SEPTEMBER 2013
INITIATIVES 1-7
Oregon State University Division of Student Affairs,
Strategic Plan Update
Office of the Vice Provost for Student Affairs
INITIATIVE 1
The Division of Student Affairs will ensure a high level of support to address the
needs of OSU students and their families
The strategic initiative 1 committee focused its work on exploring the possibility of a one-stop
shop or after-hours center to support students. The committee gathered information from sample
universities with similar centers and found that many of the programs offered in these centers
such as after-hours tutoring, IT services, and help desk in the student union already existed at
Oregon State in different capacities.
As the First Year Experience program at Oregon State becomes further established, it may help to
define this initiative further. At present, members of the committee are taking a pause from their
work on this initiative. The Vice-Provost for student affairs may create a new committee in the
future to review the initial charge of the strategic initiative 1 committee.
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INITIATIVE 2
The Division of Student Affairs will construct best practices in engagement
and outreach to enhance student learning outcomes
As the OSU Division of Student Affairs strives to develop enhanced strategies for student outreach
and engagement, there is a desire for clearer priorities, learning outcomes, and pathways for
student engagement and learning within Student Affairs programming. Toward that end, the
initiative 2 committee has proposed that a Student Affairs curricular pathway program be created.
The goals of the Student Affairs curricular pathway program include the following:
· Create a roadmap for students on how to make the most out of Student Affairs at OSU.
· Better articulate the values and desired learning outcomes and gains for the
Student Affairs curriculum at OSU.
· Develop more consistent messaging around Student Affairs engagement opportunities.
· Increase student engagement and participation in Student Affairs programming, especially by underrepresented and first generation students.
· Integrate Student Affairs learning outcomes with Learning Goals for Graduates.
· Better track and assess student participation and learning in the Student Affairs
curriculum.
· Create a system that allows students to develop a portfolio/Student Affairs curricular
transcript summarizing their out of classroom activities, engagement, and learning.
The initiative 2 committee has sought feedback from the Division about the program and has
researched the University of Texas El Paso’s Mine Tracker Program to help inform its planning.
Tentative learning dimensions with descriptions have been created. Members are working toward
developing the curriculum and sequence for at least one of the dimensions, as well as learning
outcomes for each dimension. Additionally, the committee is compiling student development
theories and models that will undergird this program in the areas of Global Perspectives &
Intercultural Engagement, Career Development, Health and Wellbeing & Social Responsibility.
This includes both construct/learning theories and content theories to inform each of the four
dimensions. The committee has strategized next steps to ensure the success of the program.
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INITIATIVE 3
To Establish and sustain necessary resources to advance Division priorities
As the Division of Student Affairs strives to build an organization with the necessary resources to
deliver on our commitments, we must build the necessary capacity within the Division to fuel our
aspirations and fulfill the promise of our mission. Toward that end, the initiative 3 committee has
focused its work on three major areas:
· Create a culture of development and fundraising through the Division of Student Affairs.
· Develop long-range fiscal and facilities management resources.
· Develop extramural funding through grant writing and research development.
In order for the Division to facilitate an increase in services and opportunities for student
development, the initiative 3 committee has recommended that the Division:
· Recruit and hire a Student Affairs Development Coordinator who creates and
fosters a culture of development and fundraising throughout the division,
evaluates the effectiveness of training to create a development culture, develops and maintains a Student Affairs Development Council and creates partnerships
with OSU Foundation.
· Establish a Student Affairs Development Council to provide leadership. The primary charge of this council would be to establish and monitor the development agenda for Student
Affairs in order to obtain necessary resources to advance Division priorities.
· Develop forecasting of necessary resource to sustain priorities of the Division for an
enrollment of 30,000 students. The committee has recommended that the Division seek to hire a full time Administrative and Fiscal Officer for the Division of Student Affairs. The Administrative and Fiscal Officer will report to the Vice President for Student Affairs and serve on the Student Affairs Leadership Team. The position will serve as a resource for the following activities and functions: implications of changes in policy and processes, budget development, space planning, long range and strategic planning, Foundation liaison, and governing boards and committee support. This position with serve as liaison to Business
Centers and other institutional units. The officer may enlist a designated steering
committee that will organize activities and ensure accountability, provide methods and resources that supports unit leaders in the development of a plan for the delivery of
scalable services in anticipation of change in student enrollment and demographics,
develop baseline needs and necessary resources [current condition], and Identify needed resources in anticipation of change in student enrollment and demographics
[future needs].
