Division of Student Affairs Strategic Planning … PDFs...OBJECTIVE 5.4.1: Ensure that the division...

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Division of Student Affairs

Strategic Planning Review and Reporting Team

June 13, 2016; June 15, 2016

The Strategic Planning Review and Reporting Team, consisting of Jen Sorenson, Stacey Gerken,

Laura Ketchum-Ciftci, Troy Seppelt, and Jackie Christianson, met in June 2016 to review the

Student Affairs Strategic Plan and Timeline. The following Strategic Plan contains updates (blue

font) and notes percentages of completion for various action items.

REVIEW SUMMARY

OBJECTIVE 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 remain at 50% complete. Due to a staff resignation, this

objective is on hold at this time. A draft plan with recommendations has been submitted to

the Vice Chancellor.

OBJECTIVE 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 at 40% complete. A training/orientation video regarding

the 7 Dimensions of Wellness has been created and will be distributed. Staff education has

been moving forward and staff is working toward building capacity.

OBJECTIVE 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 100% complete, but the objective will continually remain

at 95% complete. Informational and programming needs are constantly changing and

continually under review and updating.

OBJECTIVE 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 for this objective are 40% complete. The Division of Student Affairs is moving

forward with transgender housing and services, the permanent hire of the gender and

sexuality outreach position, the creation of the gender identity center and the diversity

corridor, and the approval to move forward with a Latino advisor position. Additionally,

Student Affairs staff members are involved with the FYE curriculum development for the

First 40 Days initiative.

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OBJECTIVE 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 for this objective are 10% complete. Student Affairs staff are members of the

campus-wide retention team and work with the First 40 Days initiative. The Residential

Living program review committee has forwarded their recommendations after reviewing

their student programming.

OBJECTIVE 3.1: Ensure that student-centeredness is at the core of our programs and practices.

Action items for this objective are 15% complete. Divisional assessment is moving forward

with departmental training and assistance. UWSP’s co-curricular transcript (CollegiateLink

SPIN) is currently being implemented.

OBJECTIVE 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 for this objective are 20% complete. Beginning fall 2016, Welcome Week will

include diversity training/discussion for new students. The Student Affairs Inclusive

Excellence Toolkit has been completed and reviewed. Implementation of changes and

suggestions has begun.

OBJECTIVE 5.2.1: Enhance Student Affairs existing facilities through effective planning,

programming, and cost analysis of maintenance, renovations and construction.

Action items for this objective are 100% complete. The Division of Student Affairs

continually develops and prioritizes projects including proposals for new and renovation of

current buildings, funding, future needs, and preventive maintenance for our facilities.

OBJECTIVE 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 for this objective are 19% complete. The Student Affairs Assessment Team has

been formed and is working on the creation of a centralized process for the Division. A

mini-conference was held for department assessment team members in the spring semester

2015-2016. Assessment results are currently being used by departments independently but

will move to Divisional in 2016-2017.

It has been determined that the Functional Teams formed with the creation of this Strategic Plan

(Objective 5.1.4) have fulfilled their required duties and will no longer meet at this time. Any

remaining objectives will be completed within each department.

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May 18, 2015; June 11, 2015; June 23, 2015


Laura Ketchum-Ciftci, Troy Seppelt, and Jackie Christianson, met throughout the summer 2015

to review the Student Affairs Strategic Plan and Timeline. Due to program prioritization

discussions and the current budget situation, the committee decided to review the entire plan,

instead of referring to the timeline only. The following Strategic Plan contains updates (green

font) and notes percentages of completion for various action items.

REVIEW SUMMARY




Action items for this objective are 50% complete. The Student Affairs Communication and

Marketing Committee is currently developing a communication plan focusing on “Pointer

Life.” The committee will explore staffing options to support the entire division.

OBJECTIVE 1.2: Design and implement a UWSP information portal website for non-academic

information that UWSP students, parents, faculty, staff, and community stakeholders might seek.

This objective is 100% complete. The UWSP information portal is the Dean of Students

website. The Dean of Students will manage and update the site as necessary and will also

revisit marketing of this site.



Action items for this objective are 50% complete. SHS, the Counseling Center and

Residential Living are currently working with needs for transgender students; Student Affairs

maintains membership on the Enrollment Management Committee; Welcome Week includes

programming for transfer and commuter students as well as academic success training; the

Dean of Students staff meet and train faculty and other departmental staff regularly.




Action items for this objective are 30% complete. The design and plan are developed and in

place. Work will continue throughout this year.

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This objective needs to be reviewed due to current budget situation. Action items B and C

are the same. Item F needs programs listed.

OBJECTIVE 3.1: Ensure that student-centeredness is at the core of our programs and

practices.

