Director, University Centers
Prepared by: Dr. Larry J. Ringgenberg, Ph.D.
UNIVERSITY CENTERS ANNUAL
REPORT 2013-2014
Cartwright Center
UNIVERSITY OF WISCONSIN-LA CROSSE
Whitney Center
TABLE OF CONTENTS…
Contents
MESSAGE FROM THE DIRECTOR…… ........................................................................................................................................... 3
CORE VALUES… ......................................................................................................................................................................... 4
GOALS AND OBJECTIVES 2013-14… .......................................................................................................................................... 4
UNIVERSITY CENTERS FLOW CHART… .......................................................................................................................................... 7
POINTS OF PRIDE… ....................................................................................................................................................................... 8
CAMPUS ACTIVITIES BOARD (CAB) ........................................................................................................................................... 8
DISTINGUISHED LECTURE SERIES (DLS) .................................................................................................................................... 8
FRATERNITY AND SORORITY LIFE ............................................................................................................................................. 9
LEADERSHIP & INVOLVEMENT CENTER .................................................................................................................................... 9
PRIDE CENTER ........................................................................................................................................................................... 9
STUDENT ASSOCIATION ............................................................................................................................................................ 9
UNIVERSITY DINING PROGRAM ................................................................................................................................................ 9
OPERATIONS AND ADMINISTRATION .....................................................................................................................................10
INCLUSIVE EXCELLENCE…............................................................................................................................................................10
WORKLOAD AND OUTCOME MEASURES… .................................................................................................................................12
BUDGET AND RESOURCES…........................................................................................................................................................12
POLICY CHANGES, ISSUES, RECOMMENDATIONS….. ..................................................................................................................15
CHANGES IN RESPONSIBILITIES, SERVICES, AND PROGRAMS… ..................................................................................................16
GOALS AND OBJECTIVES 2014-15… ............................................................................................................................................16
UNIVERSITY CENTERS LEARNING OUTCOMES … .................................................................................................................. 17-18
Director’s
Message……
The University Centers staff and students
accomplished many great things in 2013-14.
We welcomed two new full time staff members, Alex
Brown, Fraternity & Sorority Life Adviser; and
Andrea (Drea) Higgins, Campus Activities Board
Adviser. Preparing for the transition to the new
student center and the changes in staffing needs, it
was time to move two graduate assistant positions
into one additional full time position.
The final bid documents have been developed for the new student center. The Student Planning committee was active in
making decisions this year, including the process of picking finishes for much of the facility.
The groundbreaking for the new student center will occur this fall. This will signal a new chapter for University Centers at
UW-La Crosse. The events and programs will continue as we put the final touches on the new “living room” for the campus.
The year also included some new programs. A new emphasis on leadership is being developed. One of the first steps was to
explore the LeaderShape program and to host our first UW-La Crosse LeaderShape Institute session, partnering with
LeaderShape, Inc., from Champaign, Illinois. Sixty-two students met during spring break at Sugar Creek Camp in Ferryville,
WI. Students explored being authentic leaders.
The Campus Activities Board (CAB) had a successful year. Approximately 10,250 people attended CAB events during 201314. Some significant programs included Soledad O’Brien (Distinguished Lecture Series), the University of WisconsinMadHatters, Winona LaDuke, and the Polynesian Paradise Dancers.
Our dining program continued to provide some challenges. A change of leadership occurred during spring semester.
Participation averaged 71%.
Some other highlights of the year included:
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Emily O’Connor, Event Support, was named Student Employee of the Year
A total of 11,527 event reservations were made in Cartwright Center and 8,453 reservations in academic facilities
with a total of 33,709.97 hours of service by the Event Services staff.
The Pride Center reached over 7,000 people with programming, panels, and trainings.
A Sustainability Mission and Vision statement was created.
A Farmers Market was held weekly in the fall as an initiative by the Students for Sustainability.
A Green Fund allocation for LED lights in the new student center was approved.
187 student organizations continued to be active on campus, with 11 organizations gaining official university
recognition throughout the year.
A Trafsys people counting/customer tracking system was installed on the north west doors of Cartwright Center.
313,536 people entered Cartwright Center through this entrance throughout the year.
CORE VALUES…
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Leading to Serve: We engage in activities that serve the goals and best interest of our students, colleagues, and
community – those that promote self-actualization. Our success lies in the success of others.
•
Multiculturalism: We recognize and embrace the strength that resides in our human diversity, both culturally and
intellectually. As a result, we strive to benefit from the inclusion of diverse perspectives and to become “more than
the sum of our parts.”
