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University of Wisconsin Stevens Point
Division of Student Affairs
Strategic Plan
Introduction:
On October 25, 2012, Vice Chancellor for Student Affairs, Al Thompson, convened the initial
meeting of the Student Affairs Strategic Planning Committee. The committee was given the
charge of developing a strategic plan for the Division of Student Affairs that will carry the
division forward through the next three to five years. Aligned with the University Strategic Plan
and guided by the Student Affairs Mission, Vision and Values, the Student Affairs Strategic Plan
will provide for the unique and evolving needs of University of Wisconsin-Stevens Point
students as well as the campus community.
The strategic planning process was completed with input from students as well as representatives
from all departments within the Division of Student Affairs (appendix A). Each department in
Student Affairs was initially asked to perform a SWOT (strengths, weaknesses, opportunities and
threats) analysis. The committee then reviewed the SWOT analysis and organizational structure
for each department. Five main themes were identified by the committee:
Communication/Marketing, Student Success, Climate, Culture of Learning, and Leveraging
Resources. These themes formed the framework used to direct the goals, objectives and actions
steps within the strategic plan.
Mission Statement:
The University of Wisconsin-Stevens Point Division of Student Affairs is dedicated to providing
students with transformational living and learning experiences. In partnership with the university
and community, the division supports an environment of mutual respect and integrity that
encourages students to achieve their optimal potential as individuals, scholars, and global citizens.
Vision Statement:
The University of Wisconsin-Stevens Point Division of Student Affairs will be regarded as a
premier student affairs division whose innovative professionals create a nurturing environment
where students thrive and further cultivate and live their values and ethics.
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The Division of Student Affairs Values:
Caring community
Engagement
Involvement
Commitment
Growth/change
Lifelong learning
Partnership
Reflection
Respect
Student centered
Responsibility
Transparency
Diversity
Inclusivity
Mentor students to thrive in
life after college
Reinvest what students have
learned
Safe environment
Values/ethics for life beyond
campus
Whole student focus
Goals, Objectives, and Action Items
THEME: Communications/Marketing
GOAL 1: The division of Student Affairs will develop communication/marketing strategies
and infrastructure to engage and inform stakeholders.
Statement of the Issue: Student Affairs currently employs a variety of efforts to market
and brand individual departments within Student Affairs. Unfortunately, these efforts and
artifacts do not have a consistent message about the impact of our programs and services on
the student and to our campus community.
OBJECTIVES 1.1: Design and implement a Student Affairs Communication Plan to
deliver a cohesive message and increase awareness of the Student Affairs organization, its
services, and the value it provides.
ACTION ITEMS:
A.
Develop a Student Affairs Communication and Marketing Committee (SACMC)
to review existing Student Affairs publications and develop a communication plan
to assist in “telling the story” of Student Affairs to internal and external
constituencies.
B.
SACMC will consist of a member from each unit in Student Affairs and will be
responsible for the development of the brand/marketing strategy for the division.
C.
SACMC will develop content for overarching Student Affairs publications that
will explain: “Who We Are and What We Do” an awareness campaign using key
words to describe what Student Affairs is about, an email campaign, and a
Student Affairs newsletter publication for students and their parents.
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D.
E.
If necessary, the Student Affairs Office will hire at least one student worker,
reporting to the program assistant in the Student Affairs Office who will provide
graphic design, social media, and Web support for this initiative.
Opportunities will be created for informal internal communication.
KEY PERFORMANCE INDICTORS:

Development of committee, hiring of student worker, review of Student Affairs
publications/marketing by committee to ensure effective marketing tools and
consistent “telling our story” language and appropriate visuals in accordance to
UWSP marketing guidelines.
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Central Office Team
PROJECTED INITIATION DATE: 2013
Statement of the Issue: Student Affairs Strategic Planning committee members
identified lack of awareness of services as a major problem for our students. This was also
confirmed by the findings of focus groups by Equity Scorecard and navigating the UWSP
website as well as getting connected to support services was identified as an institutional
barrier. In addition, the Retention Task Force cited that it was difficult for faculty to refer
students to proper support offices and services.
OBJECTIVES 1.2: Design and implement a UWSP information portal website for nonacademic information that UWSP students, parents, faculty, staff, and community
stakeholders might seek.
ACTION ITEMS:
A.
B.
C.
D.
The SACMC will recommend content to be linked on existing departmental pages
to this new page to best serve those noted in objective 1.2.
The SACMC will recommend cohesive content matching the themes and designs
being developed.
If necessary, the Student Affairs Office will hire at least one student worker,
reporting to the program assistant in the Student Affairs Office who will provide
graphic design, social media, and web support for this initiative.
Responsibilities for this objective will eventually fall under the Dean of Students
Office.
KEY PERFORMANCE INDICATORS:
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
Publication of website, hiring of student and effective implementation of web
materials (all in accordance with UWSP marketing guidelines.)
RESPONSIBLE PARTY: Central Office Team, Dean of Students
PROJECTED INITIATION DATE: 2013 (simultaneously with Objective 1.1)
THEME: Student Success
GOAL 2: The Division of Student Affairs will engage students through our programs and
services in order to promote and strengthen student development and success.
Statement of the Issue: The Student Affairs Assessment Team noted that the Division
of Student Affairs has limited development of student learning outcomes as well limited
understanding on how to assess learning. In addition, the new General Education Program
(GEP) includes an experiential learning component to the curriculum. It seems a natural fit
for Student Affairs to develop learning outcomes for departments as well as partner with
Academic Affairs in forwarding this GEP outcome.
OBJECTIVES 2.1: Establish an assessment-based culture within Student Affairs to
maximize efficiency and effectiveness while fostering a campus community which
understands and utilizes integrated student learning outcomes.
ACTION ITEMS:
A.
Identify shared learning outcomes for programs and departments in the division.
B.
Increase student awareness of learning outcomes derived from interactions with
Student Affairs.
C.
Enhance co-curricular programs offered through Student Affairs by developing a
centralized process that generates, develops, and implements consistent,
assessable learning outcomes.
D.
Establish consistent departmental assessment planning and reporting.
E.
Coordinate assessment initiatives and resources among departments.
F.
Create a reporting and communication structure to share assessment results with
the campus community, including division staff, Academic Affairs and university
administration.
G.
Use assessment results (learning outcomes, assessment plans, program reviews,
etc.) as one tool to inform program, department, and divisional planning.
H.
Develop and evaluate annually, a process that ties assessment results to division
priorities.
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KEY PERFORMANCE INDICATORS:

Development of learning outcomes, development of experiential learning training
process and student evaluations.

Evidence of incorporation of assessment in planning and program reviews.

Development of assessment communication such as website, newsletter, linkages
to University Relations and Communications, and CDAT assessment forums &/or
mini-conference.

Student Affairs department and program assessments.
RESPONSIBLE PARTY: Each department is responsible for yearly assessment.
Annual assessment reports to be submitted to the Vice Chancellor for Student Affairs by
August 1.
PROJECTED INITIATION DATE: 2016
Statement of the Issue: The Enrollment Management Team has the charge to enroll a
student population that is reflective of our community. Student Affairs needs to be ready to
accommodate for the changing demographics of the incoming student population.
OBJECTIVES 2.2: Develop strategies to meet the needs of an ever-changing student
population by partnering with programs and services throughout the university.
ACTION ITEMS:
A.
Use existing data and on-going data collection to review existing programs and
services to determine their effectiveness in serving the needs of diverse student
populations.
B.
Work collaboratively with the Office of Admissions and Associate Vice
Chancellor for Enrollment Management to anticipate needs of entering cohorts.
C.
Evaluate and enhance as appropriate, the funding and staffing for special, at-risk,
and/or underrepresented populations (e.g. nontraditional, commuter students,
international students, veterans, and transfer students).
D.
Review and restructure New Student Orientation.
E.
Create intentional collaboration opportunities with academic departments to
promote student success especially as the new general education requirements
become effective.
F.
Implement focused activities to improve retention and graduation of students,
with particular emphasis on at-risk and underrepresented students.
G.
Assess, identify, and develop programs to address the unique needs of each year
of the students’ development: first year, sophomore, junior, senior and beyond.
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KEY PERFORMANCE INDICATORS:

Development or increased enrollments in student support programs.

Retention analysis of students enrolled in student support programs.

Design and implementation of appropriate assessment of student orientation and
first-year programs.

NSSE indicators of student success and engagement.

MAP-Works success indicators and analysis.

Student Affairs department and program level assessment.
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Institutional Research
Office, Director of Diversity and College Access
PROJECTED INITIATION DATE: 2014
Statement of the Issue:
Conventional wisdom suggests that living holistically through the seven dimensions of
wellness impacts student success and engagement. Too few UW-Stevens Point students
achieve balance across the dimensions and thus fail to thrive and/or do not reach their full
potential.
OBJECTIVES 2.3:
Educate and empower students to make choices that enhance personal and community
wellness across the seven dimensions: physical, emotional, intellectual, social,
environmental, spiritual and career.
ACTION ITEMS:
Measurable Objectives:
A.
Maintain a cross departmental Wellness Team with representation from relevant
stakeholder groups to accomplish committee objectives.
B.
Create a communications plan and effective tools (e.g. electronic resources) to
disseminate information throughout campus about the seven dimensions of
wellness, valuable initiatives and resources.
C.
Educate staff and students on the 7 dimensions of wellness.
D.
Build capacity among staff and students to effectively advocate for and refer to
services.
E.
Establish and sustain a data hub for units to coordinate and/or share relevant
assessment results.
F.
Assist departments in developing program and service objectives that result in
achievable learning outcomes, specific to the seven dimensions of wellness, as
appropriate.
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Potential Departmental Objectives:
 Provide programs and services to address physical wellness to include,
but not be limited to, fitness, intramurals, health, and food choices.
 Provide programs and services to address emotional wellness to include,
but not be limited to, mental health, stress management, community-building, and
healthy relationships.
 Provide programs and services to address intellectual wellness to include,
but not be limited to, study skills assistance, goal setting, and managing
transitions.
 Provide programs and services to address social wellness to include, but
not be limited to, diversity, volunteerism, respect, and engagement.
 Provide programs and services to address spiritual wellness to include,
but not be limited to, values exploration, belonging, reflection, and belief in
greater purpose.
 Provide programs and services to address career wellness to include, but
not be limited to, exploration, involvement, work, and managing finances.
 Provide programs and services to address environmental wellness to
include, but not be limited to, community safety, environmental attentiveness, and
resource conservation.
KEY PERFORMANCE INDICATORS:

AODA survey results.

Greek life survey results.

BCSSE, NSSE and FSSE related indicators.

Direct Connects assessment and implementation.

Student Affairs program and department assessments.
RESPONSIBLE PARTY: Health and Wellness Team
PROJECTED INITIATION DATE: 2013
Statement of the Issue: Retention and persistence rates of UWSP students have been
trending positively. Student Affairs programs have demonstrated assessment data that
indicates that these programs have a positive effect on retention and persistence. Currently,
only a third of our entering students are enrolled in Student Affairs programs that have a
demonstrated impact on students’ academic performance and persistence.
OBJECTIVES 2.4: Strengthen and expand existing successful programs and services in
Student Affairs and develop new ideas, concepts, and programs that have the best potential
and results for promoting student success.
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ACTION ITEMS:
A.
Assess existing programs to determine their contributions to student success.
Eliminate unsuccessful programs.
B.
Expand the capacity of successful existing and develop new learning communities
(e.g. sophomore, residential, commuter, transfer).
C.
Encourage more participation in learning communities and allow for flexibility to
provide learning communities in successful areas.
D.
Improve efficiencies through the utilization of program review recommendations
in short- and long-term planning.
E.
Identify ways to demonstrate how current or new programs add value to the
student experience.
F.
Develop programs that integrate curricular and co-curricular components.
G.
Improve first-year students’ utilization of campus support services and provide
programs that offer common experiences that help students to identify themselves
as a part of the UWSP community.
H.
Develop a vision and plan for promoting student development through the firstyear experiences offered at UWSP (e.g. First-Year Experience, orientation,
convocation)
I.
Collaborate with Academic Affairs and other campus entities to provide a strong
First-Year Seminar program that connects new students to all campus support
services.
J.
Develop a campus committee dedicated to enhancing the transfer students
experience by meeting on a monthly basis to enhance the coordination of services,
and collectively identify unmet need of this population.
K.
Explore the creation of and encourage the development of new courses
specifically designed to address the academic and social integration needs of
special populations.
KEY PERFORMANCE INDICATORS:

First-Year Experience plan.

Student Affairs department and program level assessment data.
RESPONSIBLE PARTY: Retention Team
PROJECTED INITIATION DATE: 2014
THEME: Climate
GOAL 3: The Division of Student Affairs will build a welcoming, engaging, safe, and
inclusive community that creates a sense of belonging for all students and staff.
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Statement of the Issue: The UWSP climate survey, recent focus group data from Equity
Scorecard, and experiences of students relayed to Student Affairs staff indicate that the UWSP
climate does impact student and staff retention, feelings of inclusion and general success.
OBJECTIVES 3.1: Ensure that student-centeredness is at the core of our programs and
practices.
ACTION ITEMS:
A.
Include students in assessing and planning all programs and practices.
B.
Provide leadership and training at all levels of Student Affairs staff in the student
development model.
C.
Student Affairs will serve as a community of educators who ensure that cocurricular learning experiences are an integral and essential part of a student’s
university experience.
KEY PERFORMANCE INDICATORS:

NSSE, BCSSE and FSSE identified indicators.

Department level assessment of any and all departmental assessments related to
climate.
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Directors of Student
Affairs departments, Professional Development Team, student leaders of advisory
groups.
PROJECTED INITIATION DATE: 2013
OBJECTIVES 3.2: Create a plan to coordinate existing programs and develop new efforts
to promote cross-cultural competency and inclusion among UWSP community members.
ACTION ITEMS:
A.
Increase staff diversity.
1. Due to the vastness of this action item, the Team needs to hone in on a
specific group and move forward. Increase both student and professional
staff.
B.
In collaboration with the Inclusivity Director, provide education, training, and
development opportunities on this topic for staff and students.
C.
Develop strategies for recruiting diverse candidates to apply and be successful as
Student Affairs staff.
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D.
E.
Create a Student Affairs recruitment brochure and pre-employment orientation to
the campus community.
Support the creation of a campus climate office as per recommended in the
UWSP Strategic Plan.
KEY PERFORMANCE INDICATORS:

Review of professional development plans.

Potential NASPA staff competency evaluations
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs/Chief Diversity Officer,
Student Affairs Department Directors, Central Office Team
PROJECTED INITIATION DATE: 2015
THEME: Culture of Learning
GOAL 4: The Division of Student Affairs will advance the philosophy that learning takes
place in all aspects of campus life. We will engage students holistically to collaboratively
provide purposeful learning experiences and environments that support the university’s
mission and learning goals.
Statement of the Issue: Campus climate data, HERI faculty survey data, Academic
Staff survey data, NSSE data and student assessment data has indicated that UWSP has
reasons to improve campus engagement that in turn fosters deep learning that transcends the
classroom.
OBJECTIVES 4.1: Develop a core set of collaborative, intentional learning initiatives and
programs to promote healthy student development.
ACTION ITEMS:
A.
The Vice Chancellor for Student Affairs will identify, along with a consultant or
other resources, a philosophical framework for division use.
B.
Form an implementation workgroup.
KEY PERFORMANCE INDICATORS:

Implementation and assessment of learning initiatives.
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Institutional Planner
PROJECTED INITIATION DATE: 2015
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OBJECTIVES 4.2: Develop a division-wide professional development program for staff
based on a cross-functional competencies model.
ACTION ITEMS:
A.
Develop a division-wide professional development program for each of the five
strategic plan themes to increase knowledge about divisional priorities.
B.
Student Affairs Professional Development Committee will identify a crossfunctional competency model to be used.
C.
Student Affairs directors will identify core competencies for Student Affairs staff.
D.
Student Affairs departments will identify new strategies for achieving curriculum
goals.
E.
These goals will be incorporated into the Student Affairs departmental
professional development planning.
KEY PERFORMANCE INDICATORS:
RESPONSIBLE PARTY: Student Affairs Professional Development Committee,
Student Affairs Department Directors
PROJECTED INITIATION DATE: 2015
Theme: Leveraging Resources
GOAL 5: The Division of Student Affairs will establish and sustain necessary resources to
advance divisional priorities.
PERSONNEL/ORGANIZATIONAL STRUCTURE
Statement of the Issue: After review of the Student Affairs departmental organizational
charts, the planning committee realized that our division could benefit from reviewing our
current structures to ensure strategic alignment of staff and organizational resources, reduce
duplication and identify areas of resource sharing.
OBJECTIVES 5.1.1: Evaluate staffing patterns and organizational structure within Student
Affairs in order to remain relevant to the needs of our current and future populations of
students.
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ACTION ITEMS:
A.
Review Equity Scorecard and ensure that staffing patterns reflect
recommendations within.
KEY PERFORMANCE INDICATORS:

Implementation of Diversity Plan and identified indicators.

FSSE, HERI indicators on climate.

Climate survey administration and analysis.
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Director of Diversity
and College Access, Institutional Planner
PROJECTED INITIATION DATE: 2014
Statement of the Issue: AODA survey data, in-house assessment data and
recommendations from the Retention Task Force all indicate the need for a single
department to handle Rights and Responsibilities, conduct issues, late withdrawals, and
probation and suspension cases.
OBJECTIVES 5.1.2: Create an Office of Dean of Students to be a proactive department
that provides programs and services of interest to all UWSP students and parents as
appropriate.
ACTION ITEMS:
A.
Hire a Dean of Students.
B.
Identify the unmet informational and programmatic needs of the UWSP
community.
1.
Continue to develop the Behavioral Intervention Team.
C.
Create this office as a centralized place for students and parents to receive
information, referrals and support in connecting to needed resources.
D.
Create a new centralized website (See Objective 1.2)
E.
Create and fill case manager position.
KEY PERFORMANCE INDICATORS:

Consistent use, monitoring, and analysis of cases in Maxient.

AODA survey indicators.

NSSE, BCSSE indicators.
RESPONSIBLE PARTY: Dean of Students, Vice Chancellor for Student Affairs
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PROJECTED INITIATION DATE: 2013
Statement of the Issue: The strategic planning committee cited that the current State
financial system doesn’t provide detailed financial and cost data in the timely fashion that is
necessary to manage our financial resources. In addition, with the departure of our current
financial staff person, there is a reduction in financial services for our division.
OBJECTIVES 5.1.3: Create financial analyst position in the Student Affairs Central Office.
ACTION ITEMS
A.
Develop a detailed financial reporting system.
B.
Continue to work on fulfilling Objective 5.3.1.
KEY PERFORMANCE INDICATORS:
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Financial Analyst
PROJECTED INITIATION DATE: 2013-2014
OBJECTIVES 5.1.4: Create cross-departmental functional teams within the division of
Student Affairs.
ACTION ITEMS:
A.
Create a Central Office Team.
B.
Create an Auxiliaries Team.
C.
Create a Health and Wellness Team.
D.
Create a Diversity Team.
E.
Create a Retention Team.
F.
Create a Strategic Planning Review and Reporting Team.
KEY PERFORMANCE INDICATORS:
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs
PROJECTED INITIATION DATE: 2013
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FACILITIES
Statement of the Issue: The Student Affairs Strategic Committee noted limited planning
resources allocated to Student Affairs.
OBJECTIVES 5.2.1: Enhance Student Affairs existing facilities through effective planning,
programming, and cost analysis of maintenance, renovations and construction.
ACTION ITEMS:
A.
Develop a master plan to prioritize projects for funding cycles.
B.
Ensure that new projects and renovations meet current and future needs of the
campus.
C.
Create an effective preventive maintenance plan for facilities.
KEY PERFORMANCE INDICATORS:

Student Affairs space master plan completion.

Implementation of space allocation and reallocation.

Maintenance plan designed and implemented.
RESPONSIBLE PARTY: Assistant to Vice Chancellor for Student Affairs, Financial
Analyst, Assistant Campus Planner
PROJECTED INITIATION DATE: 2014
FINANCES
OBJECTIVES 5.3.1: Create and maintain a climate of fiscal accountability and
sustainability with transparency between all Student Affairs auxiliary units.
ACTION ITEMS:
A.
Review of ongoing auxiliary and segregated fee rate structures. Involve students
as necessary.
B.
Educate ourselves, the Student Affairs division, and the campus community about
auxiliary enterprises.
C.
Educate others outside of the university about Student Affairs auxiliary units.
D.
Use knowledge to secure and maintain financial resources for Student Affairs.
KEY PERFORMANCE INDICATORS:

Review of financial data to identify inequities and inconsistencies.

Implementation of consistent fee rates and mechanism for review.

Track external funding sources, awards and applications.
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



Complete annual reviews of each Student Affairs auxiliary budget.
Create a package of informational materials for each Student Affairs auxiliary
unit.
Develop a comprehensive Student Affairs auxiliary annual financial report
template for departmental use.
Establish a timeline for annual reporting processes for this committee that is
consistent with campus timelines and deadlines.
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Financial Analyst,
Auxiliaries Team
PROJECTED INITIATION DATE: 2013
TECHNOLOGY
OBJECTIVE 5.4.1: Ensure that the division can effectively communicate and provide the
most up to date model of service delivery with ever-changing technology.
ACTION ITEMS:
A.
The division will inventory its technology and assess areas that require an update
to improve efficiency.
B.
The division will provide all new staff with basic technology training (e.g.
SharePoint, email, information processing, etc.), and offer existing staff the same
development opportunity.
KEY PERFORMANCE INDICATORS:

Training, certification of staff.
RESPONSIBLE PARTY: Student Affairs Directors, Strategic Planning Professional
Development Committee
PROJECTED INITIATION DATE: 2015
Conclusion
The Committee recommends the formation of a committee to conduct an annual review of the
strategic plan to assess progress and/or completion of the action items and/or objectives.
Responsible parties will determine appropriate completion dates and prioritization of action
items. These completion dates will be reported to the Annual Review Committee.
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Appendix A
Committee Members:
Danielle Beschta – Assistant Director, Conference and Reservations
Jackie Christianson – Program Assistant, Division of Student Affairs
Stacey Gerken – Director, Counseling Services
Mark Hayes – Director, University Dining Services
Becky Helf – Director, University Child Learning and Care Center
Laura Ketchum-Ciftci – Director, University Centers
Susan Malnory – Assistant Director, Residential Living
Jen Sorenson – Administrative Director, Student Health Service, Chair
Ryan Specht – Student Life Issues Director, Student Government Association
Shari Summers – Institutional Planner
Henry Wojnicki – Director, Upward Bound
Appendix B
Glossary of terms, acronyms and abbreviations:
1. Mission Statement – Describes the division’s purpose, scope and capabilities; what the
division does.
2. Vision Statement – Describes the division’s desires and aspirations; what the division wants
to be.
3. Values – Fundamental principles that guide the division in accomplishing its mission.
4. Strategic Themes – Statements of intended divisional focus/direction based on the mission,
vision and values.
5. Goals – Targeted items that direct progress within the broader strategic themes.
6. Objectives – Specific initiatives designed to realize goals.
7. Action Steps – A series of specific steps to achieve objectives.
8. Learning Outcomes – knowledge, skills, and abilities that students have attained as a result of
their involvement in a particular set of educational experiences.
9. Assessment – The use of evidence based measures to determine progress.
10. Inclusivity – Welcoming and valuing a wide range of social, economic, racial and cultural
differences as well as a variety of life experiences.
11. Cross-cultural competencies – The core skills, knowledge and experience required to work or
respond effectively across cultures in a way that acknowledges and respects the culture of the
person or organization being served.
12. Cross-functional competencies – The core skills, knowledge and experience to understand
different contributions from other disciplines and work with colleagues from across the
organization to achieve better results.
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13. NSSE (National Survey of Student Engagement) – Institutional wide survey of students to
capture engagement practices of the institution and student that promote student learning.
14. BCSSE (Beginning College Student Survey of Engagement) – Institutional wide survey of
students to capture high school academic and co-curricular experiences and expectations for
participating in educationally purposeful activities during the first year of college.
15. FSSE (Faculty Survey of Student Engagement) – Institutional wide survey of Faculty
designed to capture faculty’s engagement in high impact practices that foster student
learning.
16. HERI (Higher Education Research Institute) – HERI Faculty Survey is designed to measure
issues impacting faculty and administrators today.
17. NASPA – National Association of Student Affairs Professionals
18. Equity Scorecard – Systematic process to identify institutional barriers and equity gaps of
students of color.
19. MAP-Works – Student survey designed to capture at risk students. Also known as an Early
Alert Student Warning system.
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Appendix C:
Student Affairs Organizational Chart:
Budget and
Policy Analyst
Vice Chancellor for
Student Affairs
Program
Assistant A.C.
Dean of Students
Counseling
Center
Student Health
Service
Center for
Prevention
Diversity and
College Access
Child Learning
Center
Residential Living
Dining and
Summer
Conferences
University
Centers