The Campus Diagnostic
How have institutions used their Campus Diagnostic results to garner support for effective alcohol prevention? Campuses share their stories.
Engaging Senior-Level Administrators
Battling a campus culture where senior administrators tend to turn a blind eye to the alcohol issue, the assistant director of health promotion at Alpha University* has had little success engaging campus leaders about the importance of alcohol prevention.
After completing Campus Diagnostic, this practitioner forwarded the results to a recently formed alcohol working group to educate them on their challenges and opportunities and to focus their efforts around areas of greatest concern for their campus. Their results served as a foundation for planning and a tool to ensure that all task force participants were “on the same page.”
The results of the Campus Diagnostic were also shared with the vice chancellor for student affairs. Upon reviewing the results, the vice chancellor immediately requested a meeting to discuss the implications of the diagnostic. The data and feedback provided in the Campus Diagnostic report served as an effective catalyst for re-engaging this administrator and garnering support for addressing the issue of high-risk drinking.
Reallocating Prevention Dollars
At Beta University*, the coordinator of health promotion has tried for years to convince her colleagues to stop investing valuable prevention dollars in invited speakers—a programming strategy that the research demonstrates to be ineffective in changing behaviors or reducing negative consequences of high-risk drinking.
This practitioner completed the Campus Diagnostic and received her results, which recommended that Beta University consider dropping invited speakers from their prevention programming due to lack of research-supported efficacy.
The practitioner passed this feedback along to several colleagues--who had historically resisted discontinuing speakers. Upon reading the Campus Diagnostic feedback, they agreed for the first time that Beta University should shift those prevention dollars towards strategies that are more likely to create behavior change among students.
Using Data to Define a New Strategy
At Kappa University*, the associate dean of students had been struggling to make major progress addressing high-risk drinking on his campus, due partly to a lack of clear strategy. There was also a general sense that the campus was “doing enough” with regard to its alcohol prevention programming.
The associate dean completed the Campus Diagnostic and received his results, which recommended that the institution consider discontinuing Alcohol Awareness Week from their prevention programming due to lack of research-supported efficacy. The dean then scheduled a consultation with a member of the EverFi team to discuss improving his campus’ score, which was lower than expected. Together, they examined Kappa University’s AlcoholEdu data and found two interesting trends: a significant percentage of students were drinking in residence halls, and students generally disregarded alcohol policies due to the lack of consistent enforcement and adjudication.
This new insight inspired the associate dean to undertake a policy review and create a plan for ramping up enforcement efforts in the residence halls, including providing more RA training, a strategy supported by the research literature. The feedback provided in the Campus Diagnostic report served as an effective catalyst for re-examining campus data, spotting key behavioral trends, and reallocating resources to build a more effective strategy. With this new information, the dean felt empowered to step up and propose a new plan.