The Executive Summary: Student Diversity Budgeting Board Report for
the Student Incidental Fee Committee
October 31st, 2012
Submitted by Co-Chairs: Luis Gonzalez & Caitlin Kerrigan
The following document includes:
 Committee Membership
 Final Budget
 Financial Data from previous year
 Equipment and Building Reserve – note
 Working Capital
 SWOT analyses and short and long term goals for each of the Cultural and Resource
Centers
 Student Diversity Budgeting Board governing bylaw
Committee Membership
 Quorum level is ½ of a minimum of five members.
 Tentative members: Caitlin Kerrigan, Luis Gonzalez, Julia Lang, Dith Pamp, Eloy
Hernandez, Joren Plunkett, Fatimah Alramadhan, DJ Zissen, Blake Viena, Meghan
Foster, Junnel Udaundo
Common Themes:
Some common themes that were observed between the attached strategic plans and SWOT
analyses:
 With new and larger facilities, one can expect an increase in use and resources.
 Increasing student FTE to keep up with enrollment
 Outreach to the community
 Collaboration across campus
 Increased education and awareness of different populations that have been overlooked
in the past
 Meeting the needs of the communities and increased student body
Reserve Levels:
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No Equipment reserve established.
Building reserve to be established with new centers.
Currently budget adequate for building needs.
Thank you for your time. Please let us know if you have any additional questions or need of
additional information
Respectfully,
Luis Gonzalez & Caitlin Kerrigan
Student Diversity Budgeting Board Co-Chairs
SWOT Analysis for Diversity Development
FYE 2013-2014
Strengths:
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Experience/low turnover of staff
o
Less emphasis on training, and more
emphasis on efficiency
o
Staff understand budgetary concerns.
Student staff training in September of 2012
increases collaboration efforts between Diversity
Development cultural centers lessening overall
cost of programming
The opening of our new centers allows for
Diversity Development to have the newest
building and programming space on campus
Support from local donors (i.e.; Jim Whyte) allows
for increased cultural artifacts at no additional
cost
Increased collaboration with other outside
student organizations lessens the overall cost of
programming
Temporary location for BCC & CCCC yield positive
adjacencies to working affiliates (Curt Black,
CAPS, ASOSU, SLI, and
Diversity Development)
Internal communication within centers
Creating leadership opportunities for historically
underrepresented students
Student driven
Opportunities:
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The opening of the new centers
o
This will give us the potential of rebranding, and turning around
weaknesses that exists surrounding
perception
o
Increase interest in new centers will
create potential opportunity to charge
non-students groups in the future, and
therefore increase foundation accounts
to be able to do more creative
programming
Outreach from campus community allows
programming to reach non-student staff members
of OSU community & beyond
Increase collaboration with ISS can increase
reach to larger student population
Increase programming and multipurpose space in
new centers
Opportunity to create programming to the
majority not just the underrepresented
Develop programming outside of food related
incentives
Encourage incoming students to take on
leadership positions
Strengthening volunteers program
Streamline assessment efforts with ISS
Weaknesses:
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Qualitative analysis tells us that a stigma that the
centers are exclusive to affinity groups
o
This leads to less participation from target
population, and therefore less impact on
overall student population
Multiple staff have communicated lack of ability to
stay until the end of the 2012-2013 school year.
Relocation of BCC & CCCC midyear will
cause confusion
Lack of staffing FTE to program outside of
academic term (spring break, START)
A few current site for centers are far from main hub of
campus
Programming for Veterans and other –isms outside of
race and ethnicity
Lack of parking for events
Lack of involvement from students within the
community to get involve with leadership
Unfilled 1.0 FTE Professional Position
Threats:
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The final naming of new centers is still to be decided.
The longer it takes to name, the less of an opportunity
Diversity Development has to brand the new building
No estimation of cost to run new facilities has been
factored into 2012-2013 budget (i.e.: increased
utilities, unique cleaning supplies, staff to maintain
cultural artifacts that have been donated)
Maintenance of cultural artifacts in the new centers is
unique, and will require either specialized staff, or
training of current staff in order to ensure
preservation
Larger centers will require due diligent with loss
prevention for equipment and artwork
Keeping up with student FTE to effectively address
increase enrolment
The new centers may not reflect the “house”
atmosphere that foster a home away from home
feeling
New centers may increase potential for bias related
crimes
Negative stigma/perceptions of centers
Students continue to deal with both overt and covert
racism on campus, classroom, and Corvallis
STRATEGIC GOALS
Short Term (1-2 Years):
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Continue building a stronger relationship with all student organizations that
are affiliated with the centers
Continue having events that pertain to the wellness wheel– spiritual,
education, social justice, intellectual, health/nutrition, physical, etc. while
expanding to different aspects of the wellness wheel that receive little
attention
Establish new and more efficient ways of collaboration with dominant
leadership organization on campus (ASOSU, MUPC)
Outreach to the both Linn & Benton community
Encourage engagement of students to learn across cultures
Improve document management system through archival process
Improving retention initiatives for student leaders working in centers
Streamline training, policies and processes with Pride Center and Women’s
Center
Re-brand the mission of the centers
Increase opportunities for student leaders to engage in Service Learning
Re-envision cultural/educational programming model
Improve partnership with OSU Alumni Association and Foundation
Reconstitute advisory boards for centers
Develop new usage policy for new centers
Relocation of Diversity Development into the Student Experience Center
(SEC)
Implement the EMS reservation system in partnership with MU
Relocate SOL with Diversity Development in new SEC space
Long Term (3-5 Years):
o
o
o
o
o
o
o
More effective collaboration and engagement with faculty
More computers for general use and latest software
Re-branding of Diversity Development
Increase Cultural Centers participation from past alums
Increase outreach efforts to high school and community college students
Alternative spring break opportunity to work in underserved communities
Increase student positions for SOL
In summary, when the new centers come online, our programming and students’ FTE
cannot be address adequately without having a trial period. The centers will have
increased usage and expenses due to increase square footage. Currently, the
centers have been working for a number of years with reduced FTE to stay within
budget. If we are going to effectively move forward with our mission to create
educational programs with intentional learning outcomes for both historically
underserved students and the majority of campus, student FTE will need to be
examined.
Currently, there is money in the current fiscal year to cover pre and post moving cost
for the centers. Unforeseeable cost around installation of the 360 totem pole was
unexpected and we will be moving a request to Student Diversity Budgeting Board.
Curt Black has been working diligently to project cost for each center for FYE 201314. As a whole, we do not plan to ask for any increases to the budget for new line
items. We will only be requesting funds to manage the new centers effectively.
Respectfully submitted by,
Victoria Nguyen
2013-2014 Women’s Center Strategic Plan
Staff Ideas compiled at staff meeting
Long-Term Goals (3 -5 years)
The 2012-2013 Women’s Center Staff agree that the Long-Term Goals set forth in the 20122013 Diversity Budgeting Board SWOT are still relevant and important. Below is an analysis
of each of these long term goals – activities that have been successfully implemented to
achieve these goals, areas that need may be improved, and strategies to address these
areas of improvement.
1.
Inclusion and Diversity
Achievements:

