Transcript HUD/HBCU PROPOSAL WRITING

Writing Measurable Title III
Objectives and Anticipated
Results (i.e., Performance Measures)
Mr. Marcus Bell, Consultant
The Dawson Group of Virginia, Inc.
Midlothian, VA 23113
Writing Measurable Objectives
Each objective should take the form of
a single statement.
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A well written objective contains a . . .
1. QUANTIFIED OUTCOME
State in measurable (i.e., numerical)
terms the expected end result you seek
to achieve.
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A well written objective contains . . .
2. A DATE
Specify the date (month/day/year) that
the objective(i.e., projected outcome)
will be fulfilled.
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A well written objective contains . . .
3. QUANTIFIED BASELINE DATA
State the previous quantified outcome
against which the projected outcome is
being measured or compared.
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Some objectives contain . . .
4. RESPONSIBILITY (Optional)
The name of the person or unit that
is responsible for implementing the
objective
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A well written objective also contains . . .
Performance Indicators
(i.e., Anticipated Results)
Each performance indicator should take the
form of a single statement.
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Objectives Must Have Performance Indicators
A Performance Indicator (i.e., Anticipated Result) Tells :
1. What observable/quantified outcome(s) and tangible
documentation are readily available to substantiate
achievement of the projected outcome(s)
2. Evaluation/Assessment Method(s) Used
Note: Always know where items of documentation are
located.
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Writing Measurable Objectives Exercise:
What’s wrong with these objectives?
EXERCISE AND GROUP SHARING

To design and implement a student retention program by
January 15, 2011.

To purchase 10 desktop computers for the Praxis I
Laboratory.

