WASC Home > CPR Reports
Back

Appendix 1
Point Loma Nazarene University
Century II Commission
Report of the Committee on Student Experience
August, 1999

EXECUTIVE SUMMARY

Retention is a core measure of institutional quality. The University working together, modeling core values, expecting student success, stimulating active learning and inspecting performance while providing a supportive Christian centered environment will establish the conditions necessary to improve retention. Student persistence to graduation can be improved by providing a focused spiritual atmosphere; recruitment based on personal institutional fit; clear communication of community expectations; an effective orientation program; a stimulating first year experience; housing characterized by a safe, warm, attractive environment; space for both interaction and study; relationships that reflect world diversity; active student involvement in the classroom and in co-curricular activities; and an on-going personal relationships between students and faculty/staff. The quality of relationships between students and faculty/staff are key to the success of this committee recommendations and to measures of institutional quality related to retention.  By addressing each of these issues, the campus will generate an even better vital Christ-focused campus ethos.

A block to this environmental improvement does exist. Therefore, the Century II Commission on Student Programs validates a specific concern. Improve student retention. The institution will better reflect its mission and validate student achievement by increasing the University’s retention rate. To that end, an abbreviated summary of the sub-committee’s recommendations is as follows:

  • Communication to New Students. We recommend that the cabinet review all admissions material for consistency with the University catalog, the Mascot, record process, housing procedure, NSO materials from all departments, and clear communications regarding institutional fit.
  • New Student Orientation. We recommend that the current practice of total community involvement in New Student Orientation be continued and refined. We further recommend that this event be designated as the priority for every employee. Vacations should not occur during this time and other events should not be held on campus the week of NSO.
  • First Year Experience.  We recommend that the institutional focus on the First Year Experience be reviewed and expanded to become a holistic experience for the student. Both the academic program and co-curricular program should be engaged in this review. Spiritual Development, Student Development and Academic Affairs should act in concert to expand and advance the University’s first year program.
  • Financial Aid Strategies to Support Graduation. We recommend that the Century II commission’s recommendations on scholarships be implemented. Also, additional strategies which help students continue to graduation should be explored. The scholarship strategy should allow time for students to adjust to the change they experience coming to the University. The strategy should also address institutional issues of balance, which support strategic institutional goals. These include, but are not limited to Nazarene balance, diversity issues, performance awards, historical objectives of students and upward social mobility.
  • Housing. We recommend that housing facilities become a priority of the institution. Since housing is the first experience of parents and students and since this initial experience relates directly to institutional success, housing interior appearance, landscaping, individual and group space, and equipment need to be improved.
  • Housing. We recommend that the housing overcrowding stop. Control for housing assignments must clearly be first come, first served following offers of admission. Assignment numbers must be reduced. We recommend that a 98% occupancy be planned to reduce the assignment confusion and reduce the movement of students within the residence halls once they arrive. Strategies to achieve this end should be developed by November 1999.
  • Advising. We recommend that a new advising strategy be developed for new students. This should include developing a personal academic home for each new student, advisers should have multiple contact with students before they arrive, a budget for first year advisors, activities of personal/social contact with students, staff and faculty should be expanded and training for faculty who provide this positive intrusive style of advising and student contact should be developed.
  • Retention Research. We recommend more comprehensive research on student retention.  Research should include both standard measures and creative study of schedule, study and living patterns of both the continuing student and the drop out.  In addition, financial aid changes and their impact on dropout rates and course schedule patterns of drop outs should be developed.
  • Retention. We recommend a continued expansion of the training of student support groups.  Ministry groups, Discipleship Ministries, Professional Clubs, Social Clubs, Fraternities and Sororities, ASB, Peer Counselors, ResCons, Community Service Officers, Commuter Assistants, Nicholson Commons Assistants and Resident Assistants as well as informal affinity groups provide the support necessary for students to grow academically, spiritually, socially and personally. A comprehensive leadership development program is integral to the success of these support groups. Therefore, we encourage the leadership sub-committee to press forward with this comprehensive program.
  • Diversity. We recommend that the admissions committee establish working targets that will provide a balance in the student population regarding gender, minority and international populations.  This balance is necessary for students to experience the conditions and to develop the understanding  necessary for graduates to be effective in the next century. In addition, faculty & staff balance is necessary to provide a diverse education and to provide diverse role models for our students. Further, our institutional heritage implies that we should also consider an economic background balance in the student population. This issue should be part of institutional discussion regarding enrollment cap.
  • Staffing. We recommend that staffing issues in New Student Orientation, minority support, international student support, retention and First Year Experience be addressed. In addition, we recommend that additional personnel be employed to address student assignment to the residence halls.
  • Spiritual Growth. Each of these issues of student experience can only be achieved if the institution reflects to students an atmosphere of vital Christianity. To achieve this end, we recommend that the entire campus integrate the recommendations of the Spiritual Life Sub-Committee into both personal and programs activities.