Student AFFAIRS StRAteGIC PLAn

U n i v e r s i t y o f i l l i n o i s at U r b a n a - C h a m pa i g n

2014–2017

AT ILLINOIS

2Areas of Distinction

Appendices:strategic planning modelstrategic planning process

16

metrics6

1Letter from the vice Chancellor

guiding principles3

2mission, vision, values

strategic planCommittee members

14

goals and initiatives4

tABLe OF COntentS

LetteR FROm the VICe ChAnCeLLOR

Dear Colleagues,

Student Affairs strives to provide the best possible Illinois Experience for the students we serve.

With the Campus Strategic Plan as a foundation, Student Affairs staff spent much of the 2013-14 academic year updating our strategic plan – establishing a process, gathering input, analyzing data, and developing goals and initiatives that will help focus the Division’s efforts for the next several years. The new Student Affairs plan and metrics will guide the development of individual unit plans.

Steering Committee members worked hard to ensure that the strategic planning progress was a “grass-roots” effort, gathering considerable input from students and staff at all levels of the Division. More than 200 staff members and students shared their thoughts by completing an initial survey. A total of 17 student and staff focus groups provided more in-depth feedback on what we do well, what we need to do better, and what our priorities should be.

Our Department Heads, the Associate Vice Chancellors and Steering Committee members carefully reviewed these rich data sets within the context of our mission, vision, areas of distinction, and guiding principles. They also looked at emerging trends in higher education, both generally and here at the University of Illinois. For every goal and initiative, we have developed metrics that will help us track our progress. The metrics, of course, will be a work-in-progress. Our units will continue to adjust their own goals, initiatives and learning outcomes as students’ needs change.

Please join me in thanking the Steering Committee members and countless others who were involved in the strategic planning process from start to finish. I’m pleased with the finished product, and hope we all will find that it provides a useful framework as we focus our work and enhance the educational experience of our students. Sincerely,

C. Renée RomanoVice Chancellor for Student Affairs

1

AReAS OF dIStInCtIOnStudent AFFAIRS At ILLInOIS • is a comprehensive student affairs division with a full range of programs and services • promotes diversity and social justice • values and rewards collegiality and best practices • supports and enhances the academic and educational mission of the University • fosters transformative learning experiences • encourages a student/staff partnership and engagement of students in all that we do • focuses on student services, learning, and development and provides practical, hands-on experience through

student engagement, employment, and leadership opportunities • is intentionally caring and committed to a comprehensive and compassionate support system for students • values its track record of innovation, creativity, and entrepreneurism • mentors and develops staff with knowledge, expertise, and a commitment to best practices • makes a major commitment to the illinois culture of volunteerism

mISSIOn, VISIOn, VALueS

mISSIOnWe fulfill the mission of the University of illinois by engaging students in programs and services that create transformative learning experiences, foster success and prepare the leaders of tomorrow in a diverse and global society. VISIOnstudent affairs at illinois will be the global leader in transforming student lives.

VALueSDiversity and inclusionleadership and CitizenshipCollaboration

shared governance with studentsthe holistic student learning experiencestewardship and accountability

innovation and excellencehonesty and integrityWellness

2

1. We will continue to make strategic investments in the student experience.

2. We will be mindful of and responsive to the changing financial landscape through effective stewardship of resources and advancement.

3. We will collaborate and engage with faculty, staff, students, alumni, and other stakeholders in our planning and implementation to advance student learning.

4. We will embrace a culture of assessment and improvement to inform decision-making and practice.

5. We will be innovative and agile as we pursue the priorities of our plan.

6. We will celebrate our achievements visibly and empower all members of our community to speak up and out.

7. We will engage students in active learning that prepares them to be global citizens and leaders in the 21st century.

8. We will embrace and build a community that values diversity, social justice, and inclusion.

9. We will build and nurture transformative relationships with all members in our communities.

10. We will be leaders in addressing the world’s most complex and critical challenges.

11. We will ensure that an illinois education is both valuable and financially accessible.

12. We will be a laboratory of innovation and a global leader in student affairs.

GuIdInG PRInCIPLeS

3

Foster collaboration, discovery, and innovation

dIVISIOn InItIAtIVeS

1.1 establish intentional collaborations internally and externally that are supported by incentives and recognition

1.2 support and foster co-curricular experiences with innovative academic partnerships

1.3 Create and enhance evidence-based practices through strategic assessment initiatives

1 2Provide transformative learning experiences

dIVISIOn InItIAtIVeS 2.1 expand and enhance transformative learning experiences

to assure a positive contribution to student learning and development and lifelong success, as outlined in the american association of Colleges & Universities’ College Learning for the New Global Century report (2007) See page 8

2.2 Create and intensify systemic, impactful, and inter-relational approaches to diversity, inclusion, and wellness education for all students, especially through peer-to-peer efforts

