2012-2013 dosa annual report
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University of vermont
Division of Student AffairsAnnual Report 2012–2013
Cover Photo: Jordan Silverman
Welcome to the 14th edition of our annual report. This annual summary of the 2013-14 academic year offers important insights into the work and accomplishments of the departments that comprise the Division of Student Affairs. We have included a brief introduction that provides highlights of our past year.
In addition, we offer an outline of our work categorized by our key areas of focus: Advance Diversity, Enhance Learning, Create Community, Promote Health and Safety, and Manage Resources. Each of our departments also provide data as well as a brief synopsis on their successes and achievements.
As we reflect on the past year, there is much to be proud of and still much to be done. We remain committed to providing the highest quality student experience possible for this great university community and for all of the students who enter our doors.
Annie Stevens, Ph.D.Vice Provost for Student Affairs
David Nestor, Ph.D.Dean of Students
Vice ProVost For student AFFAirs And deAn oF students oFFice
41 So. Prospect Street, Burlington, Vermont 05405-0094Telephone: (802) 656-3380, Fax: (802) 656-3467, Web site: www.uvm.edu/~dos
Equal Opportunity / Affirmative Action Employer
TABLE OF CONTENTSDivision Goals 2Advance Diversity 3Create Community 5Enhance Learning 7Promote Health & Safety 9Manage Resources 11Department Reports 13Academic Support Programs 14Career Center 15Center for Health & Wellbeing 16Center for Students Ethics & Standards 17Dining Services 18Student & Community Relations 19Residential Life 20Student Life 21Resource Chart 22 Our Common Ground back cover
Published by the Dean of Students OfficeUniversity of Vermont
Burlington, Vermont 05405©2013 University of Vermont
Dean of Students Office Staff
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DIVISION GOALS
Creating an Outstanding Student Experience
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IntroductionBecoming a more diverse, multiculturally competent, and inclusive division has been a long-standing value of UVM’s Division of Student Affairs. This value has become deeply embedded in our organizational culture and our division’s identity. In 2012-2013, we continued to manifest this value through professional development opportunities, incorporation of our learning into our organizational practices, and engagement in major institutional diversity-related initiatives. This was also a year of reflection as we considered our future engagement with diversity and multicultural competency development, and the need to push ourselves beyond our current plateau.
Highlights• Applying Our Learning on
Disability and Ableism For the first time in the 10-year
history of the divisional diversity series, our division engaged in the same diversity-related topic for 2 consecutive years. This enabled us to explore the dynamics of disability and ableism in much greater depth. Topics included an exploration of non-apparent disabilities, the intersection of disability with other identities,
and the dynamics of power and privilege. With the continuation of the topic, many staff reported possessing some prior knowledge about the topics covered in the sessions. The majority of staff reported that through the sessions they were able to deepen their understanding on disability-related topics. Few staff reported learning new information. Throughout the year and at the conclusion of the 2012-2013 series, departments developed diversity goals based on awareness, knowledge, and insights gained from the series.
• Division Received National Award for Diversity Work
In Spring 2013, the Division of Student Affairs was recognized nationally for the quality and longevity of our diversity and multicultural competency work with the Voice for Inclusion Medallion. This award was given to the division by ACPA College Student Educators International for our Divisional Diversity Series. A team of divisional leaders from the Dean of Students Office, Student Life, and Residential Life conducted presentations on the Series at the ACPA and NASPA national conventions.
• Cross-Divisional Diversity Collaboration
In November 2013, the student affairs division collaborated with the Center for Cultural Pluralism, Custodial Services, and the Department of Residential Life to bring Lee Mun Wah, an internationally recognized diversity expert, to UVM to conduct a series of workshops for staff and graduate students who work in the division.
On the Horizon• Focus on developing
and assessing students’ development of multicultural competency through programs offered by the division
• Divisional Series focus on the topic of Faith, Religion, and Spirituality in Spring 2014 and developing skills to have effective conversations across differences in Fall 2013
• Implementation of a new diversity and multicultural competency development model throughout the division to incorporate intentional work at the individual, departmental, and divisional levels
ADVANCE DIVERSITY
Staff Indicators 2012-13 2011-12 2010-11Division-wide training sessions offered 7 7 7Staff participating in Division-wide trainings
FallSpring
412390
447428
419405
New Staff participating in diversity foundations sessions
FallSpring
380
240
300
Total budget devoted to supporting diversity-related efforts
$79,300 $79,300 $78,500
Student Indicators 2012-13 2011-12 2010-11Diversity programs
ProgramsTotal students attending
342,010
566094
393405
Recognized Multicultural Student Organizations
20 21 21
Bias incidents reported in residence halls 77 97 119
Goals
Objective Status ActionExplore the formation of a Community Restoration and Response (Bias Response Team) coordinated through the Dean of Students Office.
Completed Work will continue into next year as the proposed structure is finalized and implemented.
Develop a plan to create identity development programs for students with disabilities.
Completed ACCESS engaged in research, reading and assessment regarding Disability Identity Development. With that knowledge, ACCESS will pioneer potential best practices in promoting and exploring Identity Development with Students with Disabilities.
Create UVM accessibility and disability website to share policies, procedures, and services with campus community.
Modified ASP created accessibility and disabilities resources website.
Continue to develop and assess the multicultural competencies of staff through the divisional diversity series and the results from the multicultural competencies assessment.