•
Assessment: Assessment lends direction and strength to our endeavors. It informs and motivates the
effectiveness of our programming and it supports our understanding of critical changes among the students and
communities we serve and the colleagues with whom we collaborate.
•
Integrity: We strive to model the highest level of ethical behavior in our interactions with students and colleagues
as well as in our research and assessment activities.
•
Advocacy: As agents of positive social change on campus and in the community, student development and
diversity professionals empower those who lack a voice on campus.
GOALS AND OBJECTIVES 2013-14…
1. Investigate methods for electronic filing of historical records. Assessment: We worked during the summer 2013 to
develop criteria for retaining records, and then began to peruse historical files, recycling items that did not meet
the criteria for retaining. The recycling process continued throughout the fall; we contacted Murphy Library
personnel to learn their processes for electronic recordkeeping of special collections, and contacted Information
Technology to determine if “Image Now” is the program we should work with for file retention. IT is continuing to
assist us.
2. Develop a strategic plan for the Greek community that includes recruitment, advising, leadership development, and
marketing. Assessment: Alex met with student organization leaders to develop rapport and identify people to
serve on a committee to develop a strategic plan. Membership in fraternity and sorority life increased during fall
semester. The Fraternity & Sorority Life Strategic Plan was developed during spring semester 2014 (See
Attachment A-Executive Summary).
3. Develop a leadership education program that is built on collaboration with academic departments and other units.
This includes the evaluation of participation in LeaderShape. Assessment: Leadershape training occurred in
summer and fall 2013. Developmental questions were asked to increase student participation. “Maximize Your
Org” meetings occurred fall semester. Incentives were offered to increase participation on the MyOrgs website.
Staff worked on collaborations to offer more intentional and beneficial programs. Eagle Roundtable changed the
process used to select students to attend. Student organizations were asked to nominate emerging leaders from
their organizations to attend the event. The Leadership & Involvement Center is developing a strategic plan and
changing its structure to include graphics, volunteerism, leadership, involvement, student organizations, and
resources (See Attachment B-Student Leadership Organization Chart).
4. Complete the implementation of the dining contract with Sodexo and increase student satisfaction with the
program. Assessment: Sodexo data shows more satisfaction; our data shows more students unhappy with the
dining service program. Issues include stocking/restocking of food and cleanliness. There have been issues with
students stealing, not eating, and eating more often in the Cellar. Also, we need to identify what local foods are
provided from local suppliers.
5. Implement, with the university, the AdAstra room scheduling program. Assessment: We have learned enough
about the software to know it does not work for events. We will be using it for classrooms but nothing else. We
have to work out things with IT to get it to where we want it to be and possibly update to EMS Gold.
6. Modify the student employment program within the unit to include the development of a student employee
manual, salary structure, and a system for raises. Assessment: We are in the process of updating the Student
Employment Manual and plan to make it available to our student employees in the fall of 2014. We reviewed
responsibilities, structures, training, and wage schedules at other UW-System schools and have developed a new
wage schedule that includes a minimum wage of $7.60 per hour (See Attachment C-Student Employee Wage
Schedule).
7. Develop an assessment plan to measure learning outcomes and other programs within University Centers.
Assessment: Alex has been making process of a shared assessment pieces for our department. We need to
capture information that can be beneficial for how our students are working on campus, collaborations across
campus. We have a good template to start with; we need to try to capture other elements from the various
offices within our department. We have a baseline and still have the freedom for units to do the specific things
that they need to do. MyOrgs end of the year summary has a new question: “What was the one thing that you
learned as a student leader?” Students are being insightful. It is the first year so hopefully students can give us
measurements of the learning. Every April the survey goes out to every student in the organizations.
8. Provide an environment where all students and members of the community feel welcomed and supported.
Assessment: Events have been well attended. The lower level of Cartwright has been very busy. Leadership and
Involvement Center reports that students are very involved. The organizations space near the CAB office needs to
be a more welcoming environment. We need to consider ways to encourage usage; consider holding an open
house and auditing the organizations that are signed up to use this space. Administrative offices do a great job of
creating a friendly atmosphere and greeting students.
9. Manage all budgets to minimize fee increases while providing for balanced budgets. Assessment: Our budget has
been going well. We are where we need to be. The dining fee will be going down but the student center fee went
up minimal for the new building. SUFAC had no increases.
