Expanding Capacity, Deepening Mission: A Case Study on Housing Department Review at a Faith-Based Institution

The Client: A private, faith-based university in the Midwest

The Client ("University") engaged in a comprehensive external review of its Housing Department to assess the alignment between its current structure and institutional mission, evaluate operational effectiveness, and identify opportunities for innovation in preparation for a required three-year on-campus residency model. The review was prompted by rising student needs, staffing reductions, and strategic goals around inclusive excellence, faith development, and community life. The University aimed to leverage this process to inform strategic planning and improve the overall student residential experience.

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The Challenges

Key challenges identified during the external review included

Rising Student Needs, Declining Staffing

The University experienced a significant increase in student mental health concerns, with 20-25 hospitalizations annually (up from 6 in previous years).
Simultaneously, professional Residence Life staffing had been reduced from eight to three full-time staff, with added reliance on graduate assistants and part-time roles.
Staff reported frequent crisis interventions, emotional exhaustion, and limited time for proactive community-building and programmatic efforts.

Mission Misalignment and Lack of Strategic Planning

While the department's mission reflected its commitment to whole-student development and Christian formation, it lacked clear alignment with institutional and divisional mission statements.
No formal strategic plan was in place, and programming was often reactive rather than strategic.
Student surveys revealed a consistent gap between expected and actual growth in faith development, despite it being a core learning outcome.

Preparing for Three-Year Residency Requirement

With the rollout of a new three-year on-campus residency policy, the University needed to reimagine staffing models, programming, and housing configurations.
Without clear benchmarks or a centralized strategic plan, the department faced risks of overextension and student dissatisfaction.

The Solutions

Staffing Innovation and Support Systems

Developed creative staffing models by employing part-time live-in professionals, MSW-trained crisis responders, and housing-based peer support systems.
Built strong RA and student leader training programs, including crisis protocols and DEI competencies.
Introduced post-crisis re-entry support and weekend programming to address isolation and disengagement.

Faith Development
Focus

Partnered with Campus Ministries and pastoral staff to incorporate faith formation into RA training, floor programming, and one-on-one student interactions.
Evaluated faith-based learning outcomes with updated surveys and considered implementing small-group faith mentoring for upper-division students.

Strategic Planning and Benchmarking

Initiated a multi-phase strategic planning process aligned with the university's broader vision.
Conducted benchmarking studies with peer institutions to explore junior/senior housing models, student development practices, and staffing structures.
Launched a survey for sophomore and junior students to inform housing preferences and identify demand for leadership, mentorship, and spiritual formation opportunities.

The Impact

Crisis Response and Staffing Resilience

Response and Staffing Resilience
Increased staff satisfaction through clearer role expectations and crisis coverage structures.
Reduced burnout by equitably distributing after-hours responsibilities and equipping graduate assistants with stronger training and supervision.

Enhanced Learning Outcomes

Improved alignment between departmental learning outcomes and institutional mission.
Ongoing qualitative and quantitative assessments informed efforts to strengthen students' experience of faith, self-management, and social responsibility.

Preparedness for Growth

The department is now equipped with a roadmap for expansion under the three-year residency requirement.
Planning efforts have laid the groundwork for inclusive, mission-centered housing communities that support spiritual and academic flourishing.

Mission-Driven Excellence

Through renewed clarity of purpose, stakeholder collaboration, and creative staffing, the University is well-positioned to offer a distinctive, formational residential experience rooted in its faith tradition and commitment to student development.

Conclusion

Through a mission-focused and strategic review, conducted in partnership with our consultants, the University reimagined its Housing Department to meet rising student needs and prepare for a three-year residency model. With expert guidance, the institution implemented innovative staffing solutions, strengthened crisis response, and renewed its focus on faith development—positioning the department to deliver a more supportive, inclusive, and formational residential experience aligned with its core values.