Action items for this objective are 12% complete. Students are included in shared

governance, assessment, surveys, etc. Review Team proposes staff professional development

for training in general education experiential learning administration and general student

development.


promote cross-cultural competency and inclusion among UWSP community members.

Action items for this objective are 12% complete. The Student Affairs Diversity Functional

Team has meet with Human Resources to discuss hiring practices. The Diversity Team has

created and distributed an Inclusive Excellence Toolkit for Student Affairs Departments.

The completed toolkits are due 8/1/2015. Results will be complied and utilized to move

forward to achieve this objective.

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 for this objective are 100% complete. All areas within the Division of Student

Affairs have been review, as well as position descriptions, organization, and functions.

OBJECTIVES 5.1.2: Create an Office of Dean of Students to be a proactive department that


Action items for this objective are 95% complete. The efforts in this area are ongoing and

ever-present. Case manager position will be decided after budget discussions are finalized.

OBJECTIVES 5.1.3: Create financial analyst position in the Student Affairs Central Office.

Action items for this objective are 100% complete.

OBJECTIVES 5.3.1: Create and maintain a climate of fiscal accountability and sustainability

with transparency between all Student Affairs auxiliary units.

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Action items for this objective are 46% complete. Auxiliaries and segregated fee rate

structures have been reviewed. Numerous discussions have been held with stakeholders

regarding budgets and outsourcing options.

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.

This objective has been removed from the Strategic Plan as it is done by each director and

their departments. Action item B has been moved to Objective 4.2

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September 2, 2014


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




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.

OBJECTIVE 1.2: Design and implement a UWSP information portal website for non-academic

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.




Action items for this objective are 20.83% complete. The Wellness Team has been formed

and contains representation from all Student Affairs areas.



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

student and faculty sites are complete. The Case Manager position will be filled with an

interim appointment this year and searched this spring semester.

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OBJECTIVE 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.

OBJECTIVE 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.

OBJECTIVE 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



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.




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.


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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OBJECTIVE 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.


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


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:

NOTE: Notations, updates, and percentages of completion are documented in red font as

reviewed by the Strategic Planning Review and Reporting Team, August 2014

Notations, updates, and percentages of completion are documented in green font as reviewed by

the Strategic Planning Review and Reporting Team, summer 2015

Notations, updates, and percentages of completion are documented in blue font as reviewed by

the Strategic Planning Review and Reporting Team, summer 2016

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.

OBJECTIVE 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. 50% completion; SACMC is currently developing a

Caring community Commitment Diversity

Engagement Growth/change Inclusivity

Involvement Lifelong learning Mentor students to thrive in

life after college

Partnership Reflection Reinvest what students have

learned

Respect Responsibility Safe environment

Student centered Transparency Values/ethics for life beyond

campus

Whole student focus

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Communication/Marketing plan; plan focus will be “Pointer Life”. 50% completion; a

draft plan of recommendations has been submitted. Due to a staff resignation, this item is

currently on hold.

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. 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 themes,

publications, and websites 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. SACMC will

explore staffing options for Communication/Marketing to overall support the

Division as part of the Communication/Marketing Plan.

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

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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.

OBJECTIVE 1.2: Design and implement a UWSP information portal website for non-

academic information that UWSP students, parents, faculty, staff, and community

stakeholders might seek. 100% completion; “UWSP information portal website” is the

Dean of Students website; ongoing updates will be managed by the Dean of Students

ACTION ITEMS:

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 Redundant with Objective 1.1 Action Items

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

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for Student Affairs to develop learning outcomes for departments as well as partner with

Academic Affairs in forwarding this GEP outcome.

OBJECTIVE 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. As is for now; slated to begin

work on in 16/17. 19% completion.

ACTION ITEMS:

A. Identify shared Divisional learning outcomes for programs and departments in the

division. 100% completion.

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. 20% completion; Student Affairs Assessment Team

is creating a centralized process.

D. Establish consistent departmental assessment planning and reporting. 20%

completion; see Action Item C.

E. Coordinate assessment initiatives and resources among departments. 20%

completion; see Action Item C.

F. Create a reporting and communication structure to share assessment results with

the campus community, including division staff, Academic Affairs and university

administration. Results will be available in 2017/2018.

G. Use assessment results (learning outcomes, assessment plans, program reviews,

etc.) as one tool to inform program, department, and divisional planning. 10%

completion; independent usage within departments: not yet Divisional.

H. Develop and evaluate annually, a process that ties assessment results to division

priorities.

I. 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


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 Student Affairs

Assessment Team (SAAT) assessment forums &/or mini-conference.

Student Affairs department and program assessments.

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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.


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.

OBJECTIVE 2.2: Develop strategies to meet the needs of an ever-changing student

population by partnering with programs and services throughout the university. 50%

completion. 40% completion.

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. 20% completion; SHS transgender services; Residential Living

transgender housing. 50% completion, transgender housing and services,

permanent hire of gender and sexuality outreach position, creation of the gender

identity center, approval to move forward with Latino advisor position.

