Division of Student Affairs

Transcription

1 Division of Strategic Plan August 1, 2013 Strategic Plan 1

2 SOUTH DAKOTA STATE UNIVERSITY Updated July 30, 2013 Vision: As a leading land-grant university, South Dakota State University will champion the public good through engaged learning, bold and innovative research and creative activities, and stewardship within a global society. Mission: South Dakota State University provides a rich academic experience in an environment of inclusion and access through inspired, student-centered education; creative activities; and research, innovation and engagement that improve the quality of life in South Dakota, the region, the nation and the world. Core Values: South Dakota State University is committed to: Excellence in learning, discovery and engagement; Passion for the institutional mission; Improved quality of life for the people and communities of South Dakota, the nation and the world; Appreciation for academic, scientific and humanitarian achievements; Curiosity and innovation; Acceptance and embracement of diverse cultures and perspectives; Civility, integrity and trustworthiness; Transparency in decision-making and information sharing; Fiscal and programmatic accountability; and Economic and environmental sustainability. DIVISION OF STUDENT AFFAIRS Vision: The Division aspires to be national leaders in enrollment management and student success. Mission: The Division champions student success by effectively recruiting, retaining, and graduating students through innovative programs, intentional experiences, and exceptional services and facilities to enrich student development and learning in an inclusive community. Strategic Plan 2

3 STRATEGIC GOALS AND ACTION STEPS Strategic Goal 1: Student Recruitment Provide leadership in developing and implementing an innovative recruitment plan which supports the University s undergraduate enrollment goals. Action Steps: 1. Increase the yield of resident and non-resident students to sustain the incoming freshman class. 2. Recruit students who fit SDSU s historic land-grant mission of access. 3. Increase transfer student enrollment. 4. Increase the number of high-performing and underrepresented students. 5. Generate projections and operational metrics to inform Deans and University leadership regarding enrollment trends. 6. Leverage financial incentives to meet recruitment goals. 7. Collaborate with faculty and staff to create and implement effective and innovative recruitment strategies. 8. Collaborate with University Marketing and Communications and Deans to develop innovative marketing strategies. Strategic Goal 2: Student Success (Retention and Graduation) Support student achievement through meaningful programs, enriching leadership opportunities, quality services, and exceptional facilities. Action Steps: 1. Deliver quality student-centered services and programs. 2. Integrate living-learning initiatives (LLI) and career development into the undergraduate experience. 3. Provide quality co-curricular leadership and learning opportunities through clubs and organizations, Greek Life, student government and advisory committees, and student employment. 4. Promote healthy student lifestyles through an array of services, programs and recreational activities. 5. Develop transfer student support services. 6. Utilize data analytics to identify and respond to at-risk students. 7. Construct, renovate, and maintain safe facilities that support student success. Strategic Plan 3

4 Strategic Goal 3: Diversity and Inclusion Foster a campus environment that honors the cultural aspects of underrepresented groups while preparing all students to thrive in a multicultural society. Action Steps: 1. Analyze the needs and solicit resources to serve and retain diverse student communities including but not limited to students of color, veterans, students with disabilities, LGBT students, women, and non-traditional students. 2. Construct a Multicultural Center in conjunction with future Union expansion. 3. Promote and deliver diverse social, cultural, and educational programs which support the development of intercultural competence. 4. Recruit and retain a diverse staff. 5. Educate and train Division staff and student employees to understand and demonstrate the value of diversity and inclusion. Strategic Goal 4: Administrative Leadership of Human and Fiscal Resources Ensure high performance by securing and efficiently managing fiscal and human resources through sound financial practices, effective management approaches, and shared governance systems. Action Steps: 1. Invest in the professional and career development of staff. 2. Implement Lean Management Initiatives (LMI) to increase efficiencies in systems and processes to improve service to students. 3. Partner with the SDSU Foundation to raise private funds to support scholarships, programs, and capital projects. 4. Improve accountability procedures and demonstrate transparency in financial management. 5. Engage stakeholders in advisory committees to glean feedback on initiatives and processes. 6. Pursue opportunities for new revenue sources through grants and innovative services. Strategic Plan 4

5 PERFORMANCE INDICATORS Strategic Goal 1: Recruitment Provide leadership in developing and implementing of a progressive and innovative recruitment plan which supports the University s enrollment goals for the Brookings campus. Performance Indicators Baseline 2018 Target Division Leadership Definition / Source New freshman class 2,223 2,250-2,300 Admissions Fall census data. (International student enrollment figures held constant; Enrollment of resident students 1,298 1,315-1,350 Enrollment Services enrollment projections determined by International.) Enrollment of non-resident students New Student Orientation Enrollment of first-time honors-eligible Admissions Fall census data. ACT 27+ or upper 10% of high school class Transfer enrollment Admissions Fall census data. New Student Orientation Enrollment Services Enrollment of underrepresented students Underrepresented students represent 3 or more of: 1. Veterans Admissions 2. First-generation 3. Pell-eligible 4. Below 50% of financial need met 5. ACT, 19 or less 6. Students with disability Freshman students receiving financial Fall census data. incentive(s): Jackrabbit Challenge Award employment program Jackrabbit Achievement Award Scholars weekend yield 80% 95% Jackrabbit Guarantee South Dakota Opportunity Scholarship Admissions (Student Engagement) Enrollment Services Strategic Plan 5

