By Matt Venaas
Unlocking the potential of data is the key to narrating impactful stories about the transformation of the on-campus residential experience. Campus housing professionals understand that their work goes beyond providing physical spaces; it's about crafting environments that matter, making a difference, and proving their worth. But how do they tell these stories, and, more importantly, how do they ensure that the data collected doesn't merely sit on a shelf but actively contributes to positive change? Lafayette College, The University of Texas at Dallas, and The University of Akron are three campuses that have been able to take this step, and all boast powerful and practical stories illustrating how they've translated assessment data into tangible enhancements for on-campus living. For that, they have received the Assessment and Impact Award from Benchworks by Elentra (previously Skyfactor).
This award, presented annually to multiple housing and residence life programs, aims to provide specific examples to answer that common question. The award is the culmination of a data-centered process that emphasizes not just high scores or significant improvement in survey scores, but also the underlying practices that serve as their foundation. The real strength, though, lies in the collective narrative these stories weave. Together with the experiences of previous winners, they form a tapestry of tried-and-true practices that highlight the true potential of assessment data and practices.
For housing professionals, a successful process isn't just about making sense of the data; it's about leaning into the assessment process, transcending the realm of data interpretation to drive action and instigate meaningful changes and leveraging it to enhance the residential experience. Digging into the narratives of these exceptional programs, several common themes emerge, transcending individual stories to unveil shared practices.
The primary pillar of the assessment process for these campuses is the implementation of deliberate and consistent cycles of assessment. It's a seemingly straightforward concept, but for those campuses where assessment is a practice embedded into their culture, it did not happen by accident or chance. There is purpose woven into every step of the process, shaping not only what is assessed but also when and how.
Establishing a regular rhythm, some campuses conduct comprehensive surveys at defined intervals. Lafayette College and The University of Akron, for instance, have used the ACUHO-I/Benchworks Resident Assessment either annually or bi-annually since its inception in 1999. This regular cadence of a single survey enabled these and other programs to monitor student experiences over time, identify issues, make changes, and assess the efficacy of those changes.
Even amid uncertainties and changes, like those faced during the COVID-19 pandemic, housing professionals acknowledged the indispensable role of assessment. For instance, the University of Central Florida adapted its existing assessment cycle to the circumstances of the time by shifting the launch of their ACUHO-I/Benchworks Resident Assessment from spring to fall for the 2020-21 academic year. This tactical move allowed them to take a more formative approach to their assessment efforts by identifying needs and trends for current students and using the data to ensure that they had the best experience possible.
Some campuses take this regular assessment cycle a step further, using the data to inform longer term efforts such as strategic planning. Millersville University of Pennsylvania used longitudinal trends from their assessment data to set informed goals as part of their 2025 strategic plan. By aligning institutional objectives directly with assessment outcomes, they created a robust mechanism for monitoring progress over the duration of the strategic plan.
For effective assessment practices, the mantra is clear: Don't rely solely on a single assessment. Many campuses have elevated their approach by pairing a substantial annual survey with a diverse array of other assessments, both large and small. The synergy of these data sources weaves a narrative more intricate than any single dataset could convey, utilizing overlapping data points for triangulation and tapping into various sources across campus.
Some housing programs elect to do smaller, more frequent surveys as a supplement to larger assessments. For The University of Texas at Dallas, this meant follow-up surveys that dug deeper into facility-related topics like physical spaces, furniture, and internet usage. The lessons learned by conducting several rounds of assessment drove efforts to create more community spaces by renovating existing facilities and then better coordinating processes to ensure continuing maintenance.
Other programs, like those that use outside vendors for services like dining, may employ data collected from assessments administered by those vendors. The University of South Alabama, for example, combined operational data from their vendor with short, weekly surveys meant to assess satisfaction and identify opportunities for small, quick changes. These adjustments were reflected in the increased scores in satisfaction with dining in their resident assessment done at the end of the year. For The University of Akron, sociograms play a pivotal role. These visual representations of personal connections track interactions with residents who share identities and address issues around diversity, equity, and inclusion. The insights they gained from this project, when paired with other datasets, continue to inform a wide range of initiatives to support diversity, equity, and inclusion efforts, including programming, staff training, and cross-campus collaborations.
At Southern Illinois University Edwardsville, the fusion of survey results with conduct data catalyzed transformative initiatives. This collaborative analysis led to the establishment of mentoring programs and adjustments to roommate agreements, onboarding of new students, and residential education. The goal of this work was to reframe community expectations to preemptively address issues and reduce the number of residents entering the conduct process.
The most recent winners of the Assessment and Impact Award separated themselves from a group of 14 finalist institutions based on a blind review of materials from experts in the housing and residence life profession.
Lafayette College was recognized for high performance on survey scores related to satisfaction with student staff and a sense of community. Lafayette’s housing department adjusted its engagement model during the pandemic by focusing on group connections and individual interaction. These efforts have included virtual get-togethers for incoming first-year students, introductions to administrative personnel such as custodial staff, and personalized check-ins and check-ups that happen early and build the foundation for future interactions.
The University of Akron was recognized for significant improvement in survey scores related to diverse interactions. UA’s housing department has established new initiatives to bolster its diversity programming by shifting its internal culture and providing targeted training for resident assistants. Their efforts include clarifying requirements for diversity programming each semester to ensure that impactful conversations remain a priority, providing an official RA training school that allows student staff access to the resources they need to be successful, and encouraging active participation and programming from their Residence Hall Program Board.
