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Strategic Priority 1: Assessment, Planning & Programming

Strategic Priority 1: Assessment, Planning & Programming

Strategic Priority 1: Assessment, Planning, and Programming

Goal 1: Enhance the quality and reach of divisional programs and services.

Enhancing the quality and reach of student programming enables the division to focus on improving student access to inclusive experiences during divisional programs and services, thereby ensuring every student will benefit from programming that promotes academic and social success and improved well-being. Moreover, where relevant, establishing desired outcomes and aligning these with the Profiles of Learning for Undergraduate Success (Profiles) will help students recognize how their quality experiences with the Division of Student Affairs (DoSA) help prepare them for their future careers.

Improve use of existing student data sources and incorporate new student data sources to inform improvements and revisions to the reach and quality of programs and services.
Develop and conduct an assessment every two years to study student needs and the quality and impact of DoSA programs and services.
Establish standards for quality programming and clearly define different programming types.
Outline desired outcomes for all DoSA’s programs or initiatives. Where appropriate, align cocurricular learning outcomes with the Profiles or other more functionally relevant established university frameworks.
Increase reach to student populations not consistently engaged in DoSA programs and services (i.e., nonresidential students, transfer students, graduate and professional students, students above the age of 25, etc.) through coordinated collaborations with relevant campus partners, targeted and customized marketing campaigns, and expanded availability of programs and services. See also Communication Goal 4, Action Item 2.
Increase staff awareness and student utilization of microcredentials and the Record to advance campus goals of getting all students to participate in experiential learning.

Increase unique student participation by 20 percent with no equity gaps.
Increase number of existing DoSA experiences documented on the Record and the use of digital badges offered through campus credential platforms.

Goal 2: Adopt a more collective approach to supporting student success.

The Division of Student Affairs will cultivate a proactive, collective culture in support of student success. Our approach will help unite staff with a common purpose, help coordinate divisional programming, focus collaborations, aid in developing shared knowledge of divisional services, and support more strategic allocation of resources.

Publish clear, yearly divisional priorities to which unit efforts may be directed.
Intentionally link student success efforts with the efforts of other divisions and entities on campus.
Increase the visibility of and education on the Office of the Vice President for Student Success’s undergraduate framework for student success. Regularly engage in conversations about supporting student success that guide unit and divisional planning, programming, and assessment.
Dedicate regularly scheduled time in each unit for reflection on unit and divisional goal progress.

Publish and distribute clear divisional strategic priorities and associated unit goals every year.
Ensure that most staff can articulate how their unit supports student success.

Goal 3: Strategically collaborate to enhance programming and assessment practices.

Purposeful coordination and cooperation among divisional units and with other student-facing divisions and academic schools will result in more effective use of human and financial resources, limit service and program duplication, and help tell a more complete story about the division’s impact on student success.

Enhance collaboration with student organizations and DoSA units to foster opportunities for strategic programming, assessment, support, and funding.
Enhance collaboration with academic schools and DoSA units to foster opportunities for strategic programming, assessment, support, and funding. See also Communication Goal 1, Action Item 1.
Improve the communication of program and service achievements and metrics to campus stakeholders. See also Communication Goal 1, Action Item 5 and Goal 3, Action Item 3.
Develop new and enhance existing programming and assessment groups to increase coordination and avoid duplication of efforts.

Increase the frequency of assessment result sharing with the division in unit meetings, director meetings, Student Affairs Shares, and on the intranet.
Host one assessment project results sharing opportunity (gallery walk, mini presentations) for the division each year.

Goal 4: Use equitable assessment strategies to measure student experiences and make improvements.

Implementing equitable assessment strategies will help us ensure our programming is inclusive of what our students need and aid us in telling the division’s story.

Improve coordination of data collection and data sharing within and between units to reduce duplication of efforts.
Develop clear assessment plans that measure desired outcomes, program quality, and cost benefit for all high-scale, high-time, and/or high-cost programs or services. Regularly review plans and document how assessments translate into actionable improvements. See also Communication Goal 3, Action Items 1 and 2.
Incorporate direct and varied qualitative and quantitative measures of student learning and engagement across divisional assessments.
Increase student involvement at each stage of the assessment cycle. Incentivize participation in coordinated student feedback opportunities.

Increase the number of programs and services with formal assessment plans each year.

Goal 5: Increase divisional capacity for assessment and evaluation.

Capacity broadly refers to an increase of professional development opportunities, funding, time, and other resources that support the ability to improve the division’s assessment and evaluation culture. Increasing our capacity for assessment will aid us in improving the quality and reach of our programs and services.

Provide timely, positionally relevant professional development on program planning and assessment. See also Staff Development and Support Goal 3.
Provide opportunities, funding, and time for staff to design, implement, analyze, and act on more robust stories about student experiences.
Develop and publish clear guidelines and expectations for tracking, examining, and reporting data related to student use and participation in DoSA programs and services to divisional and university entities.
Create collections of common questions related to desired outcomes and templated materials for gathering, analyzing, and reporting on programs and services.

Report on attendance at offered professional development, its relation to strategic planning goals, and unit/divisional impact.
Use NASPA/ACPA competencies and the Assessment Skills and Knowledge (ASK) framework to evaluate staff knowledge and confidence.

Goal 6: Expand revenue and sponsorship opportunities.

Increasing revenue and developing a more robust sponsorship infrastructure will enable the division to augment student programs and division initiatives. By making information about sponsorships and increasing professional development related to grants more widely available, each unit can benefit from the shared knowledge generated.

Identify revenue opportunities that create additional funds to support student programming in areas of need and divisional strategic priorities.
Scale existing unit practices for sponsorship and grants by creating a division-based workflow and standard of practice (SOP).
Provide timely, positionally relevant professional development opportunities about grant writing and grant management. See also Staff Development and Support Goal 3.
Provide timely, positionally relevant professional development about resource stewardship and budget competency among staff and student staff. See also Staff Development and Support Goal 3.
Use various strategies to increase budget transparency. With specific attention to information on revenue needs and the use of sponsorships and grants, regularly update the division on allocation of funds related to unit and divisional programming and assessment.

Identify at least one additional funding opportunity in the division each year.
Gauge staff perspective on budget transparency via annual assessment.

Strategic Priority 1: Assessment, Planning & Programming

Strategic Priority 1: Assessment, Planning, and Programming

Goal 1: Enhance the quality and reach of divisional programs and services.

Action Items

Metrics

Goal 2: Adopt a more collective approach to supporting student success.

Action Items

Metrics

Goal 3: Strategically collaborate to enhance programming and assessment practices.

Action Items

Metrics

Goal 4: Use equitable assessment strategies to measure student experiences and make improvements.

Action Items

Metrics

Goal 5: Increase divisional capacity for assessment and evaluation.

Action Items

Metrics

Goal 6: Expand revenue and sponsorship opportunities.

Action Items

Metrics

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