Student_Affairs_Annual_Assessment_Report_2021

3 BACKGROUND: In the seminal text on assessment, M. Lee Upcraft and John H. Schuh, authors of Assessment in Student Affairs, A Guide for Practitioners, argue that “The first component of a comprehensive student affairs assessment [program] is keeping track of who uses student services, programs, and facilities” [italics in original text]. Objective 1, Driving Excellence, Key Result 1 of the Student Affairs Strategic Action Plan (2021-2025) calls for “Develop[ing] a comprehensive and sustained assessment program” and the production of “a Student Affairs Assessment Report by July 1, 2021.” Listing assessment as the first key result of the Strategic Action Plan was not an accident. The assessment imperative first described by Upcraft and Schuh has not changed in a quarter century. “As questions of accountability, cost, quality, access, equity, and accreditation combine to make assessment a necessity in higher education, they also make assessment a fundamental necessity in student affairs as well. Are we delivering what we promised, and are we doing so in a cost-effective, high-quality way?” (pg. 7-8). A comprehensive assessment program is critical to executing our mission and building a regional reputation as a high-performing student affairs department. All employees will be involved and can contribute to a comprehensive program. Even the word “assessment” can generate anxiety in the heart of busy and stretched student affairs employees. This report has been created within a team effort and solidly grounded in a non-blaming culture that practices a growth mindset. We assess to learn and develop, not to judge and criticize. Phase one of this work is represented in this report. EXECUTIVE SUMMARY: This report is organized by office or department with available data described in tables. The first portion selects key student success metrics created by Institutional Research. The subsequent sections are produced internally from a variety of university sources. Each section concludes with an “evaluation” of the data to highlight key observations and how we should utilize the data to improve student success. Below is a high-level summary of the data with more information available in the remainder of the report. See page 24-25 for a full list of tables. 1. Our first-time, full-time, baccalaureate degree-seeking retention and 4-year graduation rates are above our peers. Efforts around retention should be maintained with a new focus on identify student sub populations that are not experiencing the same success. We should consider identifying “aspirant” institutions to assist Senior Cabinet in setting targets for further improvement. 2. Student organization leadership has been in decline over the last four years. The good progress made on Objective 4, Expand Student Engagement Opportunities and Objective 5, Create the Heart of the Campus Community from the 2021-2025 Student Affairs Strategic Action Plan should be accelerated and expanded with additional resources. 3. “Attending events that address important social, economic, and political issues (NSSE, question14),” is the lowest average rating from our first year and senior students within the Institutional Emphasis area and lower than our peers by a significant difference. We have an opportunity in the current climate to encourage students to attend events that will engage them in a wide range of topics. 4. Our historically marginalized students are not completing our National Survey for Student Engagement Survey in significant enough numbers to know if there is growth between the first-year students and seniors and to understand their perceptions. Those historically marginalized students (ethnicity and sexuality) report lower average ratings for “I feel valued by this institution” and “I feel like part of the community at this institution” than their white and heterosexual peers. Efforts should be made to acquire more representative responses for the 2023 survey. Efforts should be made to improve our historically marginalized student population’s sense of belonging.