Department of Residence Life Annual Assessment Plan

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1 Document Navigation Goals Department of Residence Life Assessment Plan Goals Co-Curricular Learning Objectives Key Performance Indicators Signature Assessments Priorities (including assessments and outcomes) Goal 1: Provide a residential experience that supports the academic mission of the University by delivering intellectually and culturally engaging programs that augment the curricular experience. Goal 2: Provide opportunities which encourage students to gain a deeper understanding of individual and cultural differences by engaging in meaningful interactions, sharing diverse perspectives, and identifying their impact on the residential community. Goal 3: Enhance the physical environment of the residence halls through ongoing assessment in order to provide safe, clean, and welcoming spaces. Goal 4: Exercise sound fiscal and operational practices in order to keep cost at the lowest possible level. Goal 5: Involve residents in the decision-making process about the residential experience through shared governance. Co-Curricular Learning Objectives 1. Residents will grow as individuals by developing a greater sense of self in ways which support their academic success and increase their connection to the residential and university community. 2. Residents will acknowledge a personal responsibility for their actions and the impact of those actions on other community members and will seek to demonstrate that understanding through their decision-making and behavior. 3. Residents will explore their multiple identities and the identities of others through participation in inclusive initiatives and close interactions with residents whose cultural backgrounds and beliefs may differ from their own. 4. Residents will understand the importance of being participatory, engaged members of their community in order to ensure the safety, cleanliness, and inclusivity of the residential environment. 5. staff will cultivate and apply a variety of leadership skills as they seek to develop community and create an inclusive environment which will support their residents success. 6. Hall governance leaders will understand the trust placed in them as elected representatives of the residential student population and will use that voice to serve the needs of and advocate for the residential community.

2 Key Performance Indicators Department of Residence Life Assessment Plan KPI Name (in Compliance Assist) KPI Text Source Timeframe Average Freshmen Resident GPA Average freshmen resident GPA compared to non-resident GPA for Average GPA for RHA, Hall Council, and NRHH Average Junior Resident GPA Average LLC Resident GPA Average RA GPA Average Resident GPA Average Senior Resident GPA Average Sophomore Resident GPA freshmen Average GPA for RHA, Hall Council, and NRHH members compared to nonmembers Average junior resident GPA compared to non-resident GPA for juniors Average resident GPA living in a LLC compared to same cohort not living in a LLC Average RA GPA compared to non-ra GPA Average resident GPA compared to nonresident GPA for overall Average senior resident GPA compared to non-resident GPA for seniors Average sophomore resident GPA compared to non-resident GPA for sophomores Community/Conduct Violations Number of community/conduct violations End of Year Report EBI-ACUHOI Learning: Average score for EBI-ACUHOI EBI-ACUHOI Diversity and Social Learning: Diversity and Social Justice Justice EBI-ACUHOI Learning: Average score for EBI-ACUHOI EBI-ACUHOI Self-Management Learning: Self-Management EBI-ACUHOI Overall Average score for EBI-ACUHOI - Overall EBI-ACUHOI Learning Learning EBI-ACUHOI Overall Average score for EBI-ACUHOI Overall EBI-ACUHOI Program Effectiveness Program Effectiveness EBI-ACUHOI Overall Average score for EBI-ACUHOI Overall EBI-ACUHOI Satisfaction Satisfaction EBI-ACUHOI Satisfaction: Average score for EBI-ACUHOI EBI-ACUHOI Facilities & Services Satisfaction: Facilities & Services Survey Friday Night Club Number of students attending Friday Friday Night Attendance Night Club Club Assessment Junior Retention Rate Junior retention rate in residence halls Occupancy Report LLC Resident Fall-to-Fall LLC resident fall-to-fall retention rate at LLC Program Retention Rate the University Assessments Each year Residence Life Document Navigation Page 2 of 8

3 Department of Residence Life Assessment Plan KPI Name (in Compliance Assist) KPI Text Source Timeframe Occupancy rate Occupancy rate Occupancy Reports Senior Retention Rate Senior retention rate in residence halls Occupancy Report Staffing Trends staffing trends including Staffing Report contract status as well as hiring numbers. s Reporting More Success Percentage of students who believe living on-campus helped them be more End-of-year assessment Total Revenue Generated successful as a student Total revenue generated through initiatives, such as summer storage, loft rentals, welcome kits Budget breakdown report Each semester Signature Assessments Potential Signature Assessment (SA) Name or Topic Educational Benchmarking Inventory: Resident Assessment Educational Benchmarking Inventory: Staff Assessment --ISQ: D2L every 2 years Pre-Service Staff Training (varying methods and topics) End of Year Survey Participating Partners / External Groups Dining Services, Facilities, University Police Dining Services, Facilities, University Police University Police, Retention Initiatives & Academic Success Gather student learning, persistence, retention or success data? Learning, retention, success Local, system, and/or national assessment? National How often would the SA be conducted? In which academic year will the SA be conducted again? Every Year until , after, every 2 years Learning, retention, success National Every Year learning Local Every Year learning Local Every 2 years Residence Life Document Navigation Page 3 of 8

