DSAES Assessment Plan for AY 2014-2015
Department Name:
Director:
Assessment Contact(s)
not the director):
Department Mission Statement:
Department Vision Statement:
Center for Fraternity & Sorority Life
Jason Bergeron
(if
Through close collaboration with students and other stakeholders, the Center for Fraternity & Sorority Life (CFSL) empowers the
growth of high achievers and values-based leaders by providing a measurable, meaningful, and transformative fraternity &
sorority experience. With a commitment to individual student development, the Center creates opportunities for lifelong
relationships, innovative thinking, civic engagement, and overall student success.
The University of Houston Center for Fraternity & Sorority Life will provide a nationally-recognized, urban, Tier One fraternity &
sorority experience that serves as the primary vehicle for student success.
1. Strategic Initiative #1 – To provide a departmental roadmap for Future Planning within fraternity & sorority life (DSAES Strategic
Initiatives #1, 2; UH Strategic Principles #1, 8)
2. Strategic Initiative #2 – To further advance the Fraternal Excellence Program as a means for assessment, reward, and feedback
(DSAES Strategic Initiatives #4, 5; UH Strategic Principles #1, 4)
3. Strategic Initiative #3 – To further develop positive and broad-reaching messaging and branding for fraternity & sorority life
(DSA Strategic Initiative #5; UH Strategic Principles #2, 5)
Department Goals: (include DSAES
strategic plan mapping)
4. Strategic Initiative #4 – To better advance and promote learning and leadership within fraternities and sororities (DSA Strategic
Initiative #1; UH Strategic Principles #1, 8)
5. Strategic Initiative #5 – To identify and advance practices that promote stakeholder and volunteer engagement and
development (DSAES Strategic Initiative #1, 2; UH Strategic Principle #5)
6. Strategic Initiative #6 – To further develop and expand opportunities for fraternity/sorority specific housing (DSAES Strategic
Initiatives #2, 4; UH Strategic Principle #8)
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DSAES Assessment Plan for AY 2014-2015
Program or Services Being Assessed: Service Immersion Needs Assessment and Benchmarking
Learning Outcome(s) and/or
Purpose
Method
Program Objective(s)
AACU Essential Learning Outcome - To identify the desire for
Individual Interviews - July 2015
Personal and Social Responsibility;
fraternity/sorority specific service
CFSL staff will articulate and explain immersion experiences; to
the need for fraternity/sororitydetermine perceived cost/benefit for
specific service immersion initiatives. participants of such programs; to
build a best-practice program
Frequency /
Goal(s) Supported
Timeline
Student Interviews July 2015; One-time
Conduct needs assessment to
initiative
explore service immersion
experiences (CFSL Strategc
Plan Map, 2014-2015); CFSL
Strategic Initiative #4; DSAES
Strategic Initiatives 1d, 1f, 3b
Results:
Note: Originally changes from a survey to allow for greater interactions and for ability to ask clarifying questions
10 separate chapter leaders from all councils participated in short interviews regarding their chapter's perceived interest in service immersion experiences. Common
themes were:
1. Only 1 group was able to identify if their organization offered any service-based immersion experiences.
2. There was general perceived interest by most individuals interviewed, although there was concern as to the level of interest that would result in participation.
3. Timing would be the greatest issue, as Spring Break culture and/or Fiesta culture is significant.
4. Overprogramming was mentioned multiple times as a challenge, stating that may time it would be perceived as another program in a sea of things they are asked to
do.
Action:
While committed to the idea of fraternity/sorority specific immersion experiences, timing, cost, and interest will be difficult barriers to overcome without high level of
strategy and student input
1. Work in counterpart with CSI to identify their timeline and work to support CSI service immersion trips with the intent to create a f/s specific one.
2. Reevaluate our plan on our CFSL Strategic Planning Map to give more time and greater strategy to achieving this initiative.
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DSAES Assessment Plan for AY 2014-2015
Program or Services Being Assessed: Chapter Leader Continuous Assessment
Learning Outcome(s) and/or
Purpose
Method
Program Objective(s)
AACU Essential Learning Outcomes - To identify the following from our
Monthly individual interviews Intellectual and Practical Skills;
Chapter President and VP
Questions embedded in with regular
Personal and Social Responsibility;
population: What they are learning, chapter president 1-on-1s
CFSL staff will create a model for
what major roadblocks have they
leadership development that
encountered, and what resources
supports senior-leader development have they utilized.
Frequency /
Goal(s) Supported
Timeline
Continued
CFSL Strategic Initiative #4;
throughout
DSAES Strategic Initiatives 1c,
academic year - 8-9 1d, 4c
total meetings
Results:
Analyzed population = 20 chapter president meetings with complete responses. The most common themes in each area are listed:
'Most Important Learning'
1. Working with others/team dynamics
2. Leadership concerpts related to integrity/character/consistency
'Biggest Roadblock'
1. University processes
2. Unity/community within council/greater community,
'Most valuable resource'
1. Chapter advisor
2. University department (CSI, CFSL)
Action:
General Actions
1. Explore creation of 'how to guides' that can assist in navigating University/CFSL/CSI processes.
2. Increase regular 1-on-1 communication with chapter AND faculty/staff advisors. Including once/semesterly conversations with both chapter and faculty/staff advisor.
Chapter Coaching Actions
1. Moving to less scripted templates in favor of monthly themes for conversation
2. Using more rubrics as a means of self and advisor evaluation
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DSAES Assessment Plan for AY 2014-2015
Program or Services Being Assessed: EBI Fraternity/Sorority Survey
Learning Outcome(s) and/or
Purpose
Program Objective(s)
AACU Essential Learning Outcome - To gain continuous, comparative
Personal and Social Responsibility;
data about the progress of the
CFSL staff will identify evidence that fraternity/sorority community.
supports success and areas of growth
within the fraternity/sorority
experience.
Frequency /
Timeline
200-item community wide survey
Every other year/
instrument - N = Approximately 1300 November 2014
Method
Goal(s) Supported
CFSL Strategic Initiative #4;
DSAES Strategic Initiatives 1d,
4a, 4c
Results:
Respondents = 387; Survey showed increases in all overarching areas - Overall Program Effectiveness = 6.02 (2015) vs. 5.72 (2013), Overall Learning = 5.97 (2015) v. 5.73
(2013), and Overall Satisfaction = 6.10 (2015) v. 5.65 (2013). Greatest increase in overall satisfaction. UH is above select 6, Carnegie class, and all institutions in all areas
except for being equal with 'Select 6' in area of Overall Learning. Lowest areas are (and continue to be as compared to 2013) - Fraternity/Sorority Programming
Satisfaction (5.26), Housing Satisfaction (4.84), and Safety and Security Satisfaction (4.86). Fraternity/Sorority Programming was listed as a high-impact factor and would
have the highest impact on overall satisfaction. Within programming, low areas of satisfaction are Alumni Activities, Athletic Activities, and Educational Experiences.
Action:
1. CFSL will work with Pam to conduct additional focus group work to identify how the Programming area can be further explored and what specific initiatives can be
done to increase programming satisfaction.
2. CFSL will share the data with the Fraternity/Sorority Programming Board during their summer/fall retreat to frame future programming.
3. CFSL will share both Housing data and Safety data with SHRL and UHPD respectively and engage in a dialog about strategies to increase student satisfaction in those
areas.
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