Completed Assessments were completed after each divisional diversity session. Departments presented multicultural goals and plans during directors’ meeting based on the results of the divisional multicultural competencies assessment.
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Key Performance Indicators
IntroductionAssisting students in their transition into the university community, offering them opportunities to become engaged while they are here, and then supporting their departure once they graduate is a cornerstone of our work. We rely on valuable partners such as parents, faculty, staff, neighbors, and alumni to create communities that are connected and meaningful where students can learn and grow socially, personally, and academically.
HighlightsQuality Communities:Fraternity and Sorority Life – In an effort to create a high quality fraternity and sorority experience, the greek community sought assistance from the North American Interfraternity Conference to undergo an 18-month review. External consultants visited campus and provided recommendations on the current strengths and limitations of fraternity and sorority life at
UVM. The implementation of these recommendations will occur throughout the next year and beyond.
Residence Halls – Residential Life’s restorative practices approach to building community within the halls continues to progress. This year, staff conducted a “train the trainers” session in order to build greater capacity to educate students, facilitate circles, and be available as resources.
Neighborhoods – We continue to put effort, time and resources toward building quality communities in and around the neighborhoods of our campus. As students move off-campus, it is critical that we have effective means of communication with neighbors, landlords, and offer avenues to address conflict.
New(er) Communities:On-line Communities –- Students continue to report greater use of the myUVM (student portal), facebook, twitter,
video chatting and other social media as a means to learn about social opportunities, connect with peers, and find support.
Redstone Lofts – the new privately owned apartment complex opened on the Redstone Campus in August offering junior, senior and graduate students another unique on-campus living option. It was met with much enthusiasm and was fully occupied at opening.
On the horizon• Plan to assign first-year
students together as part of the Housing Master Plan
• Increase communication with first-year parents from the Dean of Students Office
• Add intensive social programming during the first 6 weeks
• Enroll first-year students automatically onto the BORED listserv
• Add a January Activities-fest for new students
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CREATE COMMUNITY
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Create Community
Indicators 2012-13 2011-12 2010-11Attending June Orientation
StudentsFamily
2,4912,153
2,3062,181
2,3782,078
Community serviceHours
StudentsMonetary equivalent
116,0404,692$2,088,720
115,5403,293$2,079,720
112,3543,349$2,022,372
Campus programs 472 410 408Programs in Residence Halls
ProgramsStudents
2,73029,390
2,64132,024
4,13643,219
SGA Clubs/Orgs 172 169 169Davis Center Program Space Usage
Student organizationUVM departments
External organizations
27%65%8%
32%46%22%
30%53%17%
Students attending off-campus living workshops
85 134* 359
Fraternity and Sorority ChaptersFraternities
Fraternity StudentsSororities
Sorority Students
83105372
83056358
114027371
Goals
Objective Status ActionIncrease parent awareness and skills to assist first year student experience.
Not completed Currently planning a parent curriculum to address college student and parent transition.
Continue to explore application of Restorative Practices across the division.
Ongoing Several staff have been through the train the trainer process and this process of institutionalizing Restorative Practices in our divisional practices is on going.
Conduct Fraternity & Sorority Life review, and develop institutional recommendations.
Completed Work will continue into the next year as many of the recommendations are being implemented
Identify a structure to effectively communicate and strategize about neighborhood concerns.
Completed The Strategic Operations for Community Concerns group was formed to address off campus issues.
Monitor the impact of Redstone Lofts on housing availability, neighborhoods, student behavior, and campus services.
Completed Monitoring revealed high demand for apartment housing with some impact on campus services. Neighbor feedback was positive. (Little impact on adjacent neighborhood)
IntroductionThe various objectives and initiatives we pursue to enhance learning for students continue as a primary focus of staff energy and attention. In 2012-13 specific attention was devoted to enhancing career preparation of students, increasing support and resources for first-year students, expanding opportunities to address personal development for students responsible for misconduct, and increasing capacity to address students in conflict with other students.
HighlightsEnhanced Career Preparation The work of the Career Development Work Group
(May 2012) which continued with” Preparing for Life after UVM: A Career Services Action Plan” (January 2013) by Dean Abu Rizvi resulted in significant momentum to focus an institutional agenda on career preparation. The stage is set for the implementation of these plans in 2013-14. The new academic year will bring a new “experiential hub” in The Davis Center, a Board of Trustees Advisory Committee as well as a Career Center Advisory Board to support the implementation of the plan, and new positions to support internships and employer relations. This and more usher in an exciting new era in career success for UVM students.
Continued Focus on the First-Year Experience The effectiveness of first year programs has been
well established in the research literature and in the
experience of many colleges and universities. The various pilot programs and experiments conducted at UVM have proven to be effective and promising in the satisfaction and retention of students. However, significant challenges exist at UVM that prevent the establishment of a bona fide program. We will continue efforts to partner with the academic community to overcome these challenges.
New Personal Development Initiatives for Students at Risk The Center for Student Ethics and Standards staff
worked diligently with other professionals from across the University to develop new resources to help students who are at risk or in conflict receive greater support to address their issues. In particular, personal coaching and on-line programs to address drug and/or alcohol use will be implemented in the new academic year. The goal of these efforts and resources is to meaningfully intervene and create new habits that allow students a greater chance of success both while at UVM and beyond.