Diversity in staffing – the 2012-2013 Women’s Center Staff is comprised of a very
diverse group of women committed to creating a welcoming environment of equity
and inclusion.

Diversity in programming – a variety of activities addressing a broad range of
issues will be presented during the 2012-2013 academic year. To date, a number
of programs covering an assortment of topics have been held
Areas for improvement & strategies to address these areas
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Diversity in the people who utilize the Center

Increase efforts to reach out to people of color

Increase efforts to reach out to international students

Address broader issues of gender, transgender, and male identity construction
Branding the Center as an inclusive and welcoming space for all

Increase outreach efforts to inform the OSU community of the center’s mission
to be more inclusive

2.
Hospitality

Further develop skills in customer service and professionalism

Be more aware about the unique needs of individuals

Continue to create an inviting atmosphere and space that is user friendly to all
Collaborations and Partnerships
Achievements:

Collaborative activities with the other cultural and resource centers

Collaborative activities with other student services organizations such as CAPS and
SASS

Representation on committees for other student services organizations such as
CAPS and SASS
Areas for improvement & strategies to address these areas

Further collaboration with the cultural/resource centers and other student services
organizations

Host programs in other centers; invite other centers to host events at the
Women’s Center

Hold cross-center training programs and staff exchange

Work more closely with organizations and groups outside of ISS (ASOSU,
Women in Engineering, etc.)