4 Potential Signature Assessment (SA) Name or Topic Department of Residence Life Assessment Plan Participating Partners / External Groups Gather student learning, persistence, retention or success data? Local, system, and/or national assessment? How often would the SA be conducted? In which academic year will the SA be conducted again? Staff Evaluations by Residents Other Local Twice a year Staff End of Evaluations Exit Survey for Non- Standard Withdrawals learning Local Twice a year Every Year on an retention Local ongoing basis learning, retention Local Every Year learning, retention Local Every 3 Years RD Training (varying methods and topics) RD Competencies (varying methods and topics) Hall Governance Leader Training (varying methods and topics) learning Local Every Year LLC/IC Programming Assessment (varying LLC Partners, retention, methods and topics) PATH learning Local Every Year The eventual plan is to cycle the EBI Survey with the End of Year Survey every other year. Given that the EBI contract goes through and there is a need to conduct the End of Year Survey in the meantime, the following scheduled is proposed but may change: EBI/ACUHOI Survey AND End of Year Survey EBI/ACUHOI Survey End of Year Survey EBI/ACUHOI Survey Etc Residence Life Document Navigation Page 4 of 8

5 Priorities Department of Residence Life Assessment Plan Build a residential culture that values the impact of student leadership and hall governance. Benchmark other campuses hall governance structures and use those results to identify three pilot hall governance models. Build investment in the role and impact of hall governance by engaging student leaders and resident directors more deeply in professional and leadership development opportunities, making resources more readily available, and giving resident directors increased autonomy in decisionmaking related to their hall governance. Conduct some formal and informal assessment to gather data about the implementation process and students awareness and perceptions of hall governance. Use results to inform decisions for the upcoming year. Hall Governance Benchmarking o Outcome: Receive at least five benchmarking responses by August Hall Governance Experience Survey o Outcome: Learn more about how students benefit from their hall governance experience and what they value about that experience. o Outcome: Have 75% of hall governance leaders participate in Hall Governance Experience Survey. Conference Application and Attendance Tracking o Outcome: Identify the number of students who attend conferences for differences/similarities between students who participated in different governance structures o Outcome: Identify the number of students who apply to conferences for differences/similarities between students who participated in different governance structures EBI/ACUHOI Survey o Outcome: Identify residents top three perceived benefits of hall governance to residence life. o Outcome: Identify at least two ways in which residents believe the impact of hall governance on residence life could be improved RD Weekly Reports (Informal) o Outcome: Document how RDs are pursuing creating a culture in their halls that values student leadership and hall governance. Additionally document the perceived effectiveness/impact of those changes. o Outcome: Knowing that national data shows that the men tend to be less involved than women, identify what actions are being taken specifically to promote leadership among male residents. Residence Life Document Navigation Page 5 of 8

