Evaluating Student Success Initiatives

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Presentation by Terri Manning, Associate Vice President for Institutional Research/Director of the Center for Applied Research, Central Piedmont Community College; LACCD AtD Liaison at the 2nd Annual …

Presentation by Terri Manning, Associate Vice President for Institutional Research/Director of the Center for Applied Research, Central Piedmont Community College; LACCD AtD Liaison at the 2nd Annual LACCD AtD Retreat

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  • _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________ _________________________________________________________
  • Actually, we use logic models everyday. Let’s look at this… We want to take a family vacation and what we really hope is that we’ll have a good time and enjoy being together. We have had experience and know (our own personal research tells us) that camping is something we all enjoy doing together. So, in order to take a camping trip, we need.. If this…, then that…. Logic models involve a mental process. A logic model shows the series of connections and logical linkages that is expected to result in achievement of our goal.
  • Let’s apply this to a typical Extension example
  • An opportunity for questions and discussions.

Transcript

  • 1. EVALUATINGSTUDENT SUCCESSINITIATIVES LACCD Student Success & 3CSN SummitMaking Sure Things Work BeforeWe Scale Them Up Center for Applied Research at CPCC 2013
  • 2. PURPOSEWe want to take some time to discuss common misconceptions and issues experienced by colleges around the subject of evaluation.We want to understand the differences between evaluation and research.We want to know how to develop and implement a good evaluation for an intervention or program. Center for Applied Research at CPCC 2013
  • 3. PROGRAM EVALUATIONWhat is evaluation?  Evaluation is a profession composed of persons with varying interests, potentially encompassing but not limited to the evaluation of programs, products, personnel, policy, performance, proposals, technology, research, theory and even of evaluation itself.Go to: http://www.eval.orgAt the bottom of the homepage there is a link to a free training package and facilitators guide for teaching the Guiding Principles for Evaluator Training Center for Applied Research at CPCC 2013
  • 4. MORE ON EVALUATIONAs defined by the American Evaluation Association, evaluation involves assessing the strengths and weaknesses of programs, policies, personnel, products, and organizations to improve their effectiveness.  Evaluation is the systematic collection and analysis of data needed to make decisions, a process in which most well- run programs engage from the outset. Here are just some of the evaluation activities that are already likely to be incorporated into many programs or that can be added easily:  Pinpointing the services needed for example, finding out what knowledge, skills, attitudes, or behaviors a program should address Center for Applied Research at CPCC 2013
  • 5. CONTINUED Establishing program objectives and deciding the particular evidence (such as the specific knowledge, attitudes, or behavior) that will demonstrate that the objectives have been met. A key to successful evaluation is a set of clear, measurable, and realistic program objectives. If objectives are unrealistically optimistic or are not measurable, the program may not be able to demonstrate that it has been successful even if it has done a good job Developing or selecting from among alternative program approaches for example, trying different curricula or policies and determining which ones best achieve the goals Center for Applied Research at CPCC 2013
  • 6. CONTINUED Tracking program objectives for example, setting up a system that shows who gets services, how much service is delivered, how participants rate the services they receive, and which approaches are most readily adopted by staff Trying out and assessing new program designs determining the extent to which a particular approach is being implemented faithfully by school or agency person Center for Applied Research at CPCC 2013
  • 7. PROGRAM EVALUATIONPurpose  To establish better products, personnel, programs, organizations, governments, consumers and the public interest; to contribute to informed decision making and more enlightened change; precipitating needed change; empowering all stakeholders by collecting data from them and engaging them in the evaluation process; and experiencing the excitement of new insights.  Evaluators aspire to construct and provide the best possible information that might bear on the value of whatever is being evaluated. Center for Applied Research at CPCC 2013
