The institution identifies expected outcomes, assesses the extent to which it achieves these outcomes, and provides evidence of improvements based on analysis of the results in each of the following areas:
126.96.36.199 administrative support services
188.8.131.52 Administrative Support Services
Each individual administrative support unit develops its own goals, objectives, measures, and outcomes that align with the USF Sarasota-Manatee Strategic Plan and the USF System Strategic Plan. The USF Sarasota-Manatee Implementation Plan designates units responsible for implementation of the strategies contained in the Strategic Plan and the anticipated outcomes. When the new Regional Chancellor arrived in November 2014, the first order of business was to develop a new Strategic Plan, as the 2012-16 plan would soon expire. The new Strategic Plan developed under a process that was comprehensive, inclusive, and transparent. The result is a plan with a mission and vision that will position USF Sarasota-Manatee to become a much more valued member of the USF System.
Each administrative support unit follows a similar design template (APR Template 2015-16) when preparing the annual plan and subsequent review of results report each year. While each unit is different, all unit assessment plans share the following common elements:
- Unit identification with name of key responsible party, unit mission, identification of the University’s goals and the unit’s goals.
- Outcome, alignment of outcome with unit goals, means of assessing outcomes, assessment data, plan resulting from analysis, and Chancellor’s/Vice Chancellor’s response.
At the beginning of the fiscal year, the unit members decide what assessment methods to use to track expected outcomes. After reviewing the assessment data, collected through a variety of methods, the unit members meet to decide on plans for the following year based on the outcomes of the previous year and the Strategic Plan. Goals, objectives, and measures selected are based on current USF Sarasota-Manatee initiatives, its mission, the commitment to continual improvement at USF Sarasota-Manatee, and the interest in its students’ success.
If not a direct report to the Regional Chancellor, unit heads submit their completed reports to the unit’s regional vice chancellor. The regional vice chancellor reviews, responds, and then passes the reports on to the Regional Chancellor for review and comment. The unit goals, objectives, measures, and outcomes, which align to the Strategic Plan, enable Senior Leadership (direct reports to the Chancellor) to make administrative decisions and budget allocations shaped by analysis of relevant data and outcomes.
All administrative support services participate in the annual cycle of unit assessment planning, data collection, analysis of results, and use of results, as documented in the table below. Please note that reorganization of some units throughout the years have changed the reporting of assessment data. Also note that from 2012-15, the units aligned outcomes to the 2012-16 Strategic Plan: Access = Success. Starting in 2015-16, units aligned outcomes to the 2015-2020 Strategic Plan: Focus on Quality 2020.
USF Sarasota-Manatee Administrative Unit Assessment
*This unit was included in the 2012-13 Academic Services Report.
Annual Assessment Cycle Timeline
|August 1–May 31||Administrative Unit Work Toward Achieving Goals: Administrative units work to achieve their goals that align with USF Sarasota-Manatee’s Strategic Plan, the USF System Strategic Plan, and the Florida Board of Governor’s State University System Strategic Plan; collect assessment data; analyze the data; determine the level at which they achieved their goals; determine new goals for the following year; make their plans for the following year; request additional resources as needed; and submit their reports to a regional vice chancellor or the Regional Chancellor, depending on their reporting lines.|
|June 1||Administrative Unit Heads’ Assessment Reports: Each administrative unit submits its assessment results to IR along with its plan for the following year and with requests for additional resources (e.g., budget, staff) based on assessment results. IR discusses the reports with the unit heads, if necessary, and sends the report on to the regional vice chancellor or the Regional Chancellor.|
|June 15||Regional Vice Chancellor’s Reports: For administrative units reporting to a regional vice chancellor, that administrator reviews and comments on the results/plans for units reporting to him/her and passes the results/plans on to the Regional Chancellor.|
|June 30||Regional Chancellor’s Report: The Regional Chancellor reviews and comments on each administrative unit’s results/plans and allocates resources accordingly.|
|August 1||Administrative Unit Heads’ Assessment Plans: Each administrative unit, after reviewing the vice chancellor and chancellor responses, submits its assessment plan for the new fiscal year to IR for posting.|
Use of Assessment Results
Each unit plan above indicates assessment results for each of its outcomes and indicates how these results supported changes or new programs.
Example 1: In 2013-14 and 2014-15 (Technology Services Assessment Summary 2013-15), Technology Services’ number one unit goal was to maintain and enhance the technology infrastructure and use on campus and at off-campus sites. In 2013-14 it accomplished completion of the Mote Marine and Culinary laboratories, upgraded the wireless network across campus, piloted lecture-capture in several classrooms, and upgraded the Selby Auditorium’s videoconferencing technology. Building on these accomplishments, Technology Services continued the following year adding additional lecture-capture classrooms and installing core equipment to further streamline the use of technology for the faculty and staff.
Example 2: University Advancement targets increasing the number of donors as one of its annual outcomes (Advancement Assessment Summary 2011-15). Results show that in 2011-12, the University had 53 donors; 2012-13 125 donors, +136% increase (achieved in part through efforts to reach higher level donors); 2013-14 shows 348 donors, +278% increase (achieved in part through efforts to grow/increase existing donors with the Unstoppable Campaign), and 2014-15 shows 551 donors, +63% increase (achieved with continued support of the Unstoppable Campaign).
SUPPORTING DOCUMENTATION AND EVIDENCE