6 Department of Residence Life Assessment Plan Conduct an overall review of the progress of the living learning communities (LLCs) and interest communities (ICs). Conduct a comprehensive review of the living learning communities and interest communities since their inception by seeking out information from a variety of sources. Gather past assessment results from participating partners, specifically their assessment of their articulated learning outcomes. Compile retention and GPA data for community participants going back to academic year Conduct an end-of-year assessment of all participants to assess both specific community s learning outcomes and learning outcomes for the program as a whole. Hold student focus groups to gather more in-depth information regarding students experiences. Seek feedback from staff who work closely with the communities. Use the information gathered to determine the strengths and opportunities of the living learning communities and interest communities as a whole. Identify next steps for enhancing the program. LLC & IC Tracking o Outcome: Identify a baseline for fall-to-fall retention rates for the FY13, FY14, and FY15 LLC/IC participants with comparisons to similar cohorts and the overall institution o Outcome: Identify a baseline for GPAs for the FY13, FY14, and FY15 LLC/IC participants with comparisons to similar cohorts and the overall institution LLC/IC Focus Groups o Outcome: At least 25 current and/or past LLC/IC members will participate in the focus groups. o Outcome TBD depending on the content of the focus group LLC & IC Survey o Outcome: Identify a baseline of performance for all general and programspecific learning LLC and IC learning outcomes. o Outcome: At least 40% of all LLC/IC participants will complete the survey. Staff Perception of LLC/IC Implementation and Effectiveness (Informal) o Outcome: Use the conversation to identify at least three opportunities for improvement. Explore the needs and usage of second to third-year population in residence halls. Identify opportunities that convince second to third-year students to remain in the residence halls. Living learning communities and interest communities may be one such incentive. In addition, other amenity or liberty focused amenities will be assessed to determine their potential cost and appeal to students. Analyze junior housing trends to determine if there is any significant information there. Use results to inform ongoing change meant to retain the second to third-year population. LLC/IC Focus Groups o Outcome: Identify at least two strategies for retaining, or LCC/IC topics that would be of interest to, second to third-year students Survey TBD o Outcome TBD A question assessing this outcome will be embedded in a residential-wide survey TBD. Tracking of Second to Third-year Population in Residence Halls Residence Life Document Navigation Page 6 of 8

7 Department of Residence Life Assessment Plan o Outcome: Determine the 2-3 most popular occupancy incentives for sophomore students. o Outcome: Determine which, if any, occupancy incentives would be likely to make a significant impact on sophomore students choice to live on-campus during their junior year. Tracking Usage by Junior Residential s o Outcome: Identify baseline usage rates by juniors for a variety of services/amenities, such as loft rentals and summer storage o Outcome: Determine the top two or three most popular halls for junior students. Determine if there are any other location-based consistencies among this group. Implement community webpages model. Provide resident assistants and senior assistants with additional opportunities to promote community development in their wings through the creation of community webpages that will be populated and maintained by the student staff. Community webpage posts will be tracked to determine the number of hits per webpage and to ensure that the student staff are making posts that pertain to all ten competency areas. This model will also be assessed through questions incorporated into residential population-wide survey and an assessment administered specifically to student staff. Appropriate changes will be made to the community webpages model based on the information gathered and the overall efficacy of the program. Community Webpage Analytics o Outcome: Establish a baseline for the number of hits per webpage and for the community webpages overall. o Outcome: Establish a baseline for the number of posts per competency and (if possible) the number of hits per competency. EBI/ACUHOI Survey o Outcome: Determine a baseline for how impactful the community webpages were in comparison to other community building initiatives Community Webpages Survey o Outcome: Determine the extent to which the community webpages are preferred by RAs and SAs over other community building initiatives. o Outcome: Determine to what extent RAs and SAs believe the community webpages are impactful in comparison to other community building initiatives. o Outcome: RAs and SAs will be able to articulate at least one example where a post helped to meaningfully contribute to/advance one of the competencies. Residence Life Document Navigation Page 7 of 8

8 Department of Residence Life Assessment Plan Implement cost-saving and revenue generation initiatives. Implement a variety of cost-saving and revenue generation initiatives, including: loft delivery, changes to staff meal plans, welcome kits, student hall worker reduction, summer storage, desk hour reduction, etc. Assess the impact of these initiatives through ongoing cost-benefit analyses and budget comparisons. Results will be shared with the Residence Hall Association and feedback will be sought regarding their understanding, awareness, and their level of buy-in to the initiatives. The results of the assessment and the feedback from RHA will be used to make modifications as needed to ongoing budget saving initiatives. Cost-Saving/Revenue Generation Budget Comparisons o Outcome: Based on projections, cost-saving and revenue generating initiatives will have saved the department at least $125,000. Cost-Saving/Revenue Generation Cost-Benefit Analysis o Outcome: The service metrics from the Fall 2015 EBI/ACUHOI Survey and Staff Survey will stay within an acceptable range of the most recent five year average for that metric ( survey administrations). To stay within an acceptable range the score can drop by no more than.5 points. o Outcome: RA Retention will stay within an acceptable range of the average RA retention rate for the last five years (AY AY ). To stay within an acceptable range it can drop by no more than 5%. o Outcome: Sophomore Retention will stay within an acceptable range of the average sophomore retention rate for the last five years (AY AY ). To stay within an acceptable range it can drop by no more than 5%. Feedback from RHA (Informal) o Outcome: Identify at least two potential recommendations from RHA regarding how to modify/improve the existing cost-saving/revenue generation initiatives. Residence Life Document Navigation Page 8 of 8