  • 8. Definition of Evaluation Study designed and conducted to assist someaudience to assess an object’s merit and worth. (Stufflebeam, 1999)Identification of defensible criteria to determine anevaluation object’s value (worth or merit), quality, utility,effectiveness, or significance in relation to thosecriteria. (Fitzpatrick, Sanders & Worthen, 2004) Center for Applied Research at CPCC 2013
  • 9. Definition of Evaluation Goal 1 Determine the merit or worth of an evaluand. (Scriven 1991) Goal 2Provide answers to significant evaluative questions that are posed It is a value judgment based on defensible criteria Center for Applied Research at CPCC 2013
  • 10. Evaluation Questions Provide the direction and foundation for the evaluation (without them the evaluation will lack focus)The evaluation’s focus will determine the questions asked. Need Process OutcomesAssessment Evaluation EvaluationQuestions? Questions? Questions? Center for Applied Research at CPCC 2013
  • 11. TYPES OF EVALUATIONProcess evaluation – determines if the processes are happening according to the plan The processes of a program are the “nitty- gritty” details or the “dosage” students, patients or clients receive – the activities It is the who is going to do what and when It answers the question “Is this program being delivered as it was intended.” Center for Applied Research at CPCC 2013
  • 12. TYPES OF EVALUATIONOutcome evaluation (most critical piece for accreditation)  determines how participants do on short-range, mid-range or long-range outcomes  Usually involves setting program goals and outcome objectives  Answers the question “is this program working” and/or “are participants accomplishing what we intended for them to accomplish” Center for Applied Research at CPCC 2013
  • 13. TYPES OF EVALUATIONImpact evaluation How did the results impact the student group, college, community, family (larger group over time) Answers the question “Is this program having the impact it was intended to have (so you must start with intentions)?” Center for Applied Research at CPCC 2013
  • 14. TWO MAJOR TYPES OF EVALUATION Center for Applied Research at CPCC 2013
  • 15. IR DEPARTMENTSThe Good News Is….. You are all data peopleThe Bad News Is…. You are all data people Sometimes have difficulty realizing this is not research and demands more than data from your student system Center for Applied Research at CPCC 2013
  • 16. Evaluation Research Use intended for use – use is the produces knowledge – lets rationale the natural process determine useQuestions the decision-maker, not evaluator, the researcher determines the comes up with the questions to questions study.Judgment compares what is with what studies what is should be – does it meet established criteria Setting action setting/priority is to the priority is to the research, not program, not the evaluation what is being studied Roles friction among evaluator’s roles not the friction; research vs. and program giver’s roles because funder – no friction of judgmental qualities of evaluator. Center for Applied Research at CPCC 2013
  • 17. In CommunityISSUES WITH EVALUATION Colleges Center for Applied Research at CPCC 2013
  • 18. INTERVENTIONS HAVE QUESTIONABLE SUCCESSThe evaluated don’t take into consideration all factors including methodology and quality of implementationCollege needs to have a realistic/courageous conversation on standards of evidence, statistical significance and expectationsSpend most of the time planning the interventions, not on how to evaluate itNever define what success should look like, reasonable target Center for Applied Research at CPCC 2013
  • 19. INTERVENTIONS ARE OFTEN TOO COMPLICATEDMultiple layers of independent variablesCollege lacks the staff, software or ability to carry it out.Groups keep getting smaller and smaller (for sample or comparison groups).Don’t really know what worked.Expansion happens too quickly. Center for Applied Research at CPCC 2013
  • 20. INTERVENTIONS HAVE QUESTIONABLE ABILITY TO BE ADAPTED ON A LARGE SCALENot enough consideration of the costs of scalingDon’t want to cancel plans involving un-scalable interventions (someone’s pet project)Develop culture where it is ok to take risk and learn from mistakes Center for Applied Research at CPCC 2013
  • 21. THE COLLEGE SKEPTICThe one who wants everything to be statistically significantThe faculty group who wants to talk about confidence intervals or powerFear that things won’t work“We tried that before”They confuse evaluation with research. Center for Applied Research at CPCC 2013
  • 22. LIMITED ABILITY TO EVALUATE.Whole concept is new to many.Funders forces us to begin the process.May be no one at the institution to lead them through it (health faculty are the best place to start).Don’t know what resources are out there? Center for Applied Research at CPCC 2013
