At the University of North Carolina Wilmington, structured campus rec assessment tools are helping staff evaluate programs and processes to maximize impact, reduce complexity and guide strategic decision-making.
Data plays a vital role in decision-making for campus recreation departments across the country, whether it’s used for participation, programming or policies.
At the University of North Carolina Wilmington, Adrianna Del Amo, the assistant director of Fitness and Assessment, is leading department-wide evaluation efforts to pinpoint areas in need of modification.
“The purpose is to help us maximize our time and resources, so we’re intentional about deciding to do fewer things really well instead of spreading ourselves too thin,” said Del Amo.
Created in the fall 2025 semester, the new campus rec assessment procedures utilize two tools developed by Del Amo — both inspired by Leidy Klotz’s Prioritization Method.
The two prioritization tools — one for programs and one for processes — evaluate impact, complexity and quality. Once the data is collected, everything is quantified and then mapped onto a matrix, which guides the team’s next steps. This matrix is divided into four sections: high impact and low complexity; high impact and high complexity; low impact and low complexity; and low impact and high complexity.
The campus rec team is using these tools to evaluate large department processes such as training, hiring, onboarding and budget projections.
“These areas all have major impacts and involve a lot of moving parts,” stressed Del Amo. “The process prioritization tool allows us to assess each one based on impact, complexity and quality so we can better understand if the process is as good as it can be.”
Team members complete the campus rec assessments through Qualtrics, an experience management software, after which the process lead and supervisor review the data and decide their next steps. To structure those conversations, Del Amo developed an appreciative inquiry worksheet encouraging strength-based reflection and solution-focused planning.
The process prioritization tool ran through December 2025, and early results showed many actionable insights. In several cases, data confirmed a strong impact while highlighting opportunities to reduce complexity in the future.
The first round of data assisted in making adjustments to the core student hiring process, maximizing the campus rec team’s time and effort. “With these time-saving measures in place, we can devote more of our energy to what truly matters: our students,” emphasized Del Amo.
To ensure assessment findings resonate beyond leadership, Del Amo is working to make data more accessible across the department. Each quarter, she presents participant survey findings along with practical examples staff can use in day-to-day conversations with students and campus partners.
In collaboration with the department’s marketing specialist, she also developed a video-based narrative project titled “Telling Our Story.” The initiative pairs analytics with student testimonials and footage captured in campus rec spaces, creating a visual illustrating belonging and impact.
“I love this project because it brings the data to life and makes the impact even more profound,” said Del Amo. “It highlights the power of using data to cultivate a compelling narrative about the department — one that communicates far more meaningfully than numbers on a report ever could.”
For professionals interested in strengthening campus rec assessment practices, Del Amo’s advice is straightforward: start small and stay consistent.
“Data should be our compass,” emphasized Del Amo. “Start small with something you can repeat semester after semester. Consistency builds confidence, and over time, you’ll be able to rely on those numbers to guide and support your decisions. It matters now more than ever.”