10. Contribute to the overall success of the Division of Student Affairs and the university through communication and
collaboration for programs and services offered. Assessment: We have representatives on the Staff Development
Committee and collaborate with the Rotary Lights program; would like to see more collaboration regarding
budgetary decisions (ex: green initiatives). LeaderShape was a division cooperative program with funding and
committee and the breakdown of how students were selected. Greek Life strategic planning committee has been
across campus. Our goal is to get students to go to other events and collaborate to support campus events, while
increasing their own presences. Greek Life is working with New Student Orientation for move in weekend. Dr.
Rev. Jamie Washington was a collaborative effort with OMSS, Organization Grants and Student Government.
The White Privilege Conference was a corporation with a combination of students and Tricia working with the
finances of that event. Pride Center collaborated with Res Life for the Midwest BLGTA College Conference. Also
has collaborated with several different offices for various speakers. Trans Task Force was a collaboration across
the entire campus. LIC Red Cross Blood Drives have been collaborating with other areas and student
organizations.
11. Insure that the staff team feels included in decisions and informed of issues. Assessment: The staff meeting
structure is better than last year but we don’t always follow the structure that we set with time frames. We need
to be more effective with our time. Staff will meet during the summer to review the current agenda/structure and
identify how to identify what we can do better and how to make the meetings better problem-solving sessions.
12. Continue to plan the new university center, maximizing input from various constituencies on campus. Assessment:
The planning for the new student center from a staff perspective felt disjointed at times. There are some parts of
the planning that staff felt they should have more voice in or control over. We still have to think about how we
are going to move into that building and provide/plan programs, office space, etc.
13. Continue to expand the online presence for University Centers, including web forms, Facebook pages, and more upto-date web pages. Assessment: Our department Facebook page hit 100 “likes.” Sustainability page is near
completion and their Facebook presence has been improving. MyOrgs has been doing very well. The
department’s webpage is much better and students are asking about it. We need to work on a better marketing
plan for our department and for each area within the department.
14. Complete the hiring of staff for the approved positions within University Centers. Assessment: Drea Higgins and
Alex Brown were hired in August 2013.
UNIVERSITY CENTERS FLOW CHART…
POINTS OF PRIDE…
CAMPUS ACTIVITIES BOARD (CAB)
Sample the City: One of CAB’s most successful fall semester and annual events, Sample the City, brings local La Crosse
businesses and UW-La Crosse campus entities together as they promote their products and services on campus. Some
participating businesses were Toppers Pizza, Dublin Square, Kwik Trip, Sedexo, Biolife, Orange Pearl, and Generous Earth
Pottery; just to name a few. From free food and merchandise to general information about the La Crosse community, the
event attracted many students, faculty, and staff outside to enjoy the music and festivities on Wittich lawn.
Dr. Jamie Washington: Dr. Jamie Washington is a distinguished lecturer and leader in diversity efforts on college campuses
and spoke with students on this topic. The event was in collaboration efforts with the Office of Multicultural Student
Services. Students participated throughout the event and were asked to sit next to someone they did not know. The
participants in the event spoke with their buddy about their experiences in diversity settings and what they hoped to gain
from the event. Many students commented about the openness of the conversations and of their wish for more events
similar to the Dr. Washington workshop.
Madhatters: The MadHatters – a men’s acapella group from Madison – have become one of the most anticipated events of
the year by UW-L students. This year, with permissible weather, CAB was able to host this event outside on the front lawn
of Eagle hall. Over one thousand students were singing, clapping, and cheering on the MadHatters as they performed. In
the future, CAB hopes to again host this event outside to allow for a more spacious and lively environment.
Winona LaDuke: Winona LaDuke is a American Indian advocate and environmentalist and was Ralph Nader’s running mate
in the 1996 and 2000 presidential elections . She came to campus as a part of the Diversity Dialogues event in February as a
collaboration between the Campus Climate Office and CAB. She sat down with students from the OMSS office for dinner
and discussed environmental and diversity issues with the. Later in the presentation, she spoke about issues relating to oil
drilling and sand fracking, the exploitation of natural resources, and the implications for American Indian communities and
the La Crosse area. Many individuals from the larger La Crosse community and university attended the event and remained
after the event to discuss the issues she presented about more in depth.
Dr. Heather Hackman: Dr. Heather Hackman is a social justice and environmental educator and speaks around the country
about these issues. As part of Earth Week programming, she presented on topics relating to climate change and the
environment while relating the issues to social justice issues. She held a workshop with student leaders and discussed social
justice issues with student leaders at a dinner held on campus. It was a wonderful experience for students to learn about
social justice and environmental issues and discuss these topics with each other. Students were drawn to her insight and
expertise about creating an inclusive environment for individuals of all identities at UW-L.
