A Model For Evaluating Institutional Research Functions AIR 2000

A Model For Evaluating
Institutional Research
Functions
AIR 2000
May 20, 2000
Frank Doherty
Director of Institutional Research
James Madison University
Objectives
Learn how to describe what you do.
Develop a systematic plan to evaluate the
IR functions.
Freebie: Learn a method to evaluate other
administrative offices on your campus.
Schedule
8:00—10:00
Introduction and program design
development
10:00
Break
10:15—12:00
Program design development
12:00—1:00
Lunch
1:00—4:00
Evaluation design development
4:00-5:00
Wrap-up and evaluation
JMU OIR Evaluation
1992 SACS Visiting Team Report
“Although OPA (now OIR) has occasionally
evaluated the usefulness of some of its
products and services, evaluation has not
been established as a routine matter. Thus,
the Committee recommends that the
University establish regular and ongoing
evaluation mechanisms for the institutional
research function.”
Evaluation Is UserOriented
Objective is program improvement and
accountability
Seek information that will improve office
User control of evaluation is very
important
Elements of the Evaluation
Program design
Evaluation design
Program review team
Data collection and analysis
Reporting and recommendations
Improvement plan
Ongoing evaluation
Program Design Philosophy
You cannot evaluate that which you cannot
describe
First step in self-study
Facilitates clarification of program goals and
operation—wonderful communication device
Aids the planning process
Serves as an implementation guide
Provides a sense of the whole
Documents program operation
Program Design
Discrepancy Evaluation Model
Systems approach
Inputs
Processes
Outputs
Compare performance with standard (gap
analysis)
OIR Program Design
Network
Input-Process-Output statements
Evaluation Plan Philosophy
States intentions publicly
Organizes complexity of evaluation effort
Facilitates and justifies evaluation
resource allocation decisions
Serves as a “standard” for judging an
evaluation effort
Evaluation Design
Overall plan for the evaluation
Concerns/Issues
Program-specific
Common
Questions
Information sources/methodology
OIR Evaluation Design
Program Review Team
Consists of 8-10 staff recommended by office
Chair not from office, but appointed by division
head
Collect data
Write report and recommendations
Recommendations discussed with division head
and supervisor
Annual objectives developed to address
recommendations
Ongoing Program Review
OIR program review is conducted every
three years
Online survey
Accountability and use of results
Annual objectives based on
recommendations
Components
Components Of An Effective Program
Review at James Madison University
Summary
IR evaluation should be:
Thorough
User-oriented
On-going and accountable
OIR evaluation report
http://www.jmu.edu/instresrch/present/air99
/oireval.pdf
Program Design Exercise
Program design consists of two parts
Network
Input-Process-Output statements
Network
Numbering and levels
Functional dependencies
Let’s create a Network
IPO Statements
Inputs
Processes
Outputs
JMU OIR Network
Inputs
Things which set processes into motion
and keep them running
resources
receptors
staff
independent groups/organizations
preconditions
enabling outputs from other components
Processes
Described as event-sequences
Process descriptions of
intended interactions of people,
materials and media, and
current context in which they take place
Be specific
indicate who is doing what to whom, how, when,
where, and for how long
Linked to outputs
Outputs—Terminal
Two types: terminal objectives and
enabling objectives
Terminal objectives are changes or
products which
result from program-controlled processes
intended to be fed into the external
environment
outputs for which the program holds itself
accountable—bottom line
Outputs—Enabling
Enabling objectives result from programcontrolled processes
used within program rather than without
“enables” the achievement of terminal
objectives
can be output of one process and input into
another
IPO Development Exercise
Let’s develop an IPO for your office.
IPO Exercise
Evaluation Plan
Address primary needs of area
“What do you need to know?”
May want to address common institutional
issues and questions
Customer satisfaction
Planning
Use of results
Etc.
Stages of Evaluation
Design evaluation
Input evaluation *
Process evaluation *
Output evaluation *
Cost-Benefit Analysis
Design Evaluation
Assessment of substantive adequacy of a
program’s design
Is this likely to be a good program?
Examination of the substance,
assumptions, and structure of a program
prior to installation.
Input Evaluation
Appropriate for:
New programs and replication efforts
Installation evaluation
Inputs are present as prescribed by
program design
Planned processes have been set in
motion
Design preconditions have been met
Stipulated preconditions are critical
Fiscal monitoring
Process Evaluation
Monitors continued operation and
sequential accomplishment of enabling
objectives
Formative: Discrepancy reports used to
modify and improve program operations
Process Evaluation
Sets the stage for summative evaluation
Documents and defines “treatment” until
program process stable
Clarifies relationship between program
activities and accomplishment of interim
objectives
Evaluation plans should emphasize process
evaluation
Particularly useful during early stages of
program operation
Output Evaluation
Refers to terminal objectives only
Have terminal objectives been
achieved?
Investigation of causation
Most useful when preceded by formative
evaluation
Previous evaluation stages contribute
to program stability and improvement
Evaluation Design
Components
Description
Evaluation Concern
3-7 aspects of program to be
evaluated
Evaluation Questions
2 or more performance questions
for each concern
Design Referent
Refers to program design
Information Needed
Reason for question, kind of
information sought
Source of Information
Where information comes from
and how to be analyzed
Date Information Needed
When discrepancy info needed
Selection Criteria
Critical functional importance
Areas that are problematic
Areas of direct concern to external
evaluation audiences (i.e. accrediting
agency)
Areas of concern to internal evaluation
audiences (customer satisfaction)
Areas where information is needed soon
Evaluation Concerns
Identification
Common models of organization
By design component
By cross-cutting function
By evaluation stage
Evaluation Questions
Derived from a larger area of concern
Guide to collection of performance
information
What kind of performance information is
necessary to answer questions posed?
Determine standard for each variable
identified
Evaluation Questions
Develop for each evaluation concern
Should direct systematic collection of
performance information
Evaluation question directs one to
performance information
Design Referents
Relate program design to evaluation
design.
Design referent should point to a
component in the program design and
indicate whether the question is related to
input, process, or output.
Information Needs
Provides rationale for each question
Explains what kind of information sought
Indicates how collected information will
be used, and by whom.
Information Needs
Justification
Record keeping
Routine monitoring
Verification of preconditions
Management troubleshooting
Functional criticality
Accountability
Bargain information
Information Needs
Continued
Information need should tell reader
purpose of the information
(F) for formative
(S) for summative
Sometimes can be F and S
Sources of Information
Task #1: Brainstorm information
possibilities for each question
Task #2: Pick and choose from
possibilities
Factors to consider:
Reliability and validity
Cost (time and resources)
Report Dates
Establish ballpark estimate when
discrepancy reports should be available
May differ from audience to audience
Evaluation Design Exercise
Let’s create an evaluation design
Evaluation Concerns
Evaluation Questions
Design Referent
Information Needed
Source of Information
Date Information Needed
Data Analysis
Questions determine methods
Multiple methods used
Statistical analysis of data
Document review
Surveys
Interviews
Focus groups
Reporting and
Recommendations
Reports are organized by evaluation
issue/concern
Self-Study team develops
recommendations