B. Work collaboratively with the Office of Admissions and Associate Vice

Chancellor for Enrollment Management to anticipate needs of entering cohorts.

100% completion; Student Affairs personnel maintain membership on Enrollment

Management Committee; continuing effort.

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). 10% completion; new

Welcome Week activities for transfer and commuter students. 25% completion,

see action item A above.

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. 50% completion; propose creating professional development

training supporting experiential learning credits; Welcome Week includes a

three-hour time block for academic success training; DOS meetings/training with

faculty and departments. Hold at 50% completion, campus-wide FYE curriculum

development moving forward (First 40 Days initiative).

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F. Implement focused activities to improve retention and graduation of students,

with particular emphasis on at-risk and underrepresented students. 10%

completion; DCA within Student Affairs

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.

0% completion, recommendations made but not moving forward at this time.


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


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.



environmental, spiritual and career. 30% completion. 40% completion.

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; 30% completion;

the design and plan are completed. 70% completion, a Training/Orientation

video has been created regarding the 7 Dimensions of Wellness. Will work

toward distribution of the video.

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C. Educate staff and students on the 7 dimensions of wellness. 0% completion. 20%

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 Moved to Objective 2.1, Action Item I

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.


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


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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.

OBJECTIVE 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. 10% completion, campus-wide retention team,

First 40 Days initiative, Residential Living program review committee made

recommendations.

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. Improve efficiencies through the utilization of program review recommendations

in short- and long-term planning.

D. Identify ways to demonstrate how current or new programs add value to the

student experience.

E. Develop programs that integrate curricular and co-curricular components.

F. 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.

G. Develop a vision and plan for promoting student development through the first-

year experiences offered at UWSP (e.g. first-year experience, orientation,

convocation)

H. 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.

I. 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.

J. Explore the creation of and encourage the development of new courses

specifically designed to address the academic and social integration needs of

special populations.


First-Year Experience plan.

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Student Affairs department and program level assessment data.

RESPONSIBLE PARTY: Retention Student Success Team, Residential Living, and

Vice Chancellor for Student Affairs


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.


practices. 12% completion. 15% completion.

ACTION ITEMS:

A. Include students in assessing and planning all programs and practices. 25%

completion; shared governance, annual departmental satisfaction surveys,

assessment, feedback. Student Affairs departmental assessment moving forward.

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 co-

curricular learning experiences are an integral and essential part of a student’s

university experience. 10% completion; propose staff professional development

training for general education experiential learning. 20% completion,

CollegiateLink SPIN co-curricular transcript in development.


NSSE, BCSSE and FSSE identified indicators.

Department level assessment of any and all departmental assessments related to

climate.

Program Prioritization Process

RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Directors of Student

Affairs departments, Professional Development Team, student leaders of advisory

groups.

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promote cross-cultural competency and inclusion among UWSP community members. 12%

completion. 20% completion.

ACTION ITEMS:

A. Increase staff diversity to insure staffing patterns reflect Equity Scorecard (reflect

student population). 10% completion

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. Diversity Functional Team met with HR.

B. In collaboration with the Chief Diversity Officer Inclusivity Director, provide

education, training, and development opportunities on this topic for staff and

students. 0% completion. Welcome Week will contain a diversity

discussion/presentation in fall 2016.

C. Develop strategies for recruiting diverse candidates to apply and be successful as

Student Affairs staff. 10% completion; Diversity Functional Team met with HR

regarding hiring practices

D. Create a Student Affairs recruitment brochure and pre-employment orientation to

the campus community. 0% completion. 10% completion; working on

orientation.

E. Support the creation of a campus climate office as per recommended in the

UWSP Strategic Plan. 0% completion

F. Review Equity Scorecard. and ensure that staffing patterns reflect

recommendations within. Departments complete the Division of Student Affairs

Inclusive Excellence Scorecard Toolkit and compile results. 50% completion.

100% completion; results are compiled.

1. Apply the results of the Inclusive Excellence Toolkit assessment. 20%

completion, reviewed results and easier changes have been completed.


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.

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RESPONSIBLE PARTY: Vice Chancellor for Student Affairs/Chief Diversity Officer,

Student Affairs Department Directors, Central Office Team; Institutional Planning,

Diversity Functional Team, Human Resources


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.

OBJECTIVE 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.


Implementation and assessment of learning initiatives.

RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Institutional Planner


OBJECTIVE 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.

P a g e | 21

B. Student Affairs Professional Development Committee the Dean, Directors and

Vice Chancellor for Student Affairs will identify a cross-functional competency

model and core competencies which include methods for assessment and

accountability for Student Affairs staff. to be used 100% completion

C. Student Affairs directors will identify core competencies for Student Affairs staff.

100% completion; NASPA and ACPA core competencies.

