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Division of Student Affairs
Strategic Planning Review and Reporting Team
September 2, 2014
The Strategic Planning Review and Reporting Team, consisting of Jen Sorenson, Stacey Gerken,
Laura Ketchum-Ciftci, Troy Seppelt, and Jackie Christianson, met in August 2014 to review the
Student Affairs Strategic Plan and Timeline. The following Strategic Plan contains updates (red font) that note percentages of completion for various action items, along with updates and notations.
REVIEW SUMMARY
2013-2014 OBJECTIVES
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 for this objective are 25% complete. The Student Affairs Communication and
Marketing Committee has been formed, met regularly, reviewed publications, and will soon submit a ‘New Initiative’ request for a professional staff marketing position to work with all departments within the Division of Student Affairs.
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 for this objective are 68.75% complete. The Dean of Students has created an information portal webpage containing extensive information for students. They are currently working on a parent webpage and blog.
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 for this objective are 20.83% complete. The Wellness Team has been formed and contains representation from all Student Affairs areas.
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 for this objective are 75% complete. The Dean of Students office is a fully functioning proactive department. The parent webpage and blog are under construction; the

P a g e | 2 student and faculty sites are complete. The Case Manager position will be filled with an interim appointment this year and searched this spring semester.
OBJECTIVES 5.1.3: Create financial analyst position in the Student Affairs Central Office.
Action items for this objective are 100% complete. A Division of Student Affairs Budget and Policy Analyst has been hired and is working with Student Affairs departments and the
Budget office.
OBJECTIVES 5.1.4: Create cross-departmental functional teams within the division of Student
Affairs.
Action items for this objective are 100% complete. All teams noted are formed and working.
OBJECTIVES 5.3.1: Create and maintain a climate of fiscal accountability and sustainability with transparency between all Student Affairs auxiliary units.
Action items for this objective are 18.75% complete.
OBJECTIVES 2014/2015
OBJECTIVES 2.2: Develop strategies to meet the needs of an ever-changing student population by partnering with programs and services throughout the university.
New Student Orientation was reviewed and restructured by the Office of First-Year
Experience (FYE) in 2013-2014. In May 2014 Orientation responsibilities were transferred to the Registrar. During 2013-2014, FYE was responsible for MAP-Works. Survey participation was very high; Faculty and staff participation was not as good. MAP-Works responsibilities have been transferred to Residential Living. The Responsible Party for this objective has been updated to include Residential Living.
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.
New programming throughout 2013-2014 included Convocation, First-Year Experience,
Welcome Week, Common Read, Student Success Series and First-Year Seminars. The program prioritization process will play a role in this objective beginning this fall.
Residential Living and the Vice Chancellor for Student Affairs have been added as responsible parties for this objective.
OBJECTIVES 3.1: Ensure that student-centeredness is at the core of our programs and practices.
Students have been included in membership on our four functional teams. The program prioritization process will play a role in this objective beginning this fall.

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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.
The previously listed action items, key performance indicators, and responsible parties were moved to objective 3.2. The new action item for this objective is the program prioritization process; new key performance indicator is utilization of the program prioritization process; new responsible parties include all Student Affairs Directors, as well as the Vice Chancellor for Student Affairs.
OBJECTIVES 5.2.1: Enhance Student Affairs existing facilities through effective planning, programming, and cost analysis of maintenance, renovations and construction.
Responsible parties were updated to remove the Assistant to the Vice Chancellor as this position no longer exists, removal of Assistant Campus Planner, and the addition of Campus
Planner, Student Affairs Auxiliary Directors, and the Vice Chancellor for Student Affairs.

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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.

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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.
The Division of Student Affairs Values:
Caring community
Engagement
Involvement
Partnership
Respect
Student centered
Commitment
Growth/change
Lifelong learning
Reflection
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
NOTE: Notations, updates, and percentages of completion are documented in red font as reviewed by the Strategic Planning Review and Reporting Team, August 2014
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

P a g e | 6 to assist in “telling the story” of Student Affairs to internal and external constituencies. 25% completion; committee has met and reviewed publications; communication plan under development
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.
100% completion
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. 0% completion
D.
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. 0% completion; committee will propose a professional staff marketing position
E.
Opportunities will be created for informal internal communication. 0% completion
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:

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A.
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. 75% completion
B.
The SACMC will recommend cohesive content matching the themes and designs being developed. 0+% completion
C.
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. 100% completion
D.
Responsibilities for this objective will eventually fall under the Dean of Students
Office. 100% completion
KEY PERFORMANCE INDICATORS:

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.

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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.


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:

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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. 100% completion; Orientation was moved to Academic Affairs May 2014.
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.



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, Residential Living
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.

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ACTION ITEMS:
Measurable Objectives:
A.
Maintain a cross departmental Wellness Team with representation from relevant stakeholder groups to accomplish committee objectives. 100% completion
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. 0+% completion
C.
Educate staff and students on the 7 dimensions of wellness. 0% completion
D.
Build capacity among staff and students to effectively advocate for and refer to services. 0% completion
E.
Establish and sustain a data hub for units to coordinate and/or share relevant assessment results. 0% completion; with the current SA assessment project, DOS will become the data hub
F.
Assist departments in developing program and service objectives that result in achievable learning outcomes, specific to the seven dimensions of wellness, as appropriate. 25% completion
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.

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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.
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,
I.
J.
convocation)
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.
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.

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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 name changed to Student Success Team; add Residential Living and Vice Chancellor for Student Affairs
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.
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.

Program Prioritization Process

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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.
D.
Create a Student Affairs recruitment brochure and pre-employment orientation to the campus community.
E.
Support the creation of a campus climate office as per recommended in the
UWSP Strategic Plan.
F.
Review Equity Scorecard and ensure that staffing patterns reflect recommendations within.


KEY PERFORMANCE INDICATORS:

Review of professional development plans.


Potential NASPA staff competency evaluations
Implementation of Diversity Plan and identified indicators.
FSSE, HERI indicators on climate.
Climate survey administration and analysis.
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs/Chief Diversity Officer,
Student Affairs Department Directors, Central Office Team; Institutional Planning
PROJECTED INITIATION DATE: 2015
THEME: Culture of Learning

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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
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:

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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.
ACTION ITEMS:
A.
Program Prioritization Process
KEY PERFORMANCE INDICATORS:

Utilization of the Program Prioritization Process
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Student Affairs
Department Directors
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.

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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. 100% completion
B.
Identify the unmet informational and programmatic needs of the UWSP community. 75% completion
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. 50% completion
D.
Create a new centralized website (See Objective 1.2). 100% completion
E.
Create and fill case manager position. 50% completion
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
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. 100% completion
B.
Continue to work on fulfilling Objective 5.3.1. 100% completion
KEY PERFORMANCE INDICATORS:
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Financial Analyst

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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. 100% completion
B.
Create an Auxiliaries Team. 100% completion
C.
Create a Health and Wellness Team. 100% completion; name changed to
Wellness Team
D.
Create a Diversity Team. 100% completion
E.
Create a Retention Team. 100% completion; name changed to Student Success
Team
F.
Create a Strategic Planning Review and Reporting Team. 100% completion
KEY PERFORMANCE INDICATORS:
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs
PROJECTED INITIATION DATE: 2013
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.

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

Implementation of space allocation and reallocation.
Maintenance plan designed and implemented.
RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Financial Analyst,
Campus Planner, Student Affairs Auxiliary Directors
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. 50% completion
B.
Educate ourselves, the Student Affairs division, and the campus community about auxiliary enterprises. 25% completion
C.
Educate others outside of the university about Student Affairs auxiliary units. 0% completion
D.
Use knowledge to secure and maintain financial resources for Student Affairs.
0% completion


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.
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

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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
Diversity and
College Access
Child Learning
Center
Residential Living
Dining and
Summer
Conferences
Center for
Prevention
University
Centers