Dianna Foulke, Associate Director, Center for Student Engagement
As any higher education professional knows, the ability to effectively share the impact of our work for the students we serve is critical not only to our ability to continue that work, but to grow and improve it over time. When the staff in the Center for Student Engagement learned that UT would be adopting a new platform to streamline program assessment into one system with just a few clicks, we were cautiously optimistic. After surpassing the learning curve that comes with any new software, the implementation of the Blackthorn (Vol Connect) platform for the fall 2024 semester has transformed the team’s ability to assess, analyze, and report on the impact of over 116 programs from the fall term.
Program assessment for the Center for Student Engagement is concentrated on two key data categories: 1) identifying who we are and aren’t reaching in the form of event and student demographic data and 2) determining if we are delivering the programs students want and need in the form of student feedback. Adopting a robust calendaring system for student programming has streamlined this process, enabling us to handle everything in one platform, enhancing efficiency and accuracy at every stage of the assessment process—from data collection and analysis to application and communication.
Historically, comprehensive program data could only be compiled and shared with staff and students after the semester ended, once there was sufficient time and capacity to merge spreadsheets and run calculations to create the report. By leveraging an enterprise calendaring system across Student Life and ensuring that all student attendees are checked in, we now have the ability to compile all demographic information for any single event or group of events in minutes. Event feedback forms are automatically sent to every event attendee within 12 hours and resulting data can be pulled the next day.
Now, program data can be accessed in real time through a single report and is regularly shared during weekly staff and student leader meetings. This allows programs still in the planning phase to be adjusted based on recent student feedback. Marketing efforts can be enhanced or redirected based on how students report discovering programs. For example, marketing data available with this shift supported the budget, time, and labor the center puts into posters, as it was revealed as the most effective form of event promotion. For student staff hauling A-frames for strategic sidewalk placement and posters for distribution in residence halls across a 910-acre campus, this metric is helpful in demonstrating the impact of their work.
Upcoming programs and funding requests can also be adjusted to better align with student needs and preferences. Information gathered from the fall 2024 and early spring 2025 semesters will influence all event proposals and funding requests for the 2025–2026 calendar of events. Data available has already revealed to center staff and student leaders that a shift is needed in the live entertainment being brought to campus, pursuing social media and podcast entertainers rather than traditional celebrity speakers.
Beyond the department, we can confidently and promptly share the impact of our work with Division of Student Life leadership and partners, backed by accurate and reliable data. Currently, live event data is being pulled and shared in biweekly staff meetings and weekly student organization meetings.
The ability to share this information in real time has not only provided an opportunity for staff and students to see and understand the true impact of their work on a consistent basis but has sparked conversations on how to continue to reach a wider campus audience.
For example, when student leaders saw the vast difference in male versus female event attendance, they began adding different elements to events to potentially appeal to a wider range of students, like adding Lego sets as part of the many offerings of Kindness Day, and considering repeat events that had higher male attendance, like the March Madness watch party hosted in 2024. This comprehensive approach ensures that our efforts remain student-centered, data-driven, and adaptable to evolving needs.
While Blackthorn has revolutionized program assessment for our team, it hasn’t come without its challenges, frustrations, and a steep learning curve. However, these lessons have prepared us for a stronger spring and set the stage for even greater success in the next academic year. As student affairs professionals, we embrace challenges, and now, equipped with the right tools, we are committed to doing our part in delivering the best student experience in the country at the University of Tennessee, Knoxville.