On the Horizon• Monitor implementation of the Career
Success Action Plan• Connect first year efforts more closely with
academic programs, possibly the new writing initiatives
• Implement new evidenced-based interventions throughout the conduct process and enhance/expand personal development initiatives for students at risk
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ENHANCE LEARNING
Key Performance Indicators
Indicators 2012-13 2011-12 2010-11Students tutored 1,718 1,761 1,731Students requesting accommodations 829 769 686Students registered with Career Services 5,739 6,855 7,440Students participating in L/L programs and residential learning communities
1,236 1,205 1,183
Students studying abroad * 818 814 882Students attending service-learning courses
1,717 1,800 1,565
Enhance Learning
Objective Status ActionExplore personal development options in lieu of suspension.
Completed Three students were given the option of creating a personal development plan in lieu of suspension.
Explore the proposed model for enhancing career preparation across the institution (dependent on institutional support and funding).
Completed With leadership from the Provost’s office, a proposal for increased resources will be implemented next year and a new satellite office will open in the Davis Center.
Continue First-Year Peer Mentor pilot program (dependent on institutional support and funding).
Completed Completed pilot and due to lack of funding this program has been limited.
Launch a myUVM (student portal) for First-Year students (dependent on institutional support and funding) in collaboration with the Registrar’s office.
Completed On average, 80% of the first year class logged in to the portal each week and the slideshow was uniquely viewed an average of 7,484 times.
Increased capacity to offer mediation, conflict coaching, and outreach education to UVM students.
Completed An internship was created. Twelve workshops were offered though the Conflict Resolution Program reaching a total of 310 students and staff (an increase of 196 over last year).
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*The office of International Education does not report to the Division of Student Affairs but we have strong partnerships related to student learning and development.
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IntroductionUVM students’ health and safety is paramount to their personal and academic success, fostering an environment where students, staff, and faculty work in tandem with each other to create a positive and enriching campus experience. The Division of Student Affairs sees students as key influencers in creating a healthy and safe campus culture, and it is our role to provide them with skills and strategies to navigate barriers that threaten their personal health and safety. We seek to empower students to take positive action and actively intervene in difficult situations, cultivating a commitment of care across the entire campus.
HighlightsAlcohol & Other Drugs
• Incoming first-year students continue to enter their first year at UVM as self-reported “high-risk” drinkers, and this number sits above the national average (AlcoholEdu, 2012).
• With the decriminalization of marijuana in the State of Vermont, marijuana use among students continues to be a challenge, coupled with their misperceptions about state laws and university policies.
• First-year parents have demonstrated great interest in the discussion around high risk drinking, offering us insight on how to better communicate with them.
• Student detoxes continue to decrease in number, however the average BAC remains steady at .17 (UVM Police Services Reports & Stats).
Outreach & Education• This past year, our Suicide Awareness
committee has trained 317 UVM staff members through their Campus Connect program focused on suicide awareness, education, and prevention.
• Faculty continue to be challenged with concerning students within their classroom, indicating a greater need around skill building and strategies for student intervention efforts.
• Campus Security Authority (CSA) trainings have proved to be a success, training over 300 CSAs throughout campus about campus safety, Clery crimes, and reporting protocols.
Mental Health• Mental health challenges among students
continue to be an important area of focus, demonstrating an increase in the level of care needed, an increased number of students reviewed for behavioral intervention, and the complex nature of issues being addressed.
• Parent engagement around their student’s mental health is an important variable to consider as we develop intervention strategies to successfully support students.
On the Horizon• Plan, develop, and implement a large-scale
first year parent communication strategy regarding high risk drinking.
• Review and revise alcohol and other drug sanctioning guidelines.
• Develop a faculty assessment around skills and experiences related to their interaction with students of concern.
PROMOTE HEALTH AND SAFETY
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Promote Health and SafetyHealthy Indicators 2012-13 2011-12 2010-11Students in club sports 1,800 1,710 1,650Intramural sports participants 22,358 22,233 22,267Recreation facility visits 430,341 384,177 401,419Counseling visits 9,210 8,887 9,325Medical amnesty cases 46 34 39Concerning Indicators 2012-13 2011-12 2010-11AOD Detoxes by sex
MaleFemale
Total
59 59 118
6267132
7679155
Multiple AOD detoxesMale
Female41
10
21
CARE Cases 639 447 399Alcohol conduct
CasesStudents
7161204
7191248
5761109
Off-campus alcohol related violations 92 108 164Drug conduct
CasesStudents
297587
301594
240465
Violence (verbal and physical conduct cases)
29 38 41
Sexual Violence conduct cases (domestic violence, stalking, sexual assault)
12 12 4
Sexual violence cases reported to the Women’s Center (domestic violence, stalking, sexual assault)
56 44 39
Medical withdrawalsMental Health
Physical Health9312
1036
8110
Hazing ConductCases
Students12
00
00
Promote Health and Safety GOALSObjective Status Action
Complete the 2nd year with the National College Health Improvement Project (NCHIP).
Completed NCHIP has been instrumental in the development of the data infrastructure necessary to understand the impact of and trends related to high risk drinking behavior.
Conduct an audit of our current hazing prevention initiatives.
Completed Consistent and comprehensive initiatives will be implemented in the 2013-14 academic year.
Examine medical withdrawal and re-entry processes in an effort to stay consistent across each academic college.