D. Student Affairs departments will identify new strategies for achieving curriculum

goals.

E. Each Student Affairs Department will identify their department specific national

competency benchmarks and link these to the competency model chosen for

Student Affairs.

F. These goals will be incorporated into the Student Affairs departmental

professional development planning.

G. Staff training will begin and will be based on the chosen competency model.

H. 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.


Training, certification of division staff.

RESPONSIBLE PARTY: Student Affairs Professional Development Committee,

Student Affairs Department Directors, Vice Chancellor for Student Affairs, Division

Technology Staff


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. In the spring semester 2015, the proposed

budget cuts to the University of Wisconsin system drove change within the Division.

P a g e | 22

OBJECTIVE 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. 100% completion

ACTION ITEMS:

A. Program Prioritization Process 100% completion

B. Budget reduction 100% completion


Utilization of the Program Prioritization Process

New organizational structure

Changing departmental functions

New financial structure

RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Student Affairs

Department Directors


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.



95% completion. Will continually remain at 95% completion as information programming

needs constantly need updating.

ACTION ITEMS:

A. Hire a Dean of Students. 100% completion

B. Identify the unmet informational and programmatic needs of the UWSP

community. 75% completion; 100% completion; ongoing, ever-present effort

1. Continue to develop the Behavioral Intervention Team. Expanded

functioning Behavioral Intervention Team.

2. Created Students of Concern Team; meets weekly throughout the

academic year. Functioning Team.

P a g e | 23

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; 100% completion; ongoing, ever-present effort

D. Create a new centralized website (See Objective 1.2). 100% completion

E. Create and fill case manager position. 50% completion; 75% completion, PD

completed, moving forward is dependent upon budget. 100% completion, case

manager position has been permanently filled.


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


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.

OBJECTIVE 5.1.3: Create financial analyst position in the Student Affairs Central Office.

100% completion

ACTION ITEMS

A. Develop a detailed financial reporting system. 100% completion

B. Continue to work on fulfilling Objective 5.3.1. 100% completion


RESPONSIBLE PARTY: Vice Chancellor for Student Affairs, Financial Analyst

PROJECTED INITIATION DATE: 2013-2014

OBJECTIVE 5.1.4: Create cross-departmental functional teams within the division of

Student Affairs. 100% completion

ACTION ITEMS:

P a g e | 24

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


RESPONSIBLE PARTY: Vice Chancellor for Student Affairs


FACILITIES

Statement of the Issue: The Student Affairs Strategic Committee noted limited planning

resources allocated to Student Affairs.


programming, and cost analysis of maintenance, renovations and construction. 100%

completion.

ACTION ITEMS:

A. Develop a master plan to Continue to develop and prioritize projects for funding

cycles within departments and the Division.

B. Ensure that new projects and renovations meet current and future needs of the

campus.

C. Create Maintain an effective preventive maintenance plan for units that manage

their facilities.


Student Affairs space master plan completion.

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, Facilities

P a g e | 25

PROJECTED INITIATION DATE: 2014 2015 Current budget situation and

environment necessitate moving to 2015-2016

FINANCES

OBJECTIVE 5.3.1: Create and maintain a climate of fiscal accountability and

sustainability with transparency between all Student Affairs auxiliary units. 46%

completion

ACTION ITEMS:

A. Review of ongoing auxiliary and segregated fee rate structures. Involve students

as necessary. 50% completion; 100% completion; reviewed entirely with SGA –

ongoing process

B. Educate ourselves, the Student Affairs division, and the campus community about

auxiliary enterprises. 25% completion; 50% completion

C. Educate others outside of the university about Student Affairs auxiliary units. 0%

completion; 10% completion; budget education and outsourcing discussions with

local stakeholders and legislators

D. Use knowledge to secure and maintain financial resources for Student Affairs.

0% completion; 25% completion

E. Compile and report/publicize grants applied for and/or awarded within our

Division. 0% completion


Review of financial data to identify inequities and inconsistencies.

Implementation of consistent fee rates and mechanism for review.

Create a Student Affairs Dashboard to 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, Director of Development for Student Affairs and Athletics


P a g e | 26

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. Done by each

department and Division directors.

ACTION ITEMS:

A. The division will inventory its use of technology and equipment, and assess areas

that require an update to improve efficiency. Done by each department and

Division directors.

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. Moved to Objective 4.2


Training, certification of staff.

RESPONSIBLE PARTY: Student Affairs Directors, Strategic Planning Professional

Development Committee


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.

P a g e | 27

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.

P a g e | 28

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.

P a g e | 29

Appendix C:

Student Affairs Organizational Chart:

Vice Chancellor for

Student Affairs

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 Athletics

Executive Staff Assistant

Budget and Policy Analyst

Director of Development

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