DISTINGUISHED LECTURE SERIES (DLS)
Soledad O’Brien: Soledad O’Brien, a journalist with the Al Jazeera and advocate for underrepresented individuals, spoke
about her experience as a woman of color at the bi-annual Distinguished Lecture Series. The entire campus and La Crosse
communities’ support of this event was tremendous throughout the initial search, planning process, and day of the event.
Many individuals from multicultural student services offices commented on the success of the event and CAB openness to
bring in a speaker who talked about issues of race and injustice. While the event was well attended by the university
community, the event could have been publicized to the general public more in the months and weeks before the event.
FRATERNITY AND SORORITY LIFE
A Fraternity and Sorority Life Strategic Plan was completed (See Attachment A-Executive Summary).
LEADERSHIP & INVOLVEMENT CENTER
Involvement Fest featured 18 community agencies, 78 student organizations, and over 850 attendees.
The Food Pantry had 82 registered users and 698 entrances through the door swipe.
LeaderShape had 62 students attend and raves from students on the impact on their lives.
PRIDE CENTER
Thirty students attended the Midwest BLGTA College Conference in St. Louis, Missouri.
The Drag Show had more than 500 people attending and raised $1,300 for the AIDS Resource Center Wisconsin.
STUDENT ASSOCIATION
State Representative Jill Billings received the Higher Education Advocate of the Year Award.
Election turnout nearly doubled with a 32% voter turnout.
UNIVERSITY DINING PROGRAM
Share-a-Meal Program. 1,269 meal plan meals, 44 Block meals and $55.00 in cash were donated for food in the Campus
Food Pantry.
Recipes from Home provided parents and/or guardians of students the opportunity to submit their student’s favorite
recipe from home to be prepared in the Whitney Center main dining room. 264 recipes were submitted this year!
Vendor Fair was a new event added this year. Held early in the Spring Semester, the event was collaboration between the
Dining Services Committee, the Leadership & Involvement Center, Campus Activities Board, and Sodexo. Food vendors that
supply Sodexo were invited to share new products with students. The vendors were set up in the Student Organizations
area and the Lacrosse room. The objectives of the event were to familiarize students with the Student Organizations space
and services, and to introduce students to new food products and see what they would like to see added to the menu
offerings. Approximately 200 students were in attendance.
Midnight Breakfast during the Spring Semester had a “Hawaiian“ theme. This is the first time the midnight breakfast had a
theme. Students received leis; there were palm trees and music. The event was enjoyed by all attending.
Sustainability. Approximately 25 pounds of food waste was composted daily (the waste is being taken to the
vermicomposting site).
OPERATIONS AND ADMINISTRATION
Digital Signs were installed at Whitney Center and table tents were prohibited. The cost for the digital signs was
$12,183.50. 273 slides were displaced at Whitney Center.
The Fish Oven was replaced with a Baster Roll-in oven. Cost was $27.000.42.
Emily O’Conner was named the Student Employee of the Year for UW-La Crosse.
A mission and vision statement was created for Sustainability. They read:
Mission: The University of Wisconsin-La Crosse will provide students, faculty, staff, and the community with the
knowledge and skills to be environmentally responsible and involved citizens who understand and consider the
global effects of their actions and the actions of others. The University will strive to use and implement sustainable
best practices while minimizing its carbon footprint.
Vision: The University of Wisconsin-la Crosse is a campus where:
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Education and research prepare students, faculty, staff, and surrounding community to engage in dialogue
and positive action around sustainability.
University leadership is committed to sustainability and will direct adequate resources toward the
development of sustainability expertise and best practices on campus.
Minimizing adverse social, economic, and environmental impacts of University operations is a priority.
The understanding and concern for sustainability issues provide the foundation for dynamic campus
collaboration and community for students, faculty, and staff.
INCLUSIVE EXCELLENCE…
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The Campus Activities Board Director of Finance and the grad adviser joined the Diversity Organization Coalition
(DOC) as active members.
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The Campus Activities Board participated in the OMSS Multicultural Retreat.
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Dr. Jamie Washington facilitated a leadership session for CAB, Student Senate, and multicultural organizations.
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Dr. Larry Ringgenberg participated as a member on the Trans Task Force at UW-La Crosse.
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University Centers provided financial support for the White Privilege Conference.
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Pride Center staff members have a positive impact on educating campus about inclusive practices. Workshops and
trainings are facilitated for campus members to promote learning how to become a better advocate and ally for
multiple areas of diversity and social justice.