Completed Assessment was completed on the medical withdrawal process for each college, and communication was developed among the Student Service offices to address consistency.
Enhance staff skills around supporting students of concern through a comprehensive education, training and assessment plan.
Completed Training and education sessions were completed through the Center for Teaching and Learning, with participants completing a pre and post assessment related to their knowledge and skills that support students of concern. Additional support tools that were developed was a comprehensive handout and students of concern website.
Implement “gatekeeper” suicide prevention training across the division.
Completed The Campus Connect program has been instituted to provide bystanders with the knowledge and tools necessary to intervene effectively with students who manifest signs of depression or suicidal intent.
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IntroductionDespite financial constraints over the past few years, the Division of Student Affairs has executed thoughtful strategic resource planning that is aligned with the University’s mission and goals. However, challenges continue to emerge with significant intensity. The concerns and issues that follow require our focus and attention.
HighlightsHuman Resource/Staff Training Needs
• Upon release of new University operating procedure, we finalize divisional background check operating procedure.
• Overall supervision practices continue to strengthen across the division.
• Ensuring that staff continue to build strong relationships that support new programs (e.g. Global Gateway, Career Success Action Plan) is key to our success.
• Goals for Affirmative Recruitment were reestablished as a priority.
Financial• The University continues to experience
financial difficulty that may lead to continued cuts in all financial resources (e.g. general fund, income/expense).
• Changes to the ADA laws have increased student needs as it relates to accommodation services.
• We need to reduce/eliminate rent paid to external entities for space.
• New organizational matrix models (e.g. Career Center, Global Gateway, Davis Center) will need to be closely monitored.
Facilities and Equipment• The need to create space for the Global
Gateway program at Marsh/Austin/Tupper will provide the opportunity and challenge to centralize catering at the Davis Center.
• Facility related needs for the Center for Health and Wellbeing still exist. We need more exam rooms to meet growing student needs.
• There is a need for renovation of Living/Learning C-Building and Childcare Center.
• Need for additional program space for Living Well at the Davis Center.
• The Career Success Action Plan will allow us to centralize career and experience activities at the Davis Center.
Technology Needs• The Office of Civil Rights has mandated that
all instructional materials and websites are accessible to all students.
On the HorizonBased on our annual reflections and new insights over the past year, we seek to further develop performance measures and a sustainable resource structure in order to address the programmatic needs of our division. Key initiatives for us to examine are as follows:
• Develop constructive discipline database • Support the University’s adoption of
Incentive Based Budgeting.• Conduct a technology needs assessment in
the 2013-14 academic year to understand our current technology and support and what is on the horizon for new technology within the division.
• Initiate RFP process for Dining Services• Pilot HR model using restorative practices
in at least one department.• Clarify allowable teaching practices within
the division and catalogue current efforts.• Confirm public/private partnership
associated with the Housing Master Plan.• Complete the Given Atrium renovation.• Complete Cyber Café renovation to
increase storage and workspace.• Complete RFP process for kitchen
equipment repair and service.
MANAGE RESOURCES
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Manage Resources
Indicators 2012-13 2011-12 2010-11Employed Students 1,406 1,251 1,221Divisional Budget
General FundIncome/Expense
Other
$83,191,30210,928,05451,152,75818,308,773
$83,883,840 11,620,994 45,124,952 27,137,894
$61,535,812 11,051,373 39,515,547 10,968,892
Based Budget Reduction or Addition $(591,300)65,000 (ATH Scholarships)
$(198,194) 65,000
$(202,558) 265,000
Funds reallocated internally to meet strategic objectives
$0 $0 $0
Educational/Professional development leaves
1 1 1
GoalsObjective Status Action
Implement Staff Development opportunities beyond diversity sessions.
Not Completed After speaking with our management consultant in Human Resource Services (HRS), we decided to encourage training and development through the underutilized services provided by HRS Learning Services.
Finalize the Housing Master Plan and present recommendations to the Board of Trustees.
Completed The Housing Master Plan was finalized and presented to the Board of Trustees at the February, 2013 meeting.
Develop a long-term strategic plan for technology across the division.
On going Tech inventory was completed. Next year we will conduct a needs assessment.
Modify meal plan structure to improve the student experience and address financial concerns.
Completed Meal plan for first years students was adjusted to increase community development and improve financial performance.
Enhance infrastructure needs at Northside Café and Waterman Café to increase food options.
Completed Following cost assessment for changes to Northside Café, the project was suspended. The Waterman Café renovation project was successfully executed.
Develop a renovation plan for Given Atrium.
Completed Plans have been completed, but due to the scope and timing of the project, the renovation will occur in 2014.
Develop Real Food campus commitment implementation plan and new beverage strategy launch, to increase healthy beverages.
Completed and On going Real Food Working Group and Dining Services submitted draft of strategic plan and multiyear goals.
Launched new beverage strategy with no bottled water in January, 2013. Currently collecting stats on healthy beverages.
Renovate Living Learning C Building.
Completed C-Building is off-line for the summer renovation and will re-open in Fall 2013.
Implement a Staff Training Development and Assessment Plan around students of concern .
Completed Staff trainings were completed with some of our departments within our division with pre and post assessments related to their knowledge and skills that support students of concern.
Research and replace student conduct/concern database.
Completed Maxient was chosen as the vendor for a new database to hold student conduct records, CARE records, and Administrative Action records.