2.3 help all students develop global awareness and cultural competency through intentional integrative activities

2.4 evaluate and enhance programming and services that support international students and encourage domestic-international student interaction

2.5 re-envision cross-disciplinary learning experiences through expanded student internships, employment, and leadership opportunities to foster professional development

2.6 facilitate and expand educational environments and communities, including living-learning Communities and special living options, that promote integrative learning experiences

GOALS & InItIAtIVeS

4

Make a significant and visible societal and community impact

dIVISIOn InItIAtIVeS 3.1 Develop our students to be future

leaders with a strong sense of civic responsibility, ethical reasoning, and social justice

3.2 Demonstrate the impact of student affairs on the educational experience through assessment and strategic communications

3.3 enhance professional development and staff retention efforts, with particular focus on supporting leadership roles in professional associations and campus committees

3 4Steward current resources and generate additional resources for strategic investment

dIVISIOn InItIAtIVeS 4.1 enhance the sustainability efforts of our units and

student affairs as a whole

4.2 inventory and evaluate existing facilities and create long-term strategic facilities plans to address the needs of students and staff for flexible, responsive spaces

4.3 explore and support technological opportunities to advance student affairs initiatives

4.4 maintain the affordability of an illinois education through exploring additional revenues, especially in robust advancement and fundraising efforts to meet student affairs goals

5

GOAL 1Foster collaboration, discovery, and innovation

GOAL 1Foster collaboration, discovery, and innovationdIVISIOn InItIAtIVeS1.1 Establish intentional collaborations internally and externally that are supported by incentives

and recognition

a) number and types of strategic initiative grants awarded b) increase in student affairs staff collaborations involving academic course offerings, including number of courses

co-developed, co-taught, credit hours, and number of students taughtc) number and types of collaborations with internal and external individuals, units, or organizations d) number of incentives and recognitions received related to intentional collaborative efforts

1.2 Support and foster co-curricular experiences with innovative academic partnerships

a) number of student affairs staff collaborations involving academic course offerings, including courses co-developed, co-taught, credit hours, and number of students taught

b) Document and disseminate quantitative and qualitative evidence of the impact of co-curricular experiences on student development

c) number of incentives and recognitions received related to intentional collaborative efforts

1.3 Create and enhance evidence-based practices through strategic assessment initiatives

a) number and quality of the projects in the student affairs assessment inventory to demonstrate evidence-based practice

b) Content analysis of the Division’s annual reports for the last five years and track changes for longitudinal perspective, key successes, and best practices

c) number of assessment projects nominated for and receiving internal or external recognition for exemplary achievement in assessment

Metrics of the Division of Student Affairs will be used to track, measure, assess, and report our progress on the Strategic Plan. The metrics are a work-in-progress and will continue to evolve as we use them and determine what is most meaningful in our decision-making. Consistent with the metrics for the Campus’ strategic plan, “[n]umbers alone will not show our true impact on [students and] society. Along with the quantitative metrics below we will also develop qualitative measures to create a richer and more accurate picture of our achievement….” (Chancellor Phyllis Wise, Campus Strategic Plan, 2014, p. 16).

Each unit in the Division will be charged with creating and tracking learning outcomes and evaluative measures appropriate for each goal and/or initiative. Respecting the traditions and identities of the Student Affairs areas, each unit will create a strategic plan that aligns with and complements the Division’s and Campus’ goals, initiatives, and metrics. Some metrics may be used to revise the broader DMI (Division of Management Information) metrics.

metRICS

7

dIVISIOn InItIAtIVeS

2.1 Expand and enhance transformative learning experiences to assure a positive contribution to student learning and development and lifelong success, as outlined in the American Association of Colleges & Universities’ College Learning for the New Global Century report (2007). Toward that end, document the learning outcomes associated with the following skills and responsibilities:

GOAL 2Provide transformative learning experiences

a) Written and oral communicationb) inquiry and analysisc) Quantitative literacyd) information literacye) teamwork and problem-solving

f) integration of learningg) Civic responsibility and engagementh) intercultural knowledge and actioni) ethical reasoningj) propensity for lifelong learning

8

2.2 Create and intensify systemic, impactful, and inter-relational approaches to diversity, inclusion, and wellness education for all students, especially through peer-to-peer efforts

a) four-year and six-year graduation ratesb) four-year and six-year graduation rates of underrepresented studentsc) percentage of underrepresented academic professionals and support staff in student affairsd) number of initiatives focused on diversity and inclusione) Document and disseminate quantitative and qualitative evidence of the impact of these initiatives focused on

diversity, inclusion, and wellness education

2.3 Help all students develop global awareness and cultural competency through intentional integrative activities

a) number of activities dedicated to global awareness and cultural competency, and numbers of students participating

b) Document and disseminate quantitative and qualitative evidence of the effects of global awareness and cultural competency activities on students

