NACADA’s strategic goals (7 of 8)

Greetings, colleagues. . .

In our ongoing exploration of NACADA’s strategic goals, this month we consider the penultimate in the list:  Engage in ongoing assessment of all facets of the Association.

For better or worse, “assessment” is firmly planted in the higher education landscape.  And, in the final analysis, assessment isn’t something we do solely (or even primarily) to satisfy accrediting bodies and campus administrators.  Rather, assessment gives us important information about how we’re doing; it allows us to “take the pulse” of an organization and make decisions to improve it over time.  In their outstanding article on assessment of academic advising in the NACADA Clearinghouse, Robbins and Zarges discuss many important topics, including evaluation vs. assessment, the assessment cycle and stakeholders.

NACADA assesses its operations in a variety of ways, including formal strategic plans, session evaluations at conferences and events and direct feedback from the membership.  I’ve been working with NACADA for a decade now, and I’ve rarely seen an organization more dedicated to what a colleague of mine calls “assessment–the good kind.”  And, I’ve seen the tangible results of NACADA’s assessment activities in its program offerings, organizational structure and strategic plans.

If you have thoughts on the assessment process in general, NACADA’s application of it and / or any aspect of the Association where assessment is concerned, please share them in any of the customary ways.

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