Implement division-wide background check procedures for staff.
Completed Specific criteria were established for determining which staff should be required to have background checks. Divisional operating procedure developed and implemented.
Vermont Cynic in NYC for Spring 2013 Nat’l Media Conference
DEPARTMENT REPORTS
Academic Support Programs
Career Center
Center for Health & Wellbeing
Center for Student Ethics & Standards
Dining Services
Student & Community Relations
Residential Life
Student Life
DEP
ARTM
ENT
REP
OR
TS
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Mission We are a community of staff and students whose purpose is to foster academic growth and equal access to education for all students by:
• creating a welcoming and inclusive environment;
• nurturing students’ identity development and personal and academic growth;
• being innovative and collaborative student advocates;
• providing excellent and effective services.
Selected HighlightsIncreased Student Usage: ACCESS and TRIO are streamlining services to foster student engagement. Upper-class ACCESS students have the option to request accommodation letters prior to the start of each semester. The TRIO/SSS program simplified the application process to increase first-year student participation.
1) Cost-saving Services: Through innovative business practices and resource management, the ASP Services team saved over $225,000 in FY 13 within the notes and captioning programs for students with disabilities.
2) Universal Design Education: ASP’s Tutoring program trained Learning Skills tutors within a Universal Design for Learning and brain-based research framework to prepare them for tutoring UVM students.
ACADEMIC SUPPORT PROGRAMS
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Key Performance Indicators
Indicator 2012-13 2011-12 2010-11ACADEMIC SUPPORT PROGRAMS
ContactsStudents
16,560 2,447
15,457 2,525
13,8532,397
ACCESSContactsStudents
1,838 829
1,930 769
1,390 686
EXAM PROCTORING CENTERContactsStudents
4,915 580
4,150 533
3,422 295
LEARNING CO-OPContactsStudents
7,9331,718
7,9171,767
6,3901,731
TRiO/SSSContactsStudents
1,874 225
1,460 225
848225
Indicators 2012-13 2011-12 2010-11% Graduates employed* 85% Class of 11 87% Class of 10 85% Class of 09
% Graduates enrolled in grad school or other training*
19% Class of 11 18% Class of 10 19% Class of 09
Medical school admit rates 47% (46% national)
50% (45% national)
47% (46% national)
Law school admit rates 76% (69% national)
81% (71% national)
76% (69% national)
Total students registered** 5,739 6,855 7,440Employers visits to campus 275 271 191Job and Internship postings 3,793 3,460 3,167Appointments/Consultations 6,085 6,253 6,916Attended group programs 5,583 5,273 4,802Attended Job fair 1,048 961 1,044Website Visits 116,361 90,720 77,314Career Connection Network 4,744 2,123 NA
* Survey of Graduates conducted 1 year after graduation. Class of 11: 29% response rate; margin of error +/-3.18%** Number reflects improved electronic tracking 15
CAREER CENTERMissionTo actively support students and graduates in exploring and attaining their career and learning goals. As we assist people on their path to find meaningful, rewarding and safe work, we are committed to constant learning, comprehensive services, active advocacy, supportive counseling and affirmative hiring.
Selected Highlights 1) Career Success Action Plan: President
Sullivan has established career preparation as an institutional priority, signaling the importance of early engagement in related activities and encouraging academic and student services units to participate.
2) Engaging Students Online: To meet students where they are and prepare them for the future, we added new resources.
• Big Interview (mock interviews online) and Going Global (resources for international internships and job seeking).
• overhauled our web site, resulting in a 28% increase in traffic.
• our Facebook “likes” have doubled in the last year, and blog traffic has increased to over 1200 readers.
• we reviewed 1788 resumes online, a 42% increase in just one year.
3) Expanding Connections: This year we registered 5,739 students, increased student participation in job fairs by 9%, expanded participation in networking events to over 600, and increased membership in Career Connection, our career advising network by 123%, to 4,744. The Rubenstein School and the College of Engineering and Mathematical Sciences both enhanced their internship programs, expanding the quality and quantity of experiences available to students.
Key Performance Indicators
Indicator 2012-13 2011-12 2010-11Medical withdraws
Physical healthMental health
1293
6103
1078
Clinical visitsCounseling visitsPsychiatry visits
Primary care**Women’s health visit**
Total Student Health Services
9,2102,430——19,038
8,887 2,34213,051 3,64316,694
9,325 2,50610,949 3,24014,189
Act 1 TransportsVisits
Students168161
177169
220210
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CENTER FORHEALTH & WELLBEING
MissionThe Center for Health and Wellbeing’s mission is to maintain and optimize the health, wellbeing, and personal development of individual students and the University community. We accomplish this by providing accessible, high-quality, cost-effective, prevention-oriented primary health care, mental health counseling, and educational outreach programs and referral services designed specifically to meet the needs of UVM students.
Diversity StatementThe Center for Health and Wellbeing is committed to providing respectful and confidential health care and counseling in a safe, supportive environment that values the identities, beliefs, and abilities of students. Our staff is responsive to the needs and concerns of all seeking care and commits to being knowledgeable and sensitive to the diverse identities of our patients and clients.As part of this effort, we commit ourselves to continued growth in our understanding of diversity issues and strive to integrate multicultural awareness into all aspects of our work. We encourage
professional self-exploration, taking responsibility, reciprocal feedback and multicultural skill development among all staff at the Center.
