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| First name |
Aaron
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Last name |
Schaefer
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Email |
schaefera@smccd.edu
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Program Name
Please select your program
Student Life & Leadership Development
Division
Submission Date
Description of Program
File upload
2a. Describe the results of your previous Program Review’s action plan.
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| Development of Leadership Class – Class was developed and approved through Curriculum Committee (formerly COI). Unfortunately, due to the lack of staffing in the Center for Student Life, providing the class is not feasible at this time.
Re-establishment of Service Learning Program – Student Life staff reached out to key stakeholders on campus and did not find sufficient interest to pursue re-establishing the program. Additionally, in researching successful programs at other colleges, one of the key components was having a faculty or staff member responsible for directing the program. | |
2b. Program coherence and effectiveness: Explain any curriculum changes since last program review, including SLO alignments
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2c. Student success and equity: Discuss what your program has done to address equity gaps between student populations and between modes of delivery (online, hybrid, and face-to-face), describing your successes, works in progress, and/or ongoing challenges.
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| Based on the College’s Fall 2017 census data, student participation in student government and clubs and organizations is higher than the College’s overall demographics for African-American students, Hispanic students, Pacific Islander students, International students, first-generation students, and students with disabilities. Student participation is in line with the College’s Fall 2017 census data for male, female students, and Filipino students. Given current research in higher education, student participation in clubs and organization have an important impact on underrepresented student groups. Based on the data, Student Life is serving the students who will most benefit from being involved with an extra-curricular activity. No data was provided for low-income students (overall college population) or LGBTQ+ student populations. | |
2d. Provide an update on any long-term plans that are still in progress (if applicable).
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| There is still interest in offering a Leadership class. If staffing issues are addressed, the feasibility of doing so may be revisited. We would also like to increase leadership training opportunities, club support, and streamline administrative processes. Once again, this is highly dependent on additional staffing. | |
3a. Review student program usage and discuss any differences in student success indicators across demographics. Refer to SARS, Banner, PRIE data, and other data sources as appropriate.
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| Program usage data for Student Service units is challenging to collect. Due to the drop-in nature of many of our services, gathering student data can be cumbersome and hard to track. As a whole, Student Services is engaged in a conversation with PRIE about what data to collect and the most effective collection method(s). For Student Life in particular, we are looking at ways to capture data regarding general information queries, utilization of office services, and other relevant indicators. | |
3b. Discuss what your program has done this Program Review cycle to address achievement gaps between student populations, describing your successes, works in progress, and/or ongoing challenges.
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| The Center for Student Life supports a variety of student clubs and organization, many centered around majors and areas of study (e.g. Architecture Club, Math Club, Psychology Club, etc.). Additionally, many clubs support under-represented students and Learning Communities, such as Umoja, Vakatasi Pasefika (Mana), Project Change, and Puente. By Fall 2019, the Center for Student Life will be moving back to Building 17, which will be remodeled to accommodate spaces for the Learning Communities and other programs, thus increasing opportunities for collaboration and integration. Finally, the Center for Student Life continues to offer LGBTQ+ Safe Zone training on campus.
The Associated Students have also supported, through funding and other forms of support, various campus initiatives. | |
3c. Discuss what your program has done this Program Review cycle to address achievement gaps between modes of delivery (online, hybrid, and face-to-face), describing your successes, works in progress, and/or ongoing challenges.
If your answer is more than 2000 characters (approximately 300 words), please upload a Word document below (10 MB or less). If you’re not sure, please upload your answer. Please upload text only; we cannot ensure that non-text such as images, diagrams, or charts will be retained in the final submission.
| Students are required to come into the Center for Student Life to receive a student ID. Other services, such as campus posting policies, etc. are available from the Center for Student Life website. All club, event, and related paperwork is available online via the Center’s website. In addition, the Center offers in-person Club Officer Workshops each semester during which policies and procedures are reviewed with club officers. | |
3d. Program Efficiency Indicators: Do we deliver programs efficiently given out resources? Summarize trends in program efficiency. Discuss no-shows, group vs. indvidual delivery, etc.
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| Yes. Given the resources available to the Center for Student Life, we are able to provide ID cards, campus information, posting monitoring, current clubs and activities information, and information about student government to members of the campus community and the public.
In the last 10 years, the College’s club culture has increased dramatically. In 2008/09, the College had six active student organizations. At the end of 2017/18, there were 44 active groups. During the same time period, the Center for Student Life saw a decrease in staffing with the loss of a full-time office assistant. Data shows that when the Center for Student Life was assigned a temporary full-time office assistant again in 2016/17, there was an uptick in the number of active student groups and organizations. This increase mirrors the activity levels seen when the Center had a permanent full-time office assistant. Having an additional full-time staff member allows for more effective utilization of staff time and resources to provide enhanced support to student clubs and organizations. | |
Recent SLO/SAO assessment results
File upload
4a. Provide a brief description, including actions, measurable outcomes, and timelines
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| The Center for Student Life will continue to provide support and guidance to the student government and clubs and organizations. However, without additional staff support, opportunities for expanding services and development of new programs are limited. | |
4b. What will your program do to increase student success and promote student equity in the next two years? What kind of professional development and institutional support will be engaged and enacted to meet these goals?
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| As possible, staff in the Center for Student Life will take advantage of opportunities for professional development and additional trainings to help enhance equity and student success. However, opportunities are limited due to the lack of staffing.
Future professional development activities include:
• Association of Leadership Educators Annual Conference, July 2019
• Enacting Educational Equity Train the Trainer Series, Spring/Fall 2019 | |
4c. Describe other professional development activities and institutional support and collaborations that would most effectively ensure that the center achieves its goals and plans.
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| • Broader participation by faculty and staff in club advisor role | |
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