The AS Assessment Process Matt Smith, AS Assessment Coordinator

The Assessment program was created in May of 2009, by the AS Board of Directors, after recommendation from the AS Structure Task Force o Initially, the ASVP for Business & Operations was tasked with the responsibility – then became own office for two years Now under BoD, still with SPAC (Structure and Program Advisory Committee) It was decided that departments (with the exception of the REP) would undergo the process piecemeal rather than all at once for the sake of a manageable workload This is the second year offices are going through a 2 nd rotation – a great opportunity A Little History

Past Outcomes from SPAC: Office move for the Disability Outreach Center to a more accessible location Name change of the LGBTA (Lesbian Gay Bisexual Transgender Alliance) to the Queer Resource Center Personnel Office – Addition of Assistant Director I to summer to create more manageable workload for Director Pop Music-change in their programming model to focus on quality versus quantity, institutionalization of the Pop Music Industry Conference

Allows us to be an accountable organization for reaching our program and AS’s mission statement and goals Recognizes the achievements and growth of our offices Keeps the culture of continuous improvement, as well as stay innovative and up to date with what our student body and community needs Other reasons? WHY Assessment?

Mission Statement The AS Assessment Process is a structured, transparent, and consistent assessment process which assesses and evaluates AS Programs on a regular quadrennial cycle. The assessment process will be used to determine what student needs are being met by each program and to propose any necessary recommendations, to the AS Board of Directors, regarding the alteration of the program. The AS Assessment Process will be conducted through the AS Structure & Program Advisory Committee (SPAC).

SPAC Rotation: 2013 – – 2015 Personnel OfficePublicity Center KVIKSocial Issues Resource Center Representation & Engagement ProgramsVU Gallery ASP Pop MusicOutdoor Center Excursions OC Bike & Equipment ShopsOutback Legal Information CenterEthnic Student Center Publicity CenterQueer Resource Center 2015 – – 2017 Business Office Disability Outreach Center Veterans Outreach CenterASP Special Events KUGSSexual Awareness Center Challenge CourseEnvironmental Center Women’s CenterAS Review Underground CoffeehouseCommunications Office Club Activities OfficeASP Films

A resource for all of AS to assist with their current assessment (we always should be improving) o How to make it more effective o Not have one? Let’s collaborate! o Let’s make sense of your findings Facilitate the SPAC process and assist offices going through the process Assist offices in accomplishing their recommendations—what’s their next step? o I strongly encourage you all to read through your offices last Board approved recommendations/strategic direction (SCOT) My Role

AS SPAC: Structure and Program Advisory Committee Maximum 3 student employees, students at large, AS VP for Business and Operation, and Lisa Rosenberg We learn the offices We read their recommendations, and they are explained to us by the office.

SCOT Analysis: Program Standards (not yet changed to reflect name change): III.4) During Spring Quarter, each office will develop or update a Strengths, Weakness, Opportunities, and Threat (SWOT) analysis. These SWOT analyses will be used in the AS Assessment Process and for informal office assessment. - This should be included in your Legacy Document along with listing of your programming/all evaluations and demographic information! - Very useful document – read the ones from previous years

Purpose of SCOT SCOT analysis is a planning methodology that helps with decision making. Subjective Assessment Logical Format Focuses on Key Issues Quick, Big Picture Analysis  Comprised of Internal Elements  Strengths – resources and capabilities helpful to office’s success  Challenges – Inherent difficulties or issues that the office runs into  And External Elements  Opportunities – trends or events that may contribute to success  Threats – trends that may pose risks to your office’s abilities and mission