The University of Texas at Dallas was recognized for high performance on survey scores related to satisfaction with facilities. To better serve student needs, UTD’s housing department restructured its approach to facilities management by switching from outsourced operations to in-house maintenance. Their data-driven efforts to create a comfortable environment included assigning operation coordinators to designated student areas, engaging in frequent formal and informal communication, renovating facilities to create additional communal space and study lounges, and avoiding multiple visits to a student’s room by replacing instead of repairing.
With successful assessment, data extends beyond the confines of leadership and becomes a shared resource that empowers housing staff to wield its insights in their daily endeavors. Deliberately fostering a culture of transparency, disseminating data to staff, and instilling the capacity to leverage it proactively allows campuses like The University of Akron to embrace a collaborative approach; during end-of-year meetings with full-time staff, the teams explore results and use longitudinal and comparative data to inform action plans for the upcoming academic year. This practice catalyzes tangible changes and reinforces a culture of continuous improvement. This annual planning also extends to including student staff and student leaders to review results.
At UT Dallas, sharing both successes and areas for improvement with staff engenders widespread buy-in. The strategy extends to training entry-level staff on qualitative data analysis and emphasizing the identification of themes like community environment, sense of community, and life skills rather than fixating on isolated outliers. This approach helped lead staff to implement more regular and meaningful interactions with residents through a variety of different communication methods.
The University of Tennessee-Knoxville also boasts a well-established plan for staff engagement with data. Hall-level reports, regular data reviews during training, and the presentation of individual building and departmental results are integral components. The university empowers student staff with floor-level, longitudinal data, enabling them to influence those pieces of the residential experience that are within their control. The commitment to transparency extends to sharing results with resident advisors and senior staff, fostering a collaborative environment focused on achieving and surpassing set goals.
In assessment, closing the loop means making a commitment to a continuous improvement cycle where data is actively utilized to inform decisions and enhance practices. Campuses that embrace this philosophy ensure that the loop remains seamlessly connected, fostering collaboration and shared decision-making. At UT Dallas, the Campus Housing Advisory Committee (CHAC) epitomizes this concept. Comprising housing staff, university personnel from finance and undergraduate education, student residents, and representatives from student government, CHAC is a forum where data are shared and collective decisions are made to address student wants and needs. The loop isn't just closed; it's an ongoing collaborative effort that shapes the trajectory of housing initiatives.
Lafayette takes a unique approach to closing the loop by inviting various departments to engage in discussions about data, which leads to a melting pot of insights from departments such as business, admissions, and academic deans, showcasing how they utilize data and sparking curiosity among participants. It's a dynamic loop-closing exercise where the exchange of ideas propels a collective pursuit of improvement.
Millersville's housing staff take intentional steps to share insights from the resident assessment in an even broader way. Beyond internal circles, key data insights are unveiled at open houses and events for new students, emphasizing the department's role in enriching outside-the-classroom learning experiences. This commitment extends to sharing insights with faculty and administrative colleagues, fostering a culture of continuous improvement that transcends departmental boundaries. Again, the loop isn't merely closed; it's an ongoing, collaborative dialogue that permeates the broader campus community.
Across topics, functional areas, and institution type, the recognition and support for the human element behind the process permeated nearly every housing program’s assessment efforts. Virtually all successful assessment efforts include an understanding of the underlying human needs that drive the assessment process or can point to tangible, person-based outcomes as a result of the assessment process. It is crucial to remember the human element, especially in times of crisis. The sense of belonging and connections plays a pivotal role in impacting satisfaction, learning, and overall well-being. Institutions like UT Dallas have recognized this and have implemented intentional programs such as increasing resident assistants’ contact with students and ensuring a specified number of meaningful interactions through various communication channels.
Similarly, South Alabama’s efforts to use data to improve dining services contained a human element at its core. As students returned to on-campus classes after the COVID-19 pandemic, dining staff training emphasized a personable approach, helping them remember the challenges students faced, pay attention to non-verbal cues indicating that residents had questions or needed help, and create a more friendly environment where they felt welcomed and cared for.
St. Catherine University has shifted its engagement model, placing more emphasis on individual interactions, especially during the pandemic. They have adopted diverse communication methods like text, chat, Zoom, and phone calls to maintain connections, offering "Caring Interventions" to students needing additional support. Through such initiatives, they bridge the gap between students and essential resources, ensuring a nurturing environment within the campus community.
In response to survey feedback indicating a lack of connection among students, institutions like Lafayette have taken innovative approaches, introducing initiatives like "New Friends, Same Obsession" parties, where students bond over shared interests and forge meaningful relationships beyond mere acquaintanceship. Such tailored programming not only addresses students' social needs but also enhances their overall collegiate experience. Moreover, these housing programs prioritize recognition and appreciation of staff efforts. Regular check-ins, personalized gestures like goodie bags, and end-of-year acknowledgments contribute to a culture of care and belonging, fostering a sense of community within residential spaces. As a result, higher rates of resident assistant retention signify the success of these efforts in creating an environment where everyone feels valued and supported.
The most recent recipients of the Benchworks Assessment and Impact Award, as well as other recent winners, all exemplify a commitment to continuous improvement and student well-being. By embracing a regular assessment cycle, integrating diverse data sources, and empowering housing staff to utilize this information, these institutions create environments where residents thrive. Yet amidst the data-driven initiatives, they do not ignore the human element. These campuses remind us that behind every data point lies a student's experience, and their data-driven practices ultimately serve to enhance the well-being and satisfaction of residents.
Matt Venaas is a manager of analytics and research at Benchworks by Elentra.