  • 23. ANALYSIS PARALYSISLet’s splice and dice the data more and more and more.Too much data to analyzeDon’t know what it tells themHow do we make a decision about priorities and strategies from 200 pages of data tables? Center for Applied Research at CPCC 2013
  • 24. THE SUMMER HIATUSFaculty leave in June and never give the initiative a thought until August 20th.No interventions are in place when fall term beginsNo evaluation tools are in place.Baseline data cannot be collected.August 20-31 they are mostly concerned with preparing for fall classes (as they should). Center for Applied Research at CPCC 2013
  • 25. NO WORKABLE EVALUATION TIMELINESCreating a timeline.Identifying all the detail.Getting a team to actually follow it.Who is responsible for each piece.Where do completed surveys/assessments go – who scores them – who analyzes them – who makes decisions based on them? Center for Applied Research at CPCC 2013
  • 26. What does a logic model look like? Graphic display of boxes and arrows; vertical or horizontal  Relationships, linkages. Any shape possible  Circular, dynamic,  Cultural adaptations, storyboards. Level of detail  Simple  Complex Multiple modelsSource / Adapted from UW-Extension:http://www.uwex.edu/ces/pdande/evaluation/evallogicmodel.htmlResearch at CPCC 2013 Center for Applied
  • 27. Where are you going?How will you get there?What will tell you that you’ve arrived?A logic model is your programROAD MAP Center for Applied Research at CPCC 2013
  • 28. Example: Every day logicmodel –Family Vacation Family Members Drive to state park Family members learn about each Budget other; family Set up camp bonds; family has Car a good time Cook, play, talk, laugh, hike Camping EquipmentSource: E Taylor-Powell, University of Wisconsin- Extension-Cooperative Extension Center for Applied Research at CPCC 2013
  • 29. Example: Financialmanagement programSituation: Individuals with limited knowledge and skills in basic financial management are unable to meet their financial goals and manage money to meet their needs. INPUTS OUTPUTS OUTCOMES Extension We conduct a variety of Participants gain educational activities knowledge, change invests time and targeted to individuals practices and have resources who participate improved financial well- beingWHAT WE INVEST WHAT WE DO WHAT RESULTS Source: E Taylor-Powell, University of Wisconsin- Extension-Cooperative Extension Center for Applied Research at CPCC 2013
  • 30. Example: One component of a comprehensive parent education and support initiative During a county needs assessment, majority of parents reported that they wereSituation: having difficulty parenting and felt stressed as a resultINPUTS OUTPUTS OUTCOMES Parents increase Parents Develop knowledge of identifyStaff parent ed child dev appropriate Improve actions to d child- curriculu take parent m Targeted Parents relationMone better Deliver parents understandin sy series of attend g their own Parents use parenting effective StrongPartner interacti style parenting families Parents gains vesessio skills in practicesResearc ns Facilitat effective parentingh e practices support groups Assumptions: External factors: Center for Applied Research at CPCC 2013
  • 31. Example: Smoke free worksitesSituation: Secondhand smoke is responsible for lung cancer, respiratory symptoms, cardiovascular disease, andworsens asthma. Public policy change that creates smoke free environments is the best known way to reduce andprevent smoking.Inputs Outputs Outcomes Assess worksite Demonstrations Increased tobacco Worksite awareness of of public supportCoalition policies and owners, for SF worksites importance ofTime practices managers SF worksitesDollars Develop SF worksites community Increased SF worksitesPartners Unions support for SF knowledge of SF policiesIncluding worksites worksite draftedyouth benefits & options Workers; Organize and union implement SF worksite members Increased strategy for policies commitment, targeted passed support and worksites Public demand for SF worksites Adherence to smoke-free policies Source: E Taylor-Powell, University of Wisconsin- Extension- Cooperative Extension Center for Applied Research at CPCC 2013
  • 32. Need AssessmentProcess EvaluationOutcomes Evaluation Questions? Questions? Questions? INPUT INPUT PROCESS PROCESS OUTCOMES OUTCOMES What Is the To what extent resources are intervention are desired needed for strategy being changes implemented as occurring? For starting this whom? intervention intended? strategy? Is the intervention How many Are participants strategy making staff members being reached as a difference? are needed? intended? What seems to work? Not work?Source: R. Rincones-Gomez, 2009 for Applied Research at CPCC 2013 Center
  • 33. CHAIN OF OUTCOMES SHORT MEDIUM LONG-TERM Seniors increase Practice safe cooling of Lowered incidence of food knowledge of food food; food preparation borne illness contamination risks guidelines Participants increase Establish financial goals, Reduced debt and knowledge and skills in use spending plan increased savings financial management Community increases Residents and employers Child care needs are met understanding of discuss options and childcare needs implement a plan Empty inner city parking Youth and adults learn Money saved, nutrition lot converted to gardening skills, nutrition, improved, residents enjoy community garden food preparation and mgt. greater sense of communitySource: E Taylor-Powell, University of Center for Applied Research at CPCC 2013 Wisconsin- Extension-Cooperative Extension
  • 34. WHAT ARE THE SUMMATIVE AND FORMATIVE OUTCOME INDICATORSSupplemental InstructionLearning CommunitiesRequired OrientationAcademic Success CourseMinority Male MentoringDevelopmental Math RedesignPeer TutoringAccelerated English Center for Applied Research at CPCC 2013
  • 35. AT YOUR TABLES ……….Select an ATD student success initiative at your college that you plan to evaluate before you make the decision to scale it up. (if you can’t think of one use the online learning one in your handouts)Use this program for each activity. Center for Applied Research at CPCC 2013
  • 36. 1. BRING TOGETHER THE PROGRAM DEVELOPERSAsk them to answer these question:1. Why did you develop this program with these program characteristics?2. What do you think students (or participants) will get out of this program (what changes)?3. How do you tie specific program content to specific expected changes or improvements in participants. Center for Applied Research at CPCC 2013
  • 37. 2. ORIENT AN EVALUATION TEAMWho should be on it?What skills do you need at the table (what staff members have those?)What should be their charge? Center for Applied Research at CPCC 2013
  • 38. 3. GATHER INFORMATION ON POTENTIAL OUTCOMES.What are potential sources for outcomes? Center for Applied Research at CPCC 2013
  • 39. 4. WRITE OUTCOME STATEMENTSSometime these are already written (from grants)Make them clearDon’t draw a number out of a hatTest it outCreate a logic model Center for Applied Research at CPCC 2013
  • 40. 5. CREATE OUTCOME INDICATORSOutcome Indicator. - Usually referred to as a key performance indicator, this is the data, or set of statistics that best verifies the accomplishment of a specific outcome. An outcome indicator for college readiness might be an SAT score of 1100 or above. It is typically the accomplishment of a specific skill or assessment at a certain level that indicates an outcome is met.What data can you access?What assessments need to be selected? Center for Applied Research at CPCC 2013
  • 41. 6. CREATE OUTCOME TARGETSOutcome Target – the benchmark set as a performance indicator for a given outcome. An example would be that 80% of students would score a 75% or above on a reading assessment. The outcome target would be “80% of students.”How would you create these targets or benchmark?Do you need a comparison group?What is an acceptable level of improvement or change? Center for Applied Research at CPCC 2013
  • 42. 7. CREATE ALL TOOLSYou will probably need:  Demographic sheets  Attendance or participation log  Formative evaluation toolsWill they be online or pencil/paper tools (benefits of each)When do they need to be ready?Who needs copies?Create evaluation timeline. Center for Applied Research at CPCC 2013
  • 43. 8. PILOT TEST THE PROCESSMake sure it worksGive a small group of student or faculty/staff the assessments to make sure they are clearWork out all the detail  Who distributes it  Who collects it  Who scores it  Who puts it in the spreadsheet  Who keeps up with the post-test dates, etc. Center for Applied Research at CPCC 2013
  • 44. 9. IMPLEMENT THE EVALUATIONFollow your plan Center for Applied Research at CPCC 2013
  • 45. 10. ANALYZE RESULTSSometimes just numbers and percentsSometimes statistical tests are neededIf students don’t meet the summative evaluation benchmarks, analyze the formative evaluation Center for Applied Research at CPCC 2013
  • 46. 11. IMPROVE YOUR PROCESS AND PROGRAMTakes several years to have good data.Discuss how the evaluation can be improvedDiscuss how the program can be improved Center for Applied Research at CPCC 2013
  • 47. CLOSINGEstablish your planFollow your planAssign responsibility for itExpect big thingsUse results to improve what you do (close the loop) Center for Applied Research at CPCC 2013
  • 48. SUPPORT AND CONTACTINFO: Terri Manning, Ed.D. terri.manning@cpcc.ed u (704) 330-6592