· Develop the capacity of the Division to gain extramural funding through research and grant writing.
The initiative 3 committee continues to work on strategies to ensure that the Division secure
and retain necessary resources to advance its priorities.
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INITIATIVE 4
Develop communication strategies and infrastructure to engage and
inform stakeholders
As the Division of Student Affairs aspires to develop marketing/communication strategies and
infrastructure to engage and inform its stakeholders and tell their story, there needs to be a central
office to focus the diverse messages from throughout the division. Student success and retention is
dependent on student awareness of the support systems and environments provided by the Division
of Student Affairs. Through an effective marketing/communications plan managed by a centralized
role, the division can effectively engage communities, provide information and encourage student
development through university programs, services and activities. The initiative 4 committee
submitted 4 recommendations in the spring of 2012.
· Develop and fund a student affairs marketing/communications position.
· Create and share a permanent Student Affairs Communications Council.
· Develop a Student Affairs Marketing and Communications Plan.
· Develop an infrastructure to support division and unit marketing
and communications efforts.
There is a priority order to the recommendations from the committee to meet the stated objective
and implementation steps. Each step assures intentionality to meeting the requirements of what
comes next in the sequence. The office of Vice Provost of Student Affairs and the Vice President for
University Relations and Marketing have agreed to co-fund a position to support the marketing/
communications needs of Student Affairs beginning in the Fall of 2013. Once filled, that position will
work to accomplish the 3 other recommendations outlined by the initiative 4 committee.
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INITIATIVE 5
Division of Student Affairs employees will have the knowledge, awareness
and skills to advance our mission and that of Oregon State University
The Initiative 5 committee has successfully conducted three Student Affairs orientations for new
employees and gathered information about their impact. Results showed that the orientations
helped to build relationships and knowledge of the Division’s culture, as well as a stronger
engagement with the Division. The initiative committee believes that the Vice-Provost’s office can
be the “home” for such an orientation program in terms of scheduling and convening, as well as to
have the Vice-Provost use the time to engage new faculty & staff. The committee has identified the
Student Affairs Leadership Team as a fitting group to help carry out the direct facilitation, welcoming
and engagement of new employees.
The initiative 5 committee is currently working on these recommendations:
· Continue orientation for all Student Affairs employees during Fall, Winter and
Spring terms; involve the Student Affairs Leadership Team in the process.
· Work with others to develop a calendar for training opportunities.
Particularly in the areas of Diversity, Well-being, & Student Development Theory. Also develop ways that would allow individuals to participate through a variety of methods (such as book club, presentation/workshop, shared reading, online
discussion groups etc.)
· Consider how and where to do ongoing social engagement for
faculty/staff in Student Affairs.
· Determine if further conversation needs to be had regarding student employees in Student Affairs (this task is beyond scope of the initiative 5 committee at present).
The initiative 5 committee plans to make a final recommendation to the Vice Provost of Student
Affairs by the end of October 2013.
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INITIATIVE 6
The Division of Student Affairs will build and sustain a robust culture of
data-based decision-making and planning
The initiative 6 committee has developed a model “Envisioning a Culture of Inquiry in Student
Affairs” which depicts the culture of inquiry to which we will strive as a Division. This model was
based on research, consultation with experts and with consideration for the current environment
in which we operate as a Division.
The committee has not yet made any formal recommendations to the Vice Provost for Student
Affairs. They have, however, consulted with the Student Affairs Assessment Council during the
development of the model and are in the process of identifying areas for recommended action
which will lead the division toward the desired culture. Their intention is to work with the
Assessment Council to prioritize and create formal proposals for the recommendations in order
to move forward in a deliberate and inclusive manner. Some of the main ideas to date include:
Story Gathering:
· Gathering stories will create a better understanding of the ways in which
we currently operate and may reveal opportunities for interdepartmental partnership.
Marketing:
· Develop and launch a campus-wide marketing campaign around the culture of inquiry.