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To annually improve student outcomes in English 101,
mathematics 101 and reading 100.
Objectives Must Have Performance Indicators
THE INITIAL PROCESS IN DEVELOPING OBJECTIVES
BEGINS WITH A REVIEW OF SEVERAL KEY
DOCUMENTS:
1. MOST RECENT INSTITUTIONAL SELF STUDY
2. MOST RECENT REPORT FROM THE
ACCREDITATION AGENCY – SACS, North Central,
OTHER
3. INSTITUTIONAL LONG RANGE PLAN
4. OTHER PROGRAM ACCREDITATION/EVALUATION
REPORTS
IN THE DEVELOPMENT OF INSTITUTIONAL GOALS
AND OBJECTIVES, THEN THE MOST IMPORTANT
Objectives Must Have Performance Indicators
PLANNING
- BY DEFINITION IS THE RATIONAL DETERMINATION OF WHERE YOU
ARE, WHERE YOU ARE GOING, WHERE YOU WANT TO GO, AND HOW
YOU ARE GOING TO GET THERE.
Thus, the “where you want to go” becomes the institutional objectives,
and the “how you are going to get there’ becomes the personal
objectives.
However, before you can decide where you want to go, it is necessary to
determine where you are, and this ultimately requires a data base from
which you can develop viable goals and challenging but ACHIEVEABLE
OBJECTIVES FOR YOUR PROGRAM.
COMPREHENSIVE DEVELOPMENT PLAN…
A. Consider each institutional goal individually.
B. Specifically state what is to be accomplished and by when for each
goal statement.
C. List results to be accomplished or major activities leading to the
results.
D. State the expected results or major activities in measurable terms.
E. Be realistic in terms of available resources.
F. Be realistic but provide challenge and growth.
G. Identify “must” and “want” objectives and weigh them accordingly.
H. Include qualitative as well as quantative results.
I. Put the objective into a time frame. (Institutional objectives are
usually put within a fiscal year time frame.)
1. WHY HAVE GOALS?
2. WHAT ARE GOALS?
Objectives Must Have Performance Indicators
GOALS ARE…
IMPORTANT FOR PLANNING
PROVIDE DIRECTIONFOR PROGRAM DEVELOPMENT
NECESSARY TO PLAN A COORDINATED EFFORT AMONG SEVERAL
COMPONENTS WITHIN AN INSTITUTIONAL SETTING
STATE GENERAL PARAMETERS FOR WHAT IS POSSIBLE, FOR WHOM,
OR FOR WHAT.
A GOAL IS…
A BROAD, GENERAL STATEMENT OF INSTITUTIONAL OR PROGRAM
INTENT.
GOALS ARE NOT TO BE ACHIEVED OR MEASURED WITHIN A SPECIFIC
PERIOD OF TIME.
GOALS ARE MOVED TOWARD.
Objectives Must Have Performance Indicators
OBJECTIVES ARE IDENTIFIABLE POINTS IN THE PROGRAM OR ACTIVITY
WHICH GIVE EVIDENCE OF PROGRESS TOWARDS THE GOAL.
OBJECTIVES ARE WHAT THE PROGRAM OR ACTIVITY IS TO ACCOMPLISH.
THEY ALLOW FOR EVALUATION BY INTERNAL SOURCES AS WELL AS
OUTSIDE SOURCES.
OBJECTIVES ARE …
•SPECIFIC
•PROVIDE A BASIS FOR EVALUATION OF WHO, WHEN, WHAT, WHERE,
HOW, AND AT WHAT TIME HOW MUCH.
•AID IN SELECTION OF APPROPRIATE ACTIVITIES, PERSONNEL,
MATERIAL, ETC.
•COMMUNICATE CLEARLY WHAT IS TO BE DONE
•DESCRIBE OVERT ACTION WHICH CAN BE SEEN, FELT, SMELLED,
HEARD, OR TOUCHED UNDER STATED CIRCUMSTANCES OR CONDITIONS
ANDSTATED DEGREE OR LEVELS OF ACCOMPLISHMENT BY THE END OF
THE PROGRAM
Objectives Must Have Performance Indicators
OBJECTIVES ARE THE PIVOTAL POINT OF THE PROGRAM OR ACTIVITY.
EVERYTHING ELSE, e.g., TASKS, DOLLARS, AND TIME ARE BASED UPON THE
OBJECTIVES.
PERFORMANCE OBJECTIVE
1. WHO
2. BEHAVIOR
3. CONDITIONS
4. TIME
5. PROFICIENCY
6. MEASUREMENT
AREAS OF BEHAVIOR
•COGNITIVE
•AFFECTIVE
•PSYCHOMOTOR
•HEALTH/SOCIAL
Objectives Must Have Performance Indicators
THE READING ACADEMY PROGRAM WILL, BY SEPTEMBER 30, 2010, HAVE
ASSIGNED TUTORS AND INITIATED INSTRUCTION TO AT LEAST 10% OR 1,822
OF THE ELIGIBLE ADULTS (16 YEARS OR OLDER) AS DETERMINED BY AN
ASSESSMENT OF THE ACADEMY DAILY LOG.
AN OBJECTIVE IS A SPECIFIC, MEASUREABLE OUTCOME OF YOUR
PROGRAM/ACTIVITY.
CLEARLY, IF YOU HAVE DEFINED A PROBLEM OR NEED, THEN YOUR
OBJECTIVES SHOULD OFFER SOME RELIEF OR SOLUTION OF THE PROBLEM.
ONE COMMON PROBLEM WITH MANY PROGRAMS IS A FAILURE TO
DISTINGUISH BETWEEN MEANS AND OBJECTIVES.
FOR EXAMPLE: “THE PURPOSE OF THIS PROGRAM IS TO ESTABLISH A PEERGROUP TUTORING PROGRAM FOR POTENTIAL DROP-OUTS IN THE _____ AREA
OF ATLANTA, OR
“THE OBJECTIVE OF THIS PROGRAM IS TO PROVIDE COUNSELING AND
GUIDANCE SERVICES TO HIGH-RISK STUDENTS AT ______ UNIVERSITY.
Objectives Must Have Performance Indicators
EVALUATION
•AREAS OF MEASUREMENT
•REPORT OBSERVATION
•COMPONENTS OF AFFECTIVE MEASURING INSTRUMENTS
•STATEMENT RATING SCALE
AN EVALUATION IS…
A MEANS FOR ASSESSING THE COMPLETION OF AN OBJECTIVE(S) TOWARD MEETING A
PROGRAM/ACTIVITY GOAL
1. FORMATIVE EVALUATION
•ASSESS STATUS OF MANAGEMENT PLAN AND OPERATIONAL PLAN
•IDENTIFY STRENGTHS AND WEAKNESSES OF PROGRAM/ACTIVITY
•DETERMINE MAJOR SOURCE OF WEAKNESSES AND STRENGTHS
•DEVELOP ALTERNATIVE SOLUTIONS TO PROBLEMS OR MEANS OF
•IMPROVEMENT
•REVISE PLANS IN ACCORDANCE TO PRIORITIZED ALTERNATIVES
•IMPLEMENT CHANGES
2. SUMMATIVE EVALUATION
THE END