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Division Of Student Affairs Survey Summary

Summary of Major Findings-Fall 2011

At the request of the new Vice President for Student Affairs, a satisfaction survey was distributed to all 227 staff members in the Division of Student Affairs during Fall quarter 2011. The survey revealed that the Division has a number of strengths, and it is facing a number of challenges. The survey results will be used to inform the 2011-2012 strategic planning process in the Division and in the eleven departments associated with the Division. Plans to repeat the survey periodically will enable us to gauge our progress.

Vision and Mission

Several questions on the DOSA Staff Survey explored staff perception of the vision, mission, and direction of the Division and their specific departments.

  • When asked to describe the mission of Student Affairs, staff in the Division suggested the following: to facilitate student learning, provide essential services, offer support to students, support the academic mission of the institution, create a supportive environment, and care for students.
  • Nearly all of the staff in the Division reported understanding how their work/job contributes to the mission and overall success of Student Affairs.
  • Nevertheless, the staff clearly indicated that the development of a clear--and shared--vision, mission and direction for the Division of Student Affairs is much needed.

Sense of Community & Communication

Determining staff satisfaction with the sense of community in the Division and in their departments was another focus of the DOSA Staff Survey. A second set of questions also explored staff satisfaction with communication in the Division.

  • The majority of staff members in the Division reported feeling supported and a part of the team in their departments. On the other hand, staff felt less of a sense of community Division-wide.
  • Two-thirds of the Student Affairs staff were not satisfied with communication within the Division. Going forward, identifying ways to increase the flow of information within Student Affairs is essential.

Opportunities for Professional Development

Continuing to learn, staying abreast of research and new developments in our functional areas, and being involved professionally are hallmarks of a strong student affairs staff.

  • The majority of staff members in the Division reported being committed to long-term careers within the Division of Student Affairs at Northwestern University. Therefore, ensuring that DOSA staff members have access to professional development opportunities is essential.
  • The overwhelming majority of the exempt staff reported receiving adequate information about professional development opportunities.
  • There is a strong commitment to professional development for all staff in the Division. Expanding the staff development opportunities that meet the needs of bi-weekly staff will be a strategic initiative going forward.
  • In all, the respondents gave fairly high marks to job-related training opportunities in their departments.

Staff Satisfaction

Staff satisfaction with numerous aspects of their work, their departments and the Division was also explored in the DOSA Staff Survey.

  • The majority of staff in the Division reported getting a sense of personal accomplishment from their work.
  • However, one of the challenges facing the Division is to identify the sources of stress reported by some staff, and to develop a plan to address these issues.
  • Another challenge facing the Division relates to morale. Morale in the Division and the departments is not high. Many staff in the Division of Student Affairs reported not feeling valued in the Division or at the University. Finding ways to recognize and support staff in Student Affairs is essential.

Resources

Several questions on the DOSA Staff Survey sought staff perception of the availability of resources (supplies, finances, or intangibles that enable us to carry out the functions of our jobs).

  • Overall, staff perceived that the resources in the Division and departments are lacking. Salary and budget were the most frequently cited as deficient, followed by technology and professional staff.
  • The development of a strategy to acquire the additional resources for the Division/departments is needed.