE | Successfully deployed spring 2017. Three presentations were conducted campus-wide in collaboration with the Center for Teaching and Learning to offer closed captions and to connect to programming. https://ctl.humboldt.edu/content/who-hsu-student | ||
| FSSE | Successfully deployed spring 2017. Three presentations were conducted campus-wide in collaboration with the Center for Teaching and Learning to offer closed captions and to connect to programming. https://ctl.humboldt.edu/content/who-hsu-student (session #2) | ||
| Regularly offer campus-wide presentations on findings from survey research. | Develop and schedule at least three campus-wide presentations disseminating data from survey research on various issues relevant to student success. | Three campus-wide action-research presentations by Lisa Castellino: --Asking Better Questions --The Road to the Baccalaureate as Traveled by Upper-Division Transfer Students --Examining Academic and Social Integration: A Case Study of the Class of 2013 | |
| The office effectively informs and contributes to university strategy for enrollment management. | Develop a consistent understanding of campus history. | Complete Environmental Scan. | Completed. See here: (https://ie.humboldt.edu/research) |
| Develop enrollment modeling tools. | Deploy long-range enrollment-projection model based on CSU targets. | Completed. See IE for example. | |
| Support recruitment, retention councils, and the Student Success Alliance. | Create and manage agendas, minutes, and change management facilitations. | Begun spring 2018. | |
| The Office provides support and expertise to campus leaders as they navigate change. | Develop and deploy professional development training sessions, customized by the audience, related to outcomes assessment and strategic planning. | Schedule and conduct strategic planning professional development/training | 2015-16 Three-part series for Administrative Affairs; 2016-17 Training series for EMSA (not SA); Completed APSHR; Spring 2018 Planned training series for Academic Affairs: Non-instructional units |
| Facilitate cabinet's monitoring of Strategic Plan implementation. | Develop Strategic Plan blueprint to monitor progress. | Completed AY(?) see blueprint here. | |
| Develop a website to display progress. | Completed. | ||
| Develop paper and electronic kanbans to monitor progress. | Completed. | ||
| The office uses data routinely to support strategic analytics. | Routinely test and enhance the data models in the Strategic Data Repository to increase processing efficiency. | Develop and deploy routine model testing. | Completed. |
| Where possible, utilize additional data modeling sources (such as EDM). | Develop a strategy to use EDM team's data model for university budget office and human resources. | Completed. Budget and HR data now included in SDR master model. | |
| The office demonstrates a commitment to high-quality traditional IR functions. | Respond to ad hoc data requests within five business days. | Deploy and monitor kbox ticket requests. | # of requests; # completed |
| Track and monitor requests and follow-up. | # late completed | ||
| Completed APDB Report in a timely manner. | Completed. | ||
| The office has a clear and consistent brand and message as to its role, purpose, and functions within Humboldt. | Develop a new website. | Develop design, template, and formatting. | Completed. Ie.humboldt.edu |
| Develop an outcomes-assessment plan for IE. | Develop outcomes, objectives, and tasks. | Completed. | |
| Develop marketing materials including logos, color scheme, and consistent messages. | Completed. | ||
| The office team members are role models in campus service. | Members participate in campus committees either as members or chairs/co-chairs. | See points of pride vita. | |
| The office team members are leaders in CSU and regional IR/IE circles. | Members participate in campus committees either as members or chairs/co-chairs. | See points of pride vita. | |
| Members participate in CSU-level IR/IE meetings. | See points of pride vita. | ||
| Members regularly present at CAIR meetings. | See points of pride vita. | ||
| The office team members are leaders in national IR/IE circles. | Members participate in national committees either as members or chairs/co-chairs. | See points of pride vita. | |
| Members participate in national IR/IE meetings. | See points of pride vita. | ||
| Members regularly present at AIR meetings. | See points of pride vita. |