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Intentional effort was made when planning the LeaderShape event to recruit students from a broad base from UWLa Crosse through nomination process by each of the following areas: Residence Life, University Centers, Office of
Multicultural Student Services, College of Business, College of Science and Health, College of Liberal Studies, School
of Education, Athletics, Recreational Sports, Campus Climate and Diversity, International Education, Women’s
Studies Student Association, Students Advocating Potential Ability, Eagle Guide, Career Services, and Veterans
Student Association. The program offered many types of diversity including but not limited to age, race,
socioeconomic status, sexual orientation, gender, ability level, major, year in school, and hometown.
WORKLOAD AND OUTCOME MEASURES…
The Workload and Outcome Measures showed a significant drop from previous years. Although most areas decreased, the
most significant decline was a result of not having transferability numbers in these counts. In previous years, this
information came from the access control system. During 2012-13, there was no transferability.
Workload and Outcome Measures-all Totals
AREA
Totals from Ticket Sales
Totals from Estimated Event Attendance
Totals from Information Requests
Totals from Participant Counts
Totals from Access Control System
Totals
CUSTOMERS
2011-2012
CUSTOMERS
2012-2013
CUSTOMERS
2013-2014
7,402
25,421
17,796
10,173
1,035.342
1,096,134
4,289
20,138
15,691
12,788
491,833
544,739
4,031
20,328
20,380
13,356
362,006
420,101
BUDGET AND RESOURCES…
University Centers has two primary non-allocable budget entities: Dining Service and Cartwright Center. In addition, the
staff works with the students with a number of allocable student fee budgets. This includes working closely with the Office
of Budget and Finance and the Segregated University Fee Allocation Committee (SUFAC).
Non-Allocable Budgets
The non-allocable budgets support the facilities and staff that work within each entity. Each budget is designed to insure
fiscal responsibility while minimizing the cost passed on to students. The figures below are estimates based on the budgets
as of June 9, 2014.
Account
Cash Balance
6/9/2014
Revenue
Expenses
Deferred
Revenue
Estimated Balance
Dining Services
128-08-04-9100
$1,883,428
$9,255,975
$8,332,979
($423.50)
$3,440,240
Student Centers
128-00-04-9002
$842,572
$3,061,535
$3,561,254
$342,853
Allocable Budgets
The allocable budgets primarily support the programming efforts of the unit. Student committees coordinate the
programming in these areas and work with the budgets. The account balances for these groups are included in the table
below.
Budget
Expenses
19,427
$80,107
$70,552
$12,338
$4,500
$4,510
($416)
$40,908
$5,015
844
$263
$581
$182,245
$171,886
$10,359
Student Leadership, #0345
Student Association, #0306
SUFAC Committee, #0300
U-Pass, #0320
LGBTIAQQ, #0349
Estimated
Balance
Revenue
Campus Activities Board, #0342
Budget
Deferred
Revenue
Cash Balance
6/9/2014
Cash Balance
6/9/2014
Revenue
Expenses
--
$7,200
$6,830
$370
$25,800
$21,834
$4,298
The Racquet, #0319
Deferred Revenue
Estimated Balance
DLS, #0322
$22,378
$9,348
($30,481
$1,244
Organized Activities,
#0305
$117,290
$398,679
906
$88,285
$6,300
$22,392
$26,520
$2,172
$133,628
$47,508
$103,676
$133,049
--
$7,083
$6,705
378
--
$9,056
$9,056
--
--
$11,878
$11,338
$539
Organizational Grants,
#0332
Green Fund, #0326
Contingency Fund:
Cultural One-shot
#0301
Athletics One-Shot,
#0302
Student Services
One Shot, #0304
POLICY CHANGES, ISSUES, RECOMMENDATIONS…..
1. The Leadership & Involvement Center (LIC) has reorganized its services and staff. The Cartwright Graphics
graduate assistant is being incorporated in the LIC staff (See Attachment B-Student Leadership Organization
Chart).
2. A new student employee wage schedule has been developed. The new schedule establishes a minimum
wage of $7.60 for University Centers student staff and provides rationale for pay increases (See Attachment
C-Student Employee Wage Schedule).
3. A Fraternity and Sorority Life Strategic Plan was completed. A key component of the plan is additional
training, especially in terms of recruitment (See Attachment A-Executive Summary).
4. A new university scheduling policy has been developed. Implementation should occur in the fall of 2014.
Some groups will need to pay rental fees for facilities.
5. University Centers reviewed the Ad Astra Room Scheduling Program and determined that it would not work
for event scheduling. University Centers will continue to use EMS.
6. Some complaints continue regarding the Identification card photo. The university has had to decrease the
size of the ID photo file to allow the photos to transfer to WINGS (Student Information System). This has
resulted in less sharp images. At this time there is no fix that would allow both applications.