Collaboration with academic units

Plan joint programs with academic units such as Women’s Studies,
Anthropology, Sociology

Seek expert advice from faculty in various departments when planning
programs
3.
Deeper Alignment of Institutional Goals
Achievements:

Staff training and briefing on OSU, Student Affairs and ISS vision, policies, and
initiatives

Planning programs with awareness of and in compliance to OSU, Student Affairs
and ISS vision, policies, and initiatives
Areas for improvement & strategies to address these areas

4.
Keeping abreast of changing vision, policies and initiatives

Periodic staff training

Information sharing between Leadership and staff

Active participation in all-campus, Student Affairs, and ISS meetings
Climate of Holistic Success
Achievements:

Providing support to community groups concerned with policies and program
affecting the personal growth to self-actualization (ex AA)

Collaboration with OSU and community partners to present programs that
encourage personal growth and scholarly contributions (ex. WORTHE, Women’s
Research & Resource Symposium)
Areas for improvement & strategies to address these areas

Further engagement with community entities concerned with policies and programs
affecting the personal growth to self-actualization

Promoting academic success

Plan and implement programs that encourage academic success

Plan and implement programs that encourage scholarly contributions
Short Term Goals (1 year)
Mindful of the long term goals, 10 specific goals have been identified for achievement during
the 2012-2013 academic year.
1. Promote the branding of the Women’s Center as a welcoming, inclusive, safe place for
all
2. Reach out and provide support to women in the STEM fields
3. Reach out and provide support to students who do not belong to specific organizations
or academic departments (ex. students who do not participate in student clubs or
organizations, students in inter-disciplinary majors)
4. Reach out and provide support to students of color and international students
5. Reach out and provide support to women returning to higher education (WORTHE)
6. Reach out and provide support to graduate, post-doc and research associate women
(GWN)
7. Educate the OSU community about gender, transgender, and male identity construction
8. Collaborate more actively with ISOSU
9. Establish relationships with other student groups that focus on women’s issues and
resources (ex. Women in Science and Women in Engineering)
10. Work more closely with academic departments / units
Facility Needs
In order to more effectively provide our services to the OSU community the following fiscal
improvements should be considered:
Increasing bookshelves to accommodate increased books in our library collection
Clearing the basement space for more functional use
Additional desk and computer for WORTHE Coordinator
Area to implement a “community pea patch” using our compost as fertilizer
Pride Center
Short Term (1-2 years) Strategic Plans

Future Program Goals
o
o
o
o

Current Unmet Staffing Needs
o
o

Hire a new Graduate Teaching Assistant (GTA) to be on parity with the other
CRCs.
Cost of living increase for all staff.
Facilities and Space Needs
o
o
o

Programming around lesser known queer identities (asexual, transgender,
etc.).
At least 1 speaker/performer per academic year.
New programs focused on support and education for International Students.
Greater collaboration with CRFs for residence hall programming and
continuing trend of collaboration with CRCs.
Online reservation system for the Pride Center, including space, equipment,
library, etc.
Partial replacement of computers.
Replacement of furniture: couches, chairs, dining table.
SWOT Analysis
Strengths
Welcoming and passionate staff
“Home away from home”
Variety of resources within the center
Programming (educational, social,
collaborations)
Opportunities
New CRCs being built will allow more
space for larger programs
University growth should increase traffic to
center and potential leaders/staff
Increasing knowledge and
support/acceptance for LGBTQ identities
Weaknesses
Location
Late advertising sometimes
Space insufficient size
Miscommunication with staff sometimes
Better supervision
Threats
Potential outside hostility to LGBTQ
identities
University growth will exacerbate space
issues
Long Term (3-5 years) Strategic Plans
 Future Program Goals
o
o
o
o
o
o

Current Unmet Staffing Needs
o
o

Programming around lesser known queer identities (Pansexual,
transgender, etc.)
At least 1 speakers/performer per academic year.
New programs focused on support and education for International
Students.
Greater collaboration with CRFs for residence hall programming and
continuing trend of collaboration with CRCs.
Service learning and academic collaboration.
Off-campus collaboration, pending GTA hire
Cost of living increase for all staff.
Possible increase of staff to cover additional space of expansion in
conjunction with the other CRCs.
Facilities and Space Needs
o
o
o

Partial replacement of computers.
Replacement of furniture: couches, chairs, dining table.
Pride Center expansion
SWOT Analysis
Strengths
Welcoming and passionate staff
“Home away from home”
Variety of resources within the Center
Programming (educational, social,
collaborations)
Larger space for larger collaborations
Weaknesses
Location
Less interpersonal interaction due to
size increase
Less control and supervision of large
staff
Opportunities
New CRCs being built will allow more
space for larger programs
University growth should increase
traffic to center and potential
leaders/staff
Increasing knowledge and
support/acceptance for LGBTQ
identities
Threats
Potential outside hostility to LGBTQ
identities
University growth will exacerbate
space issues
University growth will increase greater
need of staffing