Creating an Improved Student Experience

Richard Carpinelli

Dean of Students

Telephone: 304.442.3158

Email: Tech-Student-Affairs@mail.wvu.edu

Campus Address: 325 Old Main

Upcoming Meeting Dates:

Creating an Improved Student Experience

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Completed Creating an Improved Student Experience Goals from Year 1:

The two major foci for improving the student experience during Year 1 was devising the student success center and improving the student-athlete experience. A new Associate Dean of Students has been hired to direct the student success center and help shape a comprehensive campus retention plan with a priority on improving the second-year student retention rate. This plan will be completed and implemented during Year 2. A proposal to re-organize student life personnel is being studied with the objective that it ensures Tech provides comprehensive, seamless programs and services to students from the time they are recruited, admitted, enrolled, and as they transition from high school in pursuit of their education at Tech. The student success center would be housed in a portion of Vining Library that would be renovated and updated in a relatively short period of time, delivering services such as campus-wide first-year transition/success programs (e.g. study skills, time management, test taking strategies), coordinate and conduct new student orientation sessions, and develop “academic success plans” for conditionally admitted first-year students no later than the end of Year 2.

A comprehensive student satisfaction survey successfully used at a number of other institutions has been adapted for Tech’s use with the aid of outside consultants and is ready to be administered and analyzed during Year 2. The last time a student satisfaction survey was administered was 2003. Similarly, campus-wide events for celebrating student achievements in academic and community service are planned for later in Year 2; such events have not occurred in many years.

Regarding athletics, the full application for Tech’s reentry to the NCAA/WVIAC was completed and submitted on time in Year 1. The application has since been declined in part due to strong competition from other institutions. Year 2 will now have an assessment of the intercollegiate athletics landscape with the goal to determine the most advantageous direction for Tech’s athletics.

The feasibility study for renovating the Martin Field facility was completed in Year 1, with the determination that adapting the facility for improved football and softball activities is highly likely, but less feasible for soccer. Nearby off-campus sites for a Tech soccer field are currently being reviewed. A major new Tech intramurals program was developed during Year 1, with levels of student participation and enthusiasm for the different intramural components carefully tracked. The data from Year 1 will be used to adapt the program to give an enhanced student intramural experience for Year 2. Recruiting practices and financial aid services for athletes have been improved significantly, with a net increase of 50 more athletes than the prior year. Specific student-athlete retention goals and benchmarks have been set for each sport at Tech. A major retention goal is to have at least 20% of the student-athletes consist of seniors (in the year prior to the Strategic Plan, 16% of the student-athletes were seniors). A student satisfaction survey specifically for athletes was designed and implemented in Year 1, based on surveys from earlier years. Data from the survey will be used to enhance the student athlete experience in future years. As an example, Tech athletes expressed a strong priority for good sports medicine care. Responding to this priority, the Athletics Department focused its efforts on improving sports medicine, resulting in an increase in students reporting a high level of satisfaction with Tech sports medicine (from 64% in the year prior to the Strategic Plan to 86% in Year 1).

Analysis:

While progress in a number of other initiatives will improve student retention rates, the student success center in this initiative has the potential to dramatically increase retention, especially among first-generation college students, who are a special focus of Tech. The advances in Year 1 on the student success center represent a great deal of momentum and must be maintained in Years 2-5. Similarly, the strides taken with improving the student-athletes experience are promising and must continue in future years. Since there are myriad choices in changing student life on campus, decisions must continue to be based on data-driven results derived from the students themselves.

For the complete Year 1 Progress Report, click here

The 5-Year Strategic Plan for Creating an Improved Student Experience :

High retention and graduation rates are indicative of institutions that provide quality, supportive and engaging campus life experiences for students. This strategic initiative will focus on instituting new and improving existing student support programs and services. Being student-centered is a historic strength of WVU Tech and is vital to its future success.

By the beginning of the second year, a student satisfaction survey developed by outside consultants will be administered and analyzed to identify student programs and services that are successful and should be maintained as well as those that are in need of improvement or development. The second and third years will see concrete steps taken to develop and improve specific services, and every year the student satisfaction survey will be re-administered to obtain objective feedback to refine service delivery. Further concrete data that measures student experiences will be gained from student retention rates, with benchmarks for increased retention rates set each year.

The first two years will also see the creation of a comprehensive student success center that focuses on academic advising and residential programming for first-generation, first-year, and transfer students. It will also provide personal counseling for all students.

Other goals that span the five-year period include encouraging a climate of “conspicuous campus pride” by increasing the number of students engaged in “high commitment” student activities (e.g. athletics, marching band, drama, intramurals) and recognizing student achievements outside as well as inside the classroom.

Tech athletics are recognized as an important part of student life, and key goals for athletics have been identified as an element of this strategic initiative. Specifically, by the end of the first year Tech will have completed a full application for reentry to the NCAA/WVIAC. In the same time period, a feasibility study will be completed for renovation of the Martin Field facility to include on campus facilities for soccer and softball. Student-athlete retention benchmarks will be set each year, with expected increases based on the yearly implementation of improvements such as focused athlete academic and financial aid advising, recruiting practices that emphasize athletes who meet academic admissions standards, and improvements in the Tech student athlete campus life experience based on student assessments and exit interviews.

For the complete Strategic Plan, click here

YEAR 1 (4 Goals):

Goal 1: Student Satisfaction Survey. Timetable: On schedule. Notes: Results of survey will be the basis for future work of the strategic initiative group and the division of student affairs. Deadline: May 5, 2011.

Goal 2: Comprehensive Student Success Center. Timetable: Year 1 progress on schedule. Deadline: July 31, 2012. Notes: Preparing to recruit student success specialists.

Goal 3: Increasing the Number of Students Engaged in “High Commitment” Student Activities. Timetable: On schedule. Deadline: ongoing. Notes: Created publishing board for student newspaper to provide more structure and direction to this iconic campus publication.

Goal 4: Athletic Goals. Timetable: ongoing. Notes: Re-entry to NCAA, development of Martin Field facilities, setting student-athlete retention benchmarks, all will be set in conjunction with Athletic Director.