Selected Highlights 1. Promote Outreach and Education:
Continued work within CHWB and the Division to prioritize education/outreach needs and to align resources behind these priorities. This has led to the expansion of Living Well in the Davis Center.
2. Understand barriers to care: Conducted a survey of students who have not utilized CHWB services to assess for barriers to care. This information led to awareness of a need for more aggressive marketing regarding the availability of services, especially for mental health services.
3. Insure Electronic Records Security: Conducted a systematic review of the Center’s data security policies and procedures related to use of the electronic record.
Key Performance Indicators
** Effective 7/31/2012, Primary Care and Women’s Health offices combined as “Student Health Services”.
MissionThe Center for Student Ethics & Standards seeks to foster student accountability and skill development in the areas of conflict resolution, dialogue, identity development and restorative practices. In doing so, we hope to help students develop self-awareness, and ultimately become more responsible, respectful and engaged community members.
Selected Highlights 1. Conflict Resolution: Twelve workshops were offered
though the Conflict Resolution Program reaching a total of 310 students and staff. Feedback from these workshops was overwhelmingly positive with many
comments to the effect of, “Wow every student can benefit from this.”
2. National Presentation: Several CSES staff presented a half-day pre-conference session at the National Association of Student Personnel Administrators (NASPA entitled, Beyond Suspension: Bold Approaches to Engaging Disengaged Students. During the interactive half-day session, participants discussed holistic approaches to engaging students, participated in action planning, and left with tangible resources to apply to their conduct programs.
3. New database: Selected a new database to manage the judicial process. The database will go live in the Fall 2013.
CENTER FOR STUDENTETHICS AND STANDARDS
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Indicators 2012-13 2011-12 2010-11Dismissals
MaleFemale
71
150
30
Suspensions Male
Female224
165
92
Project discovery programMale
Female222
166
257
Conduct CasesAlcohol
CasesStudents
7161,204
7191,248
5761,109
Other drug Cases
Students297587
301594
240465
ViolenceCases 29 38 41
Sexual ViolenceCases 12 12 4
Hazing Cases
Students12
00
00
Academic integrity Cases 107 97 95
Conflict resolution Cases
Students00
22
44
Conflict resolution Workshops/Conflict Coaching Participants
12310
10114
Data not available
*Off Campus ViolationsAlcohol
NoisePublic Urination
Other
Total meetings with CSES regarding conduct
27792143339
88
3051081943
53
365164168330
40
*Data unavailable for June and July 2012
Key Performance Indicators
Indicator 2012-13 2011-12 2010-11Medical withdraws
Physical healthMental health
1293
6103
1078
Clinical visitsCounseling visitsPsychiatry visits
Primary care**Women’s health visit**
Total Student Health Services
9,2102,430——19,038
8,887 2,34213,051 3,64316,694
9,325 2,50610,949 3,24014,189
Act 1 TransportsVisits
Students168161
177169
220210
Indicator 2012-13 2011-12 2010-11Fall Spring Fall Spring Fall Spring
# of meal plansRetail
Unlimited Access
5,0713,1581,913
4,7213,3481,373
5,3013,3051,996
4,9763,5101,466
5,3613,8441,517
5,0803,8911,189
% of students on average level plans 66% 63% 63% 62% 62% 61%# Dining transactions
ResidentialRetail
Resident take-out
560,000833,720 47,057
405,508937,735 39,657
529,485862,32051,360
428,275959,26441,398
372,861964,12223,491
442,248916,14226,885
Annual Utilization % of students in Residential Dining Halls Unlimited
Retail72%71%
75%69%
75%69%
Total $ donations $46,750 **
$37,077 $23,523
** UVM Food Systems Summit Sponsorship18
DINING SERVICESMissionThe primary mission of University Dining Services is to enhance the student experience by providing a unique, engaging dining experience that meets individual needs, enhances health and well-being, and encourages students to participate and understand the Global Food System. University dining services actively encourages community through participation in promotional events and support of the student educational experience.
Selected Highlights 1. Launched Real Food Campus Commitment
Working Group: Developed multiyear action plan to achieve 20% Real Food by 2020. Improved from 12% to 13% by adding local meat, organic beverages and increasing purchasing with the Farmer Training Program.
2. Completed a renovation of the Waterman Café counters: This expanded beverage options and improved menu variety.
3. Restructured Meal Plans: Met with student leadership and successfully restructured meal plan options by eliminating the lite plan and allowed all future FTFY students unlimited access plan their first semester.
4. Increased support for students with specific dietary needs: Hired a part time Sodexo campus dietitian to work with students with dietary challenges and to promote our health and wellness programs such as “myfitnesspal.”
5. Improved Overall Satisfaction: Annual customer satisfaction surveys continue to show improved satisfaction year over year and continued high scores with the Food On Demand(FoD) concept at the Redstone Dining Hall.
Key Performance Indicators
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MissionOur office provides resources and support to students transitioning to and living off campus so that they will have successful experiences as both citizens and renters. We do so with knowledge of and advocacy for the needs and issues of students from diverse backgrounds. We seek to foster, support, and sustain better relations between off-campus students and their neighbors. We encourage and support students to become active, responsible, and just members of their Burlington neighborhoods. Further, we facilitate communication and support initiatives between residents and students with the goal of creating healthy, safe, and just neighborhoods.
