In order to create a culture of assessment, assessment practices need to be connected to larger institutional goals, values, and narrative. Based on Culp (2012, p. 6-7), a connected culture of assessment:

Is linked to institutional mission and culture.
Is based on student affairs mission statements and culture of assessment plans that are annually reviewed and updated.
Has an established annual/semi-annual assessment calendar that encompasses all major assessments across student affairs.
Clearly defines outcomes and measures for assessment practices.
Is one in which planning, staff development and growth, and budgeting are based on data, are action orientated, and are connected to institutional goals and mission.
Regularly conducts assessment and evaluations of programs and faculty/student needs assessments.
Conducts research and analysis of the impact and effectiveness of student affairs initiatives.
Provides continuous professional development opportunities that help staff develop and enhance their assessment knowledge and use of data.
Is a divisional expectation from Chief Executive Student Affairs Officers in which student affairs staff set aside time to analyze data, identify areas of growth and points of action, and make data-based decisions.
Engages in clear, transparent, and frequent communication with the campus community and stakeholders about the impact that student affairs has on the institution’s mission, goals, and the student’s educational experience.
Shares a public annual report that uses data to demonstrate how student affairs departments impact student development, growth, and educational experiences.
Engages in peer reviews of annual reports and assessments within student affairs and across the institution.
Is one in which student affairs professionals continually examine the effectiveness of their assessments and help their colleagues across the college or division ask and answer two questions:

1) Are we asking the right questions?

2) Are we using the right indicators?