7. Issues have continued with the dining services company, Sodexo, Inc. Participation was at 71% for the year.
Student satisfaction ranges from a high at 60% (Sodexo survey) to a low of 18.4% (University survey), with a
neutral satisfaction at 25%, and dissatisfaction at 56%. Other comments on the dining program include:
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Cleanliness of the dining areas continues to be a concern. Tables are not cleaned on a regular basis and
areas in the kitchen and behind the service areas are not cleaned regularly.
Serving areas – counters are not cleaned on a regular basis, often have food “scraps” on them; floors
behind the counters are dirty.
Dishes and silverware with food particles on them are found in the “clean” silverware and dish bins.
Very few “healthy” options.
Not many options for students with food allergies.
Not enough variety in food choices.
Need more “fresh” options in fruit & vegetables – seems like everything is canned.
Dining experience has been negative because the food does not taste good.
Some of the items, like meats, seem to be of low quality.
Food is often very bland.
Food that should be hot is often cold or just lukewarm.
Long wait for food (especially the Cellar, Flying Star) – students have limited time, especially at lunch.
Food is not kept stocked appropriately – always out of items like milk and soup.
Always out of dishes/bowls in the main dining room.
Hours are terrible – need to have open later and more on the weekends.
CHANGES IN RESPONSIBILITIES, SERVICES, AND PROGRAMS…
1. The Food Pantry was moved to Room 262, Cartwright, and a card swipe was added to the door for access.
Students were asked to register for the service. This has resulted in lower numbers of people using the
service.
2. Digital signs replaced table tent publicity at Whitney Center. This resulted in a change in how publicity was
approved at Whitney Center.
3. TrafSys People Counting System was installed above the northwest doors in Cartwright Center. This gives us
preliminary counts on facility usage.
4. University Reservations has taken over the responsibility of reserving spaces within Cleary Center. Some
university funds are being used to pay some University Scheduling expenses. In addition, Cartwright Center
is now paying the full cost of utilities.
GOALS AND OBJECTIVES 2014-15…
1. Investigate and implement methods for electronic filing of historical records.
2. Continue to develop a leadership education program that is built on collaboration with academic
departments and other units.
3. Continue the implementation of the dining contract with Sodexo and increase student satisfaction with the
program.
4. Implement a new EMS facility scheduling program.
5. Implement the student employment program, including raises and staff development programs.
6. Develop an assessment plan to measure learning outcomes and other programs within University Centers.
7. Provide an environment where all students and members of the community feel welcomed and supported.
8. Manage all budgets to minimize fee increases while providing for balanced budgets.
9. Contribute to the overall success of the Division of Student Affairs and the university through
communication and collaboration for programs and services offered.
10. Insure that the staff team feels included in decisions and informed of issues.
11. Continue to plan the new university center, maximizing input from various constituencies on campus.
12. Begin the strategic planning process for the move to a new and larger student center, to include review of
staffing, programs, and positions descriptions.
13. Continue to expand the online presence for University Centers, including web forms, Facebook pages, and
more up-to-date web pages.
UNIVERSITY CENTERS LEARNING OUTCOMES …
Following are the four primary learning outcomes developed by University Center’s staff. Staff members in each subunit identify how the four primary learning outcomes will be met within each area throughout the year.
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Students will develop leadership skills as a result of their participation in out-of-class experiences: activities,
events, employment, governance, and service.
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Students will develop critical thinking skills through participation, reflection, and engagement in out-of-class
experiences: activities, events, employment, governance, and service.
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Students will learn to be active citizens of their local and global communities through involvement in out-ofclass experiences: activities, events, employment, governance, and service.
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Students will understand, value, and embrace human differences through their participation in out-of-class
experiences: activities, events, employment, governance, and service.
Results Identified by Staff
1. Training for Information Counter/Building Manager/Reservations student staff was changed as a result
of an evaluation process. What students learn will be tested or discussed as a result of this change
(Michael Slevin).
2. Students developed critical thinking skills working with the green fund and sustainability areas (Libby
Thorson).
3. Leadership and Involvement Center changed their student staffing positions and now have Leed Peer
positions. Students in these positions visit student organization meetings and campus close-ups to
discuss services of the Leadership and Involvement Center. Their public speaking skills improved and
college careers have changed through these experiences (Gina Montilino and Carmen Hetzel).
4. Leadership and Involvement Center has increased collaborations with student organizations through
campus blood drives. Student organizations, such as fraternity and sorority life organizations, will assist
with sponsorship of the blood drives by volunteering to assist with the medical staff, donors,
registrations, etc. Organizations assisting will be show cased at these events, hopefully encouraging
other organizations to participate in future blood drive events (Gina Montilino and Carmen Hetzel).