Selected Highlights 1. Community Coalition: We utilized Results
Based Accountability to develop a strategy and action plan for our work for the next 3 years. The action steps developed included:a. adopt a street-by-street approach; b. create several modes of communication that
lead to prevention, timely intervention, and restoration when harm is done; and
c. have a dialogue about our shared responsibility for creating safe and healthy neighborhoods.
2. Isham Street: We continued 5 years of work with ISGOOD (Isham St. Gardening and Other Optimistic Doings) members and street residents to change the environment to change behavior.
3. Restorative Practices (RP): This collaborative group created a year-long Restorative Practices curriculum to inform and develop skills across the division to improve our work and communication with students.
STUDENT ANDCOMMUNITY RELATIONS
Key Performance IndicatorsIndicators 2012-13 2011-12 2010-11Est. # of students living off campus 5,850 6,103 6,917Est. # student transitioning off campus 2,370 2,600 2,795Off campus calls for service
StudentsUVM Staff
ParentsNeighbors
Org./City Depts.Landlords
62124668821024578
5161986376964142
5122175692682752
Off campus living workshopWorkshops
Students385
3134
4359
Spring move out project: Tons of goods recycled
11.5 8 6.5
Students attending transfer student socials 3(note: held less socials this year)
25 30
Indicator 2012-13 2011-12 2010-11Fall Spring Fall Spring Fall Spring
# of meal plansRetail
Unlimited Access
5,0713,1581,913
4,7213,3481,373
5,3013,3051,996
4,9763,5101,466
5,3613,8441,517
5,0803,8911,189
% of students on average level plans 66% 63% 63% 62% 62% 61%# Dining transactions
ResidentialRetail
Resident take-out
560,000833,720 47,057
405,508937,735 39,657
529,485862,32051,360
428,275959,26441,398
372,861964,12223,491
442,248916,14226,885
Annual Utilization % of students in Residential Dining Halls Unlimited
Retail72%71%
75%69%
75%69%
Total $ donations $46,750 **
$37,077 $23,523
** UVM Food Systems Summit Sponsorship
RESIDENTIAL LIFE
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MissionThe Department of Residential Life’s mission is to foster an inclusive culture of student learning, personal growth, community involvement, and programming in order to develop a socially just and safe community of global citizens. To REACH our mission we will: • Respect: Create an inclusive community where
all perspectives are shared and valued, and individuals are expected to take responsibility for actions that impact themselves and others.
• Ethics: Instill ethical decision-making skills that support academic and personal integrity, inclusivity, diversity, and responsibility.
• Academics: Establish a residential environment that complements the academic mission and is an integral part of the educational experience.
• Collaboration: Build and maintain partnerships across the University and the greater Burlington area to optimize the holistic development of our residential community.
• Health & Wellness: Encourage all members of our residential community to engage in lifelong wellness by supporting healthy choices around mind, body, and spirit.
Selected Highlights 1. Enhanced our use of the housing
management system: The staff and student web modules were developed and implemented to provide easy access to housing data and improve service to students.
2. Continued to implement Restorative Practices: Ten staff were trained to be trainers. Restorative Practices formal conferences are being utilized to resolve student conduct issues.
3. Completed renovation of MSHCR and successfully planned for the renovation of L/L C-building and temporary relocation of the daycare center to McAuley Hall this summer.
Key Performance IndicatorsIndicator 2012-13 2011-12 2010-11Average occupancy (main campus) 4,950 5,237 5,260Apartment and family housing occupancy 95.6% 97% 94%Room changes (main campus) 643 637 567Triples maximum
RoomsStudents
207621
3501050
3501050
Triples minimumRooms
Students99297
155465
182546
Contract releasesGranted PendingDenied
151005
10406
131003
Total damage (main campus)Assigned
Unassigned$56,907$115,378
$85,427$172,667
$72,607$149,236
STUDENT LIFE
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MissionThe Department of Student Life’s mission is to foster an inclusive culture of student leadership development, community involvement, and programming in order to develop a socially just community of lifelong learners.
Selected Highlights 1. Enhanced myUVM (student portal): Student
Life staff worked diligently and in partnership with the Registrar’s staff to significantly enhance the myUVM content on the web. Content and appearance improvements increased student usage by 420 students per week and found 82% of our undergraduate students logging on weekly.
2. Coordinated Fraternity and Sorority Life Assessment: Student Life staff played a significant role in the Fraternity and Sorority Life Assessment external review process from collecting robust background data to engaging student leaders and alumni advisers throughout the site visit with the consultants.
3. Assessed Student Leadership: Student Life staff worked collaboratively to define specific outcomes for the UVM student leadership experience, developed the UVM Student Leadership Inventory, and ran a test survey late in the spring semester.
4. Students Received National Awards and Recognition: the Vermont Cynic winning a national Pacemaker for their on-line edition and the Association of Fraternity Advisers 2012 Diversity Initiative Award.
Key Performance Indicators Indicator 2012-13 2011-12 2010-11Programs
Creating communityEnhancing learning
Managing resourcesPromoting health and safety
Advancing Diversity
256/63,90944/1,74677/2.10251/4,27234/2,010
246/49,08865/5,05817/65426/5,41656/6,094
221/53,490NANA5/3,06039/3,405
Approx # service hours
Approx # of students Approx. Dollar Value ($18/hour)
Leadership and Civic Enagement
14,000 1,580 $252,000
Fraternity & sorority 22,000 682 $396,000UVM rescue 35,040 30 $630,720Service learning 25,000 1,700 $450,000Miscellaneous 20,000 700 $360,000TOTAL 116,040 4,692 $2,088,720
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Division of Student Affairs FY13 FY13 Human Resources
Department Staffing FT Exempt FT Non-‐Exempt PT Exempt PT Non-‐Exempt Total Staff
Academic Support Programs 17 5 -‐ 1 23Career Services 7 3 3 -‐ 13Center for Health & Wellbeing 46 15 1 -‐ 62Center for Student Ethics & Standards 4 2 1 -‐ 7Dean of Students Office 6 1 -‐ -‐ 7Residential Life 24 27 -‐ -‐ 51Student & Community Relations 2 1 -‐ -‐ 3Student Life 11 5 1 -‐ 17
117 59 6 1 183
Department Temp and Student Staffing Temp/Hourly Graduate Workstudy Undergrad Hrly Total
Academic Support Programs 1 1 72 187 261Career Services 1 3 13 2 19Center for Health & Wellbeing 15 1 7 3 26Center for Student Ethics & Standards 1 1 4 -‐ 6Dean of Students Office 2 2 2 1 7Residential Life 2 14 220 36 272Student & Community Relations -‐ -‐ 3 -‐ 3Student Life 25 6 60 230 321
47 28 381 459 915
Department Leaves ED Leave Prof Leave Personal Leave Med Leave Total Leaves
Academic Support Programs -‐ -‐ -‐ 2 2Career Services -‐ 1 1 1 3Center for Health & Wellbeing -‐ -‐ -‐ 3 3Center for Student Ethics & Standards -‐ -‐ -‐ -‐ 0Dean of Students Office -‐ -‐ -‐ 1 1Residential Life -‐ -‐ 1 -‐ 1Student & Community Relations -‐ -‐ -‐ -‐ 0Student Life 1 -‐ -‐ 1 2
1 1 2 8 12
FY13 RESOURCE CHARTThis chart provides a high-level summary of our departmental and division budget and human
resource data.
Division of Student Affairs FY13 FY13 All Inclusive Operating Budgets (unduplicated)
Department General Fund Income/Expense Other Income Gifts & Endowments Department Totals
Academic Support Programs $1,899,386 -‐ $542,885 $67,281 $2,509,552Career Services $848,350 $30,000 -‐ $120,175 $998,525Center for Health & Wellbeing -‐ $7,152,394 -‐ $4,107 $7,156,501Center for Student Ethics & Standards $217,917 -‐ $66,531 -‐ $284,448Dean of Students Office $289,735 $2,507,159 -‐ $12,667 $2,809,561Dining Services Meal Plans -‐ $16,899,300 -‐ -‐ $16,899,300Residential Life $92,800 $36,565,762 -‐ $8,053 $36,666,615 Inter-‐Residence Association (IRA) -‐ -‐ $142,505 -‐Student & Community Relations -‐ $219,852 $10,000 -‐ $229,852Student Life $444,664 $2,860,591 $30,437 $56,977 $3,392,669 Student Government Association (SGA) -‐ $1,600,000 $1,160,000 $26,093 $2,786,093
$3,792,852 $67,835,058 $1,952,358 $295,353
Division of Student Affairs Total $73,733,116
Notes:1. CSES receives $231.6K from RL 2. DOS receives $439.2K from RL and $214.8K from CHWB3. RL total includes $4.3 million for Custodial and $1.1 million for Police Services4. SCR is fully funded by RL (I/E) and IRA (other) (funds unduplicated)5. Other Income; ASP grants, CSES fines, IRA fees, SGA club fundraising, SL agency funds
he University of Vermont is an educationally purposeful community seeking to prepare students to live in a diverse and changing world. We who work, live, study, teach, do research, conduct business, or participate in theUniversity of Vermont are members of this communityAs members, we believe in the transforming power
of education and agree to help create and foster an environment wherewe can discover and reach our true potential.
We aspire to be a community that values:
RESPECT. We respect each other. We listen to each other, encourage each other and care about each other. We are strengthened by our diverse per-spectives.
INTEGRITY. We value fairness, straightforward conduct, adherence to the facts, and sincerity. We acknowledge when things have not turned out the way we had hoped. As stewards of the University of Vermont, we are honest and ethical in all responsibilities entrusted to us.
INNOVATION. We want to be at the forefront of change and believe that the best way to lead is to learn from our successes and mistakes and continue to grow. We are forward-looking and break new ground in address-ing important community and societal needs.
OPENNESS. We encourage the open exchange of information and ideas from all quarters of the community. We believe that through collaboration and participation, each of us has an important role in determining the direction and well-being of our community.
JUSTICE. As a just community, we unite against all forms of injustice, in-cluding, but not limited to, racism. We reject bigotry, oppression, degradation, and harassment, and we challenge injustice toward any mem-ber of our community.
RESPONSIBILITY. We are personally and collectively responsible for our words and deeds. We stand together to uphold our common ground.
Aspirations and shared values for theUVM Community, endorsed by the
UVM Board of Trustees.
Our Common Ground
“Education isnot preparation
for life. Educationis life itself.”
—John Dewey,educator, philosopher,UVM Class of 1879