6 Strategic Goal 2: Student Success (Recruitment and Graduation) Support student achievement through meaningful programs, enriching leadership opportunities, quality services, and highly-functional facilities. Performance Indicators Baseline 2018 Target Leadership Definition / Source Retention rate 75% 80% Fall census data. First-time, full-time on-campus freshmen. Fall to Spring retention rate 92.7% 94% Retention of first-time, full-time on-campus freshmen Residence hall retention rate 75.5% 80% (OVPSA) First-time, full-time freshmen living in residence halls Off-campus student retention rate 56% 65% First-time, full-time traditional students living off-campus Number of first-time students who receive off-campus waivers Sophomore-to-Junior attrition 12.5% 11.5% Attrition of students from Sophomore to Junior year Transfer student graduation All undergraduates for a full year (fall, spring, summer). Retention of at-risk students: Pell-eligible students Fist-generation students Retention of students served by financial incentives: Jackrabbit Challenge Award Jackrabbit Achievement Award (based on Fall 2014 retention) (based on Fall 2014 retention) (from initial retention data) (from initial retention data) Jackrabbit Guarantee recipients 83% 92% Number of graduates per year 2,419 2,660 Students engaged in Living 1,000 3,000 Learning Initiatives Student Engagement Students served by Career Development 19.2% (1,921 students) Percentage of students engaged in 7% Greek Life (470 students) Students engaged in intramural 67% activities (6,143 students) Student satisfaction % (4,562 students) Student Engagement 15% (1,080 students) Student Engagement 75% (8,550 students) All units Fall census data Fall census data. All undergraduate and graduate students for a full year (fall, spring, summer). Target represents a 10% increase in graduate rate. Students engaged in living learning programs Undergraduate students engaged in Career Development services Based on Fall roster of recognized Greek communities; student baseline is oncampus, undergraduate enrollment excluding transfer and readmitted students Based on the total number of individual students who participate in intramural activities in one academic year. Noel -Levitz Student Satisfaction Survey: Average satisfaction of Freshmen through Senior, on 7-point Likert scale Strategic Plan 6

7 Performance Indicators Baseline 2018 Target Leadership Definition / Source Advancement of the 2025 Design and Master Plan Advancement of the 2018 Updated Residence Life and Dining Master Plan Current Plan Revised Plan Admissions Enrollment Services Current Plan Revised Plan Dining Services Impact 2018 Enrollment Services Center Union Updated Master Plan Brown Hall Renovation Upper division housing Residence Hall renovations Strategic Plan 7

8 Strategic Goal 3: Diversity and Inclusion Foster a diverse and inclusive campus environment to prepare students to thrive in a global society. Performance Indicators Baseline 2018 Target Leadership Definition / Source Programs provided and students served 20 programs provided 1,300 students served 30 programs provided 2,500 students served (Student Engagement) Number of programs provided within and number of students in attendance annually. Retention rate of: Domestic students of color 60% 65% Women 77% 80% Enrollment of veteran students Enrollment of students with disability Advance construction of multicultural center Promote positive campus climate Training on diversity and inclusion for full-time employees Student employee training to include diversity and inclusion Student Leadership Diversity and Inclusion Summit for student leader training Recognition for programs and services for veterans and students with disabilities Develop plan (benchmarking fall 2013) Implement plan (establish after benchmarking) All units 40% 100% All units 50% 100% All units 230 students 400 students 2 10 Domestic students of color include: African-American, Asian- American, Latino/a, Multiracial Includes students who volunteer their status as veteran ; baseline fall 2011 cohort Only students with a documented disability; data collected spring semesters The Office of Diversity, Inclusion and Community will administer the Campus Climate Survey and distribute the results. Full-time employees includes exempt and career service. Includes graduate assistants. Goal represents number of accumulated regional and national awards through 2018 Strategic Plan 8

9 Strategic Goal 4: Administrative Leadership of Human and Fiscal Resources Secure and efficiently use fiscal and human resources to ensure high performance through sound financial practices, productive management and shared governance systems. Performance Indicators Baseline 2018 Target Leadership Definition / Source Great Colleges survey Reviewing support scale provided by survey 63% 75% All units results Division job satisfaction Private funds available annually for Student Affairs initiatives Private funds for onetime projects Private funds for scholarship programs Implement decentralized budget model (DCB) Implement General Activity Fee procedures Lean Management Initiatives (LMI) Leadership development for senior staff Administration and Faculty support indicator 58% Communication and Collaboration: 3 indicators below institutional average Administration and Faculty support indicator 81% Communication and Collaboration: 0 indicators below institutional average $10,000 $200,000 $50,000 $1 million $1.6 million $3.1 million Incremental model Needs-based model Full implementation Formula-based distribution All units Admissions Enrollment Services 0 10 All units NA 90% All units New revenue $0 $750,000 Grant funding $570,000 $1 million Spring results of Professional Staff Advisory Council survey Program support includes: Multicultural Affairs, Career Development and Student Leadership Development. Program support includes: Hobo Day Gallery, Multicultural Center, and. Freshman and Sophomore scholarships Annual reports provided by the Student Affairs Finance Officer Annual reports provided by the Student Affairs Finance Officer Strategic Plan 9