5. Service is huge for fraternity and sorority life organizations. The chapters all have requirements to meet
for community-wide service events on and off campus (Whitney Hedge). We need to do a better job of
showing how we are proving how and what the organizations are doing (Alex Brown).
6. The Campus Activities Board is engaging students in the process of contracting. They are learning the
complete process from contacting agents/performers to working with the performers on the day/night
of the event (Drea Higgins).
7. The students in the Meal Plan/ID/Card Office increase leadership skills in the work they do by working
independently, problem solving, talking with parents and students (increasing public speaking skills), and
taking responsibility for their work.
8. Student Association students in their individual roles are using critical thinking skills, collaboration skills,
and being active citizens (Tarra Bourgeois).
9. Student employees working in the administrative office develop leadership skills through their
involvements with Leadershape (one student attended the summer training); planning of the new
student center; community health efforts (through class efforts, collaborating with staff to present
healthy options for staff); governance (currently students serving in directorship and committee chair
roles); and sustainability (through internships and campus committees) (Tricia Aleckson).
10. Information Counter and Building Manager employees need to problem solve regularly in their shifts
because they work independently from their supervisors. They determine how to use the tools and
resources available to them to find answers on their own. Reservations staff learn how to respond to
customer needs if set ups are not correct, equipment does not work, or changes in requests are received
(Michael Slevin/Becah Neitzel).
11. Pride Center students regularly conduct presentations for ally training. Many times they work one-onone with faculty members in this regard. They also present at one program per semester for Rainbow
Unity and for the campus community. Students offer assistance through their knowledge of campus,
processes, and appropriateness (Will Van Roosenbeek).
12. Leadership and Involvement Center students are working on ways to possibly require student
organization members to attend events or do certain things each year or semester to maintain
university recognition. The LIC staff is working on ways to help student organization members recognize
they are part of a larger community and how to establish community within their organizations.
(Carmen Hetzel/Gina Montilino)
Attachment A
2014-17 Fraternity and Sorority Life Strategic Plan Executive Summary
At the end of the 2012-13 semester, Dr. Larry Ringgenberg included the creation of a strategic plan for
the fraternity and sorority community at UW-L. The report was to address areas like recruitment,
advising, leadership development, and marketing. After the hiring of the Fraternity and Sorority Life and
Student Association Adviser, there was enough support for the community to put this plan into action.
The first step was developing a framework. We reviewed examples of plans and processes utilized by
other communities across the country. We also developed a new mission statement and learning
outcomes for the Fraternity and Sorority Life (FSL) community, which would help frame the direction of
the process. We then began to assemble our committee members. It was our intent to have as many
stakeholders serving as possible, to capitalize on their experiences and viewpoints. The makeup of our
group included members of the FSL community, unaffiliated students, alumni members, faculty, staff,
and organization advisers.
Our process was a combination of collecting institutional information and direct feedback through focus
groups. We identified eight peer institutions (identified by UW-L’s listing from the Office of Institutional
Research) and six “best practice” institutions (identified by their award-winning work) to research,
utilizing a form focusing on questions related to the four pillars of our community. We supplemented
this through a series of focus groups on our campus for FSL members, unaffiliated students, alumni, and
faculty and staff. Some of the challenges we faced through this process were some campuses involved in
our institutional research not responding to our requests for information, along with some low turnout
for the focus groups (particularly the unaffiliated student and faculty/staff).
After reviewing our findings, our committee gathered to make recommendations for action items.
Twenty items were identified, classified under the four pillars of the community (Friendship, Leadership
Development, Service, and Academic Excellence). Additionally, the committee identified which groups
were directly responsible with helping achieve the recommendation: the organizations, governing
councils, or the FSL office. While several areas include multiple stakeholders, this was done to assist with
accountability. The committee also work to develop a priority listing to aid in implementation.
The central themes of these recommendations focused on providing specific trainings regarding
recruitment, service and philanthropy, transitions, and more. Additionally, the office should look to
providing policies related to the potential expansion of the community while reviewing internal
operations as they relate to the CAS standards. There is also a need to develop and utilize campus
partnerships and providing values based programming to aid in membership and community building.
There was also a clear need and desire to build a stronger, more inclusive, united FSL community. This
will all be supported through a stronger awareness and marketing campaign, aimed at educating the
campus about our FSL community and what they stand for.
