Spotlight is published periodically by the Office of Assessment and Continuous Improvement in the College of Education to highlight promising practices in assessment and continuous improvement. This edition of the Spotlight examines Learthe classroom assessment activity “This or That,” provides an update on the College’s Strategy Teams, and describes a recent article on a promising practice in supporting belonging in clinical placements. To be included in a future edition of the Spotlight, please contact jeremy-penn@uiowa.edu

College of Education Mission, Vision & Values

Mission Statement

The College of Education advances education and mental health in Iowa and beyond.

Vision Statement

The best educational and mental health outcomes for all.

Values

Practice integrity. We hold ourselves to the highest standards of honesty, transparency, and ethics. We use our resources efficiently and effectively.

Affirm academic freedom. We freely seek and share knowledge. We are responsible to our disciplines, students, profession, and institution.

Foster belonging. We welcome everyone with respect, care, and dignity. We value access and opportunity for all. We encourage rigorous and respectful dialogue.

Unlock the boundless potential in each person. We build collaborative relationships, meeting people where they are. We challenge and improve systems to empower people to become their best.

Improve continuously. We pursue excellence by learning and improving everything we do.

Contributors

Prepared by Jeremy Penn.

To share a promising practice in a future edition of the Spotlight you are using in your classroom, in your program, or in your department, please contact jeremy-penn@uiowa.edu.

Classroom Assessment

This or That

This assessment activity is good for giving students practice on justifying their positions on various topics and for getting students up and moving around. Clear a sufficient space in the classroom so students may walk from one side of the classroom to the other, from wall to wall, without any obstructions. Next, choose a topic on which there is a range of opinions from one extreme to another and two statements that define the range of those opinions. For example, if you chose food insecurity in schools, you might select the two statements as “schools should always charge all students a fee for school lunch” and “school lunch should be free for all students all the time.”

The next step is to make each wall represent one of these statements. For example, the wall on the north side of the classroom represents “school should always charge all students a fee for school lunch,” while the wall on the south side of the classroom represents "school lunch should be free for all students all the time.” Students are asked to move to the position in the room that best represents their opinion – either along one of the walls if their views represent these extremes or at any point between the two walls if their opinion is somewhere between.

Finally, the instructor asks students standing at various places in the room to describe why they selected that location and attempt to convince others to join them at that location. For example, a student who is standing along the north wall might argue that schools have limited budgets and spending those limited dollars on school lunch takes funding away from other uses that produce bigger benefits to students, while a student who is standing in the middle of the room might argue that school lunch should be free for those who cannot pay but there should be a fee for those families that can afford it. Upon hearing a different opinion, students are free to move to a new location if they wish. Once students from a range of positions have shared their ideas, move on to a new topic.

The point of the exercise is not to have students all end up at a specific location. Rather, as students practice defending their views on various topics the instructor should note misperceptions, gaps in awareness, or topics that should be addressed in the future to fill in gaps in knowledge. For example, if most students were standing along the north wall and were arguing their position due to limitations in school budgets, a future lesson could focus on how schools are funded and the percentage of expenditures in various categories. If most students were standing along the south wall (lunch should be free to all students all the time), a future lesson could look at the causes of community food insecurity and community-wide strategies that might reduce the burden on schools fulfilling students’ need to food.

The “This or That” assessment activity can be done in a just a few minutes and can be used as an energizer or icebreaker when it is observed that students are slipping into a mid-semester post-lunch stupor.

College Data

College Strategy Teams

This fall the College of Education entered the third year of its strategic plan implementation process. In the first year (2022-2023), the College worked closely with a broad range of constituent groups to update its mission, vision, and values statements. These statements had not been updated in many years and did not reflect the College’s strong, and growing, impact on mental health.

In the second year (2023-2024), leadership from across the College worked to simplify and focus its strategic plan. After careful analysis of performance data and a SWOT analysis, four strategic objectives were identified: strategically grow enrollment, promote student success and satisfaction, increase impact on education and mental health outcomes, and build a culture of belonging. The leadership team proposed an implementation model that would bring together representatives together in five strategy teams to identify priority areas for action and to support their implementation. The strategy teams have been asked to identify bit-sized items that can be completed each semester rather than attempting to swallow each of these challenges whole. A summary of the progress of each of these five strategy teams is shared below.