· Let students know when we use their data to make decisions to improve their lives at OSU.
Human Resources:
· Additional support through the office of Student Affairs Research, Evaluation & Planning would enable the Division’s enhancement towards growing into a culture of inquiry. The committee recommends working with individual departments to find a structure for
inquiry & assessment that suits their unique needs.
Survey Environment:
· To remedy the issue of students experiencing survey fatigue, the initiative 6
committee recommends exploring various options, including but not limited to:
online data mart, a survey checkpoint, division-wide survey calendar, etc.
Standards:
· Use various tools and frameworks from relevant organizations to establish a baseline and to aid in realistic and high impact goal setting. In addition, it would be beneficial to conduct self-studies on SAREP on a cycle in order to continue to strive towards the culture of inquiry and to maintain the areas in which we excel.
Engage & Educate:
· Intentional & regularly occurring educational offerings should be made available.
Celebrate:
· Develop ways in which efforts that contribute to a culture of inquiry are
recognized and celebrated. Communication:
· SAREP continue to maintain and build connections with the Academic Division.
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INITIATIVE 7
The Division of Student Affairs will instill and deepen a sense of belonging,
connectedness, affection/love of place and each other throughout the
OSU community
As Oregon State University aspires to be a true community, a place where each person can feel
cared for, supported, encouraged, nurtured, enriched, and energized, the initiative 7 committee has
been exploring these questions:
What does community mean to us?
What are the markers of a healthy community?
What are the markers for an unhealthy community?
Do members of Student Affairs perceive the division as a community? Why, or why not?
What are the things that bring us into community? What divides us?
What are common themes that come up when discussing community
within student Affairs?
To better understand whether the Division of Student Affairs is seen as a community, the
committee used a survey to carry out an assessment focused on the sense and perception of
community among Student Affairs employees and graduate students. The comments within the
survey fell into three distinct categories: intentional interactions, distrust and fear, and fairness
and justice. Initiative 7 committee’s recommendations address issues within these three categories.
Intentional Interactions:
· Facilitate informal interactions across Student Affairs within work hours. Encourage
participation for all staff members, and for supervisors to allow space for employees to engage. This should include equitable participation for classified and hourly staff.
· Maintain the current framework for Student Affairs All-Division meetings and the Student Affairs professional development opportunities. Continue to encourage participation, and work with supervisors to allow space for employees to engage. This should include
equitable participation for classified staff.
· Create a shared calendar for Student Affairs professional development and events that is accessible through the Student Affairs website.
· Create a schedule of open houses for departments on campus. Develop a culture of
visitation between the different offices/alignments/units.
INITIATIVE 7 Continued >>
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INITIATIVE 7
CONTINUED
Distrust and Fear
· Bring in an outside consultant to have frank, confidential, conversations about issues within the division. The purpose of this is to identify persons, departments, and situations that are harmful to individuals and the Student Affairs community.
· Develop a circular feedback loop focused on standardized and intentional interactions and feedback between supervisors and supervisees. These should be mandatory.
· Create a format for supervisors to share expectations and criterion for evaluation
· Institute mandatory annual evaluation of supervisees, with a 360 evaluation at a
minimum of every three years.
· Facilitate clearer lines of communications between Student Affairs departments
and centralized Human Resources.
· Identify and facilitate mandatory developmental training for supervisors
within the division.
· Develop a standardized exit interview that can be completed in an online format.
· Develop a reporting line where employees can share concerns about their supervisor anonymously.
Fairness and Justice
· Develop and disseminate intentional best practices around expectations for comp
time and time off policies.
· Develop and disseminate intentional best practices for the promotion and support
of work-life balance.
· Hold supervisors accountable to those best practices.
· Discourage practices that reward faculty and staff for working unbalanced schedules, both as a means of encouraging work-life balance, and discouraging a culture that penalizes faculty and staff who do not work lots of extra hours.
The initiative 7 committee will be hosting a conversation about the report at the Student Affairs
All-Division Meeting in October, 2013. In addition, the report will be presented to the Student Affairs
Leadership Team after the All-Division meeting for further conversation.
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For More Updates:
visit blogs.oregonstate.edu/studentaffairsstrategicplan
For questions about the initiative groups:
contact Maureen Cochran at [email protected]