This plan is set for implementation from the Fall 2014 semester through the spring of 2017. The three
year process will allow time for implementation, and assessment on the impact and effectiveness of the
plan. Additionally, will allow for greater adaptability to meet the changing needs of our students. Upon
the completion of the process, another plan should be undertaken to determine the future course of the
community, and how to further advance our programming and enhance the student experience.
AƩachment B
Jaralee Richter Student Leadership Coordinator Karen Daniel Administra ve Assistant TBA Graduate Assistant of Volunteerism Carmen Hetzel Jamie Alt Graduate Assistant of Leadership Graduate Assistant of Organiza ons & Resources TBA Volunteer Peer Adviser TBA TBA Involvement and Marke ng Peer Adviser Leadership Peer Adviser TBA Food Pantry Peer Adviser TBA TBA Involvement and Marke ng Peer Adviser Area Events/Responsibili es 
Food Pantry 
Volunteer Fair (Spring) 
Blood Drives (Sep, Nov, Feb) 
A Place at the Table 
Hunger Banquet 
Make a Difference Day 
Volunteer Newsle er 
Community Agency Guide 
Service Weekends 
Academic Outreach 
Civic Engagement Ini a ves Across Campus 
Hunger Task Force Liaison (Grad) 
CRVC Liaison (Grad) Leadership Peer Adviser TBA Area Events/Responsibili es 
Involvement Fest (Fall) 
Eagle Roundtable (Fall, Spring) 
StrengthsQuest (Fall, Spring) 
Celebra on of Leadership (Spring) 
Leadership Speakers 
Leadership Cer ficate Program 
LeaderShape Ins tute 
LeaderShape Student Org Advisor (Grad) Student Graphics Designers (3) Area Events/Responsibili es 
My Orgs 
Food Fair/Max Your Org 
Marke ng for all LIC Events 
Graphics Services for Campus 
Org Grants 
Org Zone (Land of Oz) 
Org Commi ee Advisor (Grad) Attachment C
W-La Crosse – University Centers
Student Employee Wage Schedule
Student employees are an important segment of University Centers work force. Student employees are needed to assist
staff in delivering programs and services to the university community. Employment within University Centers provides
financial support for students as well as skill building, leadership development, and exposure to different viewpoints and
inclusion concepts.
Minimum Wage
The minimum wage will be $7.60 effective July 1, 2014.
Wages
Level I - General Characteristics:
•
•
•
•
Limited job experience
Work is routine
Limited independent decision making
Close supervision is required
Salary Range: $7.60-$9.60 per hour
Level II – Intermediate:
•
•
•
•
Relevant skills and experience when hired
Independent judgment
Work is of moderate difficulty
General supervision is required
Salary Range: $7.75-$9.75 per hour
Level III – Specialized:
•
•
•
•
•
•
•
Responsibility for a specialized activity
Advanced level of skills
Works hand-in-hand with supervisor
Provides supervision over other student employees
Some supervision is required
Considerable problem solving and decision making
Responsible for high levels of customer service
Salary Range: $8.00-$10.00 per hour
Raises
Raises may be given once per year, at the beginning of a term (Fall or Spring). A total of $.30 per hour may be
given each year at the discretion of the supervisor.
Students working weekends and evenings are eligible for up to a $.50 increase in salary at the discretion of the
supervisor.
Students working summer sessions may be given a $1.00 wage increase for summer session only. They will
return to their previous appointment wage at the beginning of fall semester.
Students who demonstrate learning within their position are eligible for a “Special Skills”-based raise of $.15
once per semester. This raise represents learning that has occurred within the student’s specific position and
within the University Center Student Employee Program.
Training
Required:
1. All student employees are required to attend three components of orientation and training. Students will be
paid their hourly rate when attending these sessions.
a. Large group orientation for the University Centers Student Employment Program
b. Specific training designated for each position/employment area.
c. Customer service and interacting with the public.
Optional:
Students wishing to be eligible for a “Special Skills”-based raise must complete all three of the components
listed below:
1. Demonstrate competency of skills required within their position (at the discretion of the supervisor).
2. Demonstrate learning from at least two professional development and leadership programs offered each
semester, coordinated through University Centers. (Students will be paid their hourly rate for participation
in the programs.) These programs might include:
o Inclusive excellence
o Leadership
o Wellness
o Team building
o Resume development
3. Attend at least one University-sponsored event (Students must not be working, sponsoring, or volunteering
at the event to receive credit. Students will not be paid to attend these programs.)
Training and orientation sessions will be recorded by each student’s completion of a Qualtrics survey following
the session. This record will be retained in the student’s employment file. Discussion of these sessions is
encouraged at the employee evaluation session.