Strategically Grow Undergraduate Enrollment: This semester, this strategy team is taking the “strategic” part of its charge seriously. Its two action items are 1) explore issues of course and program capacity limits to make some determinations about how issues of capacity may affect future efforts to enroll additional undergraduate students, and 2) identify and collection actionable information on workforce needs and student interests in mental health and education. The long-term goal is to be more proactive about undergraduate enrollment.

Strategically Grow Graduate Enrollment: Graduate programs in the College have historically managed their own recruitment and marketing activities. Therefore, one area of emphasis for this strategy team is to identify areas where additional centralized support could benefit ongoing efforts to strategically grow graduate enrollment. The team will be working on collecting information across programs around what is currently done for recruitment of graduate students, what needs exist for the future, and then using those data to map out the current process for recruiting and enrolling graduate students. The online prospective graduate student open house, hosted on October 31 by the Dean’s Office and programs across the College, is an example of the type of collaboration that could be continued and grown for the future. Additional areas of emphasis for this strategy team include improving the scholarship process for graduate students and ensuring the programs offered by the College add value and meet students’ and employers’ needs.

Improve Student Satisfaction, Success, and Belonging: This strategy team began by looking at available data on students’ satisfaction, success, and belonging, and had an engaging presentation on the four P’s of retention (Profile, Progress, Process, and Promise) from the Academic Support and Retention Office at the University of Iowa. The team is working to get additional feedback from a focus group with students around their perceptions of satisfaction, success, and belonging. The team was pleased to see the College’s strong undergraduate retention numbers (91.2%!) and is working to develop a similar measure for graduate students. Finally, the team is looking for one or two interventions to pilot test in the spring semester that address satisfaction, success, or belonging for graduate students or a subgroup of graduate students.

Increase Research & Engagement’s Impact on Educational and Mental Health Outcomes: This work is led by the Research Advisory Council who is focusing efforts this semester on policies and procedures related to external funding. RAC hopes to update policy to ensure it aligns with new university and federal policies and appropriately incentivizes grants and research productivity.

Strengthen Employee Engagement and Belonging: This strategy team has divided into three sub-teams to move its work forward this semester. The first sub-team will be looking at theoretical frameworks that support employee belonging and engagement. The second sub-team will be looking to identify best practices that are currently in use across the college that show promise for supporting employee engagement and belonging. The third sub-team is working at collecting and analyzing data on employee engagement and belonging to identify gaps, needs, and priorities for future action.

Promising Practice

Enhancing Belonging in Students’ Clinical Placements

School or clinical placements are a critical component of many programs in the College of Education. recent article in the Journal of Professional Nursing by Squire, Gonzalez, and Shayan (2024) argues for the importance of creating inclusive climates in clinical placement sites. Although this article focused on the preparation of nurses, its recommendations show promise for application to clinical or school placements in education and mental health:

  • Reduce discrimination at clinical sites. Students who experience instances of discrimination at clinical sites “disconnect” from the learning environment and sometimes leave the program altogether. 
  • Co-construct shared norms for communication and feedback. Work to create “equitable, humanizing, and safe spaces” where “instructors and students determine the ground rules for how clinical engagements take place, how feedback is exchanged between multiple parties, and how decisions are made in the space.” 
  • Role model inclusion for students. Faculty should serve as role models, living out the “highest standards of ethical behavior, fair treatment, attention to their own biases, and advocacy for equitable health outcomes.” 
  • View yourself as a life-long learner. Faculty should keep up-to-date on “knowledge, issues, trends and innovative practices” and always “remain learners alongside our students.” 
  • Set up formal and informal one-on-one meetings with students. 
  • Regularly audit the clinical environment. Examine the clinical placement site itself to ensure it is producing the desired learning opportunities and how the site supports a positive learning environment for students. Reflect on your own practices as a faculty member to ensure engagement in fair behavior and reduce implicit bias. 

Clinical and school placements are essential components of our students’ learning. Attention to these promising practices may support the success of these placements and the success of all our students as they transition from student to professional.