2.4 Evaluate and enhance programming and services that support international students and encourage domestic-international student interaction

a) number of activities dedicated to global awareness and cultural competencyb) Document and disseminate quantitative and qualitative evidence of the effects of programming

and services designed to support international students and encourage domestic-international student interaction

c) number, percentage, and qualitative evidence of global and international understanding and empathy among domestic students

d) number of students participating in exchanges/activities involving international and domestic students, initiated and facilitated by student affairs units

e) number of alumni in international companies that interact with career services at illinois to hire talent for internship and full-time positions

2.5 Re-envision cross-disciplinary learning experiences through expanded student internships, employment, and leadership opportunities

a) number of student internships, employment, and leadership opportunitiesb) Document and disseminate quantitative and qualitative evidence of the effects of student internships,

employment, and leadership opportunitiesc) number and percentage of students participating in employment, internship, and work-related experiences in

student affairsd) number and percentage of students applying to internship and work-related experiences prior

to graduation

9

GOAL 3Make a significant and visible societal and community impact

GOAL 3Make a significant and visible societal and community impact

GOAL 3Make a significant and visible societal and community impact dIVISIOn InItIAtIVeS

3.1 Develop our students to be future leaders with a strong sense of civic responsibility, ethical reasoning, and social justice

a) number and percentage of students engaged in volunteer service opportunities through student affairs efforts

b) number and percentage of students participating in leadership training and experiencesc) Document and disseminate quantitative and qualitative evidence of the effects of leadership

experiences on developing current students’ leadership skills, improving their communications skills, and inspiring them to be engaged in their communities

d) number and percentage of alumni who indicate that their experiences in student affairs leadership activities improved their communications skills and inspired them to be engaged in their communities

3.2 Demonstrate the impact of Student Affairs on the educational experience through assessment and strategic communications

a) number of communications demonstrating the impact of sa on the educational experience of studentsb) evidence regarding the effects of programs and services on enhancing or shaping students’ educational

experiencesc) number of publications and papers demonstrating impact of student affairs at illinoisd) number of media hits (nyt, Chicago tribune, Wall street Journal, etc.)

3.3 Enhance professional development and staff retention efforts, with particular focus on supporting leadership roles in professional associations and campus committees

a) number and percentage of staff members being retained in the Division b) number and percentage of staff involved with leadership roles in professional associationsc) number of staff presentations at professional conferences d) number of webinars developed and presented by illinois student affairs staffe) number of articles, chapters, essays, and books created, and published papers or materials by staff,

related to student affairs or academic affairsf) number of professional awards and recognitions received

11

GOAL 4Steward current resources and generate additional resources for strategic investment

GOAL 4Steward current resources and generate additional resources for strategic investment

dIVISIOn InItIAtIVeS

4.1 Enhance the sustainability efforts of our units and Student Affairs as a whole

a) number and types of projects, initiatives, and activities focused on sustainabilityb) the amount of funds spent on sustainability effortsc) the savings from sustainability efforts

4.2 Inventory and evaluate existing facilities and create long-term strategic facilities plans to address the needs of students and staff for flexible, responsive spaces

a) number and percentage of units completing a facilities inventoryb) number of projects, initiatives, and activities focused on improving student affairs facilitiesc) the amount of funds spent on renovationsd) Document and disseminate quantitative and qualitative evidence of the effects of student affairs facilities

on behaviors, promoting diverse interactions, and enhancing educational experiences

4.3 Explore and support technological opportunities to advance Student Affairs initiatives

a) number and percentage of units completing an inventory of technology use and providing evidence of contacts and success of communication (e.g., social media, equipment, software)

b) Document and disseminate quantitative and qualitative evidence of the effects of technology and technological improvements on programs and services

4.4 Maintain the affordability of an Illinois education through exploring additional revenues, especially in robust advancement and fundraising efforts to meet Student Affairs goals

a) number and amount of alumni and donor gifts to student affairsb) number and amount of gifts for identified and targeted needs within student affairsc) Dollar value of funds raisedd) Dollar value of grants received to support programse) Dollar value of scholarship funds raised and awarded

13

Gigi Secuban, chair, associate vice Chancellor

SteeRInG COmmItteeEd Slazinik, chair, associate vice Chancellor Regina Harrington, mcKinley health CenterBryan Johnson, University housingGina Lee-Olukoya, office of the Dean of studentsRobert Palinkas, mcKinley health Center

Renée Romano, vice Chancellor for student affairsGail Rooney, the Career CenterKirsten Ruby, University housingJamie Singson, native american house

AReAS OF dIStInCtIOn And GuIdInG PRInCIPLeS/COLLABORAtIVe eVALutIOn COmmItteeKen Ballom, co-chair, associate vice ChancellorEd Slazinik, co-chair, associate vice ChancellorDebbie Bosch, University housingStephanie Brown, office of the Dean of studentsDomonic Cobb, office of the Dean of studentsