Mission
The Office of Campus Living at the University of Arkansas at Little Rock develops students who are actively engaged and emerged in the campus, University District, and Little Rock communities. Our students cultivate a sense of respect for and understanding of the differences present within these communities. Additionally, our students demonstrate an understanding of self-care and life skills, equipped with the ability to advocate for both themselves and others. Well-maintained facilities, with an emphasis on safety, provide the foundation for a richly diverse campus living experience.
Summary Narrative
1) Enhance recruitment and retention efforts to increase enrollment
N/A
2) Strengthen student-friendly operations and customer service
Campus Living worked on all business operations and reviewed all contract policies to be better streamline assignments.
Campus Living worked on lighting surveys and standards for placement of safety programming. New lighting was placed at the North end of East Hall and pack lighting was replaced on West Hall.
3) Improve diversity and inclusion efforts to provide a safe and inclusive environment for students
N/A
4) Align financial and human resources to operate more effectively and efficiently
For audit response all campus living business procedures were reviewed and collection of back dated rents were put into place. This also will result in the implementation of new housing software in Fall 2019.
5) Promote student development, engagement, and leadership
We provided in hall programming for all five communities and began a new hall council model.
6) Other
This has continued to be a challenging year for the Campus Living Office. We have been short staffed and in a low morale slump. We survived our system wide audit and found 14 areas of concern. This was not complete and presented to the BOT until February. It has resulted in all new business processes and a new software implementation. We continued to battle occupancy issues and retention. We have developed a private room strategy with Dr. Poisel that will help East Hall.
At A Glance
- Began the year with system audit
- Fell to 75% occupancy
- Retained 80% of RA Staff
- Provided over 169 hours of student lead programming
- Developed all new business procedures
- Developed Guidelines for Residential Curriculum 2.0 apartment programming
- Redesigned the RA class
- Installed new boiler in East Hall
- Provided over 200 hours in programming for residents
Assessment 1
Type of assessment (learning outcome or operational)
Operational
Activity or experience being assessed
Print and digital targeted marketing
Assessment artifacts
Direct questions to orientation table visitors and spring tour attendees
Time period assessment was done
Spring 2019 and Summer 2019
Results
Feedback indicates more images of residence hall rooms would be beneficial.
Continuous improvement process
We adjusted the new marketing to include more room pictures. We have changed rates and website information.
For next design: Uploading to website with a PDF version for visitors to the site, and will feature a new marketing piece for LLC with Art Department and a targeted piece on West Hall for Fall 2020.
WHEN: June 2020
Stakeholder involvement / Communication plan
Marketing and Communications Department
Assessment 2
A student learning assessment utilizing focus groups was planned after two large advertised non-social programs, but attendance was too sparse to proceed. We will attempt to do a program survey in the Fall Student satisfaction survey for the village as a whole. We are moving to a group programming model for the village programming for Fall 2019 to increase participation. This will involve the Area Coordinator of Campus Living and GA staff for Village.
Assessment 3
Type of assessment (learning outcome or operational)
Operational
Activity or experience being assessed
Candidate experience for GA recruitment
Assessment artifacts
Post interview questionnaire or exit interview
Time period assessment was done
Spring 2019
Results
Two in person interviews and one Skype for candidates We learned that many schools are now promoting programs with no GRE requirement. Our biggest obstacle was the HIgher Ed program. The lack of frequent communication for the program and pool of new Masters students. One candidate was offered a full tuition and fees GA position in our area and declined our offer. We did promote our position other programs and secured some candidates. We think through looking at the process, Student Affairs as a division should recruit at OPE in 2020.
Continuous improvement process
We are challenged by the lack of recruitment budget. We we used all personal professional marketing this year and no outward budget money was used. This resulted in only 5 applicants for 3 positions. We found two of our current GAs by word of mouth. The continued decrease in Master level Higher Ed students has not helped any of our division offices with GA recruitment.
We need to develop a recruitment strategy as a division. Will begin this discussion with colleagues.
WHEN: FY 2020
Stakeholder involvement / Communication plan
All Directors in SA Division need to evaluate.
Priorities for Next Year
- Occupancy: software implementation and deferred maintenance
