Desired Results, Measures, and Members

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What are the results you want to achieve?

• For Advisors:
  • Transform transactional advising general information and onboarding orientation to systems, procedures, degree plan, resources to video, audio, and text resources in personally curated web resources by the Fall 2025 intake cycle for individualized flipped advisor guidance.
• Advising Team:
  • Like-minded solution-oriented workgroups collaborate and cross collaborate to identify and implement solutions for orientation, enrollment and support for current and prospective students by Fall 2025 while reevaluating “standardized” touch points and robotic interaction limiting scalability.

What are the measures you’ll use to track your progress?

• Assess Learners:
  • Measurement efforts can utilize typical question/quiz formats for transactional pieces of advising to clear various holds and satisfy specific enrollment requirements When students illustrate or articulate successful behaviors they are able to by pass standardized interaction currently required for registration.
  • Likert survey assessments to gauge students understanding of resources, services, access, links to advising campaigns and support service referrals throughout assessment utilizing advising system.
  • Likert surveys to obtain valuable and informative data metrics at targeted assessment points (two-three times during each semester).
    • An example is an informational Tik-Tok campaign about the impact of dropping and currently available (live) resources/support services around significant drop deadlines. 
    • Followed by a “did this information help you” survey to assess growth mindset messaging‘s and support service referrals’ impact on retention/student success.
• Team Assessments:
  • Advising teams share focused 3-minute check-ins daily to share weekly goals and intentions. These can be scheduled meetings, video messages, or emails.
    • Meetings are scheduled for longer communications or clarifications as needed/requested to honor and respect each individuals day utilizing advisors preferred communication (video chat, text chat, in-person meeting, team discussion).
  • Weekly team-wise meetings (30 minutes or less) to review what’s working and what could be better as ensure all individuals are progressing in their advising resource and to provide opportunities collaboration planning.
  • Collaborative peer-groupings twice a month to evaluate effectiveness, to provide feed-forward, to reflect on what is working and what could be better in individual and group collaborations at all levels within the advising unit.
  • Workshops (quarterly) to gauge and assess progress to goals and celebrate successes.
• Department/Unit Assessments:
  • Weekly think-tank sessions with solutions-collective, inviting stakeholders as needed and coordinated to solve various needs that arise throughout the different academic cycles
  • Monthly department meetings to solution-storm (brainstorm) problems held separately (sacredly) from any staff meetings, professional developments, or presentations to re-engage with our individual why and collective why
  • At minimum quarterly collaborations with departmental and support service stakeholders across campus to ensure messaging and initiatives align with available offerings
  • Anonymous satisfaction surveys for advisors to describe bottlenecks and pinch-points as expressed by students following signification deadlines in academic cycles to evaluate improvement opportunities to policies and procedures
  • Monthly departmental updates, requests, and feed-forward to and from academic departments to improve communication and accuracy for learners
  • Ongoing collaboration groups with university coalition collective to scale procedures, evaluate and update policy, and improve training resources for all

Who is involved in your efforts?

• Advisors will be one of the most significant cultural influences in this change strategy because they have the front-line perspective of students’ frustrations and confusion. This innovation will empower advisors to help improve the student experience while reducing the repetitive and transactional calls, emails, and appointments that prevent them from more meaningful interactions with students
• Collective of solution-oriented collaborative stakeholders will be another source of significant cultural influence in the transformation of advising as it encompasses and overarches all offices and services of the university structure (such as the admissions; records; scholarship, financial aid, and veterans affairs; system administrators; technology support; service desk; instructional designers; administrative support; and support services to provide improvement ideas as front-line interaction experts.