Socialising the SEHEEF at Deakin University: Reflections for Program Administrators

Deakin University has been a proactive adopter of the Student Equity in Higher Education Evaluation Framework (SEHEEF) since 2022, embedding Continuous Quality Improvement (CQI) principles into its Higher Education Participation and Partnerships Program (HEPPP) planning and reporting. Over the past three years, Deakin has refined its approach to align with the SEHEEF and would like to offer our insights for other universities implementing this framework in 2024.

Here is a guide for practitioners to learn from Deakin’s experience:

Socialisation Phase: Building Familiarity and Embedding Change

The journey of embedding SEHEEF begins with socialising its principles and requirements. Deakin adopted an iterative approach, ensuring CQI principles were embedded gradually into processes to manage the cultural and operational shift effectively.

1. Gradual Adaptation of SEHEEF

Jumping into full-scale adoption of SEHEEF could overwhelm project teams. Instead, Deakin integrated the framework step-by-step:

• Early on, existing internal HEPPP reporting templates were only slightly adapted to meet SEHEEF requirements.
• The Administrative team translated and formatted key information, easing the initial transition for project groups.

Tip: Identify language commonly used in your organisation that mirrors SEHEEF concepts. Rephrasing framework requirements into familiar terms can enhance project teams’ understanding.

This iterative process allowed teams to grow their familiarity with SEHEEF organically, building confidence over time.

2. Compliance as a Change Management Tool

Buy-in is crucial for sustainable adoption when compliance requirements are used a change management tool.

Positioning something as merely a compliance requirement for reporting is unlikely to secure meaningful stakeholder buy-in. To encourage adoption, it is essential to identify and articulate mutually beneficial reasons that demonstrate the framework’s value beyond compliance.

Early on, presenting the SEHEEF as a government-mandated framework helped address resistance to change.

However, true adoption required highlighting its benefits:

• SEHEEF standardises program logic, enabling strategic alignment across HEPPP projects.
• It highlights the collective impact of initiatives, reinforcing their value to the organisation.

“He who has a why to live can bear almost any how.” – Nietzsche. By framing the SEHEEF as a tool to amplify and evidence the magnificent work already being done, Deakin motivated teams to embrace CQI principles.

3. Supporting Project Teams

Deakin minimised the administrative burden on project teams:

• The Administrative team handled much of the early heavy lifting, such as adapting and translating documentation to fit the SEHEEF requirements.
• Teams were provided with clear guidance, including timelines and templates, to plan their activities more efficiently.

• The Administrative team remained flexible and responsive to project teams’ needs, building in cushioning for reporting deadlines and making concessions when external factors delayed their ability to meet requirements.

Clear communication and adaptability became a two-way street—by delivering on these principles, we earned the same from our project groups in return.

4. Seeking and Incorporating Feedback

The Administrative team continuously sought feedback from project teams:

• Regular check-ins assessed teams’ comfort levels with new requirements and identified areas for improvement.
• Workshops, Community of Practice (CoP) meetings, and end-of-year Forums built teams’ capacity to navigate the SEHEEF and share key learnings between project groups.
• An internal research report conducted by Deakin’s Centre for Research in Assessment and Digital Learning (CRADLE), acted as a pulse check for the Administrative team. The research identified strengths, enablers, challenges, and constraints in SEHEEF implementation.

These insights informed ongoing improvements, ensuring programming processes met the needs of both administrators and project leads.

Takeaway: Reducing barriers, no matter how small, fosters trust and enables teams to focus on delivering equity-focused initiatives.

5. Acknowledging Equity Funding Considerations

Equity funding compliance places a unique administrative load on equity-funded projects compared to operationally funded activities. Deakin’s HEPPP Administrative team acknowledges this challenge and continues to advocate for efficient, flexible reporting requirements that enable teams to focus on delivering impactful work.

Maturation Phase: Refining Systems and Processes

Deakin is now transitioning into the maturation phase of SEHEEF adoption, focusing on refining CQI measurement and reporting.

1. Refining Metrics and Definitions

To improve consistency and data integrity:

• Deakin is standardising success metrics and operational definitions across projects.
• Activity tracking methods are being refined to better align with SEHEEF requirements.
• We note that the framework does not align neatly with all types of activities. Initiatives such as mentoring, scholarships, and events integrate well with the SEHEEF framework; however, institutional development projects with longer incubation periods pose challenges for reporting impact on an annual cycle. Deakin continues to navigate this tension and looks to the Department of Education for guidance on reporting in 2024.
• We acknowledge the challenges of introducing a new evaluation framework mid-programming and the tensions that arise when retrofitting existing activities into the SEHEEF structure.

2. Enhancing Systems for BAU Integration

Deakin is embedding activity tracking and monitoring into its business-as-usual (BAU) systems:

• Platforms are being explored to capture, analyse, and respond to data more frequently, ensuring a data-driven approach to meeting students’ needs.
• Streamlined processes aim to enhance the ability for project teams to focus on delivering impactful initiatives.

Note: Universities are large enterprises and can tend toward silos which hinder collaboration, even despite best efforts in organisational structuring. Administrative teams can play a critical role in connecting project leads to institutional resources, such as access to data and expertise, to enhance project delivery.

3. Maintaining Agility

With established familiarity, Deakin is positioned to respond to feedback and evolving requirements.

But we must keep in mind even slight changes—like adding reporting fields or updating templates—can create significant administrative burdens for those on the receiving end. Each change implemented should be carefully evaluated for its purpose and long-term benefits. While it is reasonable to ask teams to invest upfront in learning a new way of working, this investment should be well-justified and supported.

Key Recommendations for Administrators

1. Start Small: Begin with minor changes to existing templates and processes, allowing teams to adapt gradually.
2. Invest in Administrative Support: Dedicated administrative teams are invaluable for a smooth transition.
3. Communicate the ‘Why’: Emphasise how the framework enhances program outcomes to secure buy-in from service delivers.
4. Seek Regular Feedback: Use feedback loops to identify challenges and make incremental improvements.
5. Plan for Growth: As teams become confident, focus on refining metrics, systems, and processes for long-term impact.
6. Acknowledge and Celebrate Progress: Acknowledgment and celebration can foster a strong sense of community and organisational culture. It helps employees to understand how their individual contributions support the strategic goals and objectives. Progress toward this is worth acknowledging.

Looking Ahead

Deakin’s experience demonstrates that adopting the SEHEEF is not just about compliance—it is an opportunity to build a culture of evidence-based equity programming. By combining gradual implementation, robust administrative support, and ongoing refinement, institutions can successfully embed the SEHEEF into their practices, driving better outcomes for students.

Get in touch

We are eager to connect with program administrators across the sector to learn from their experiences and insights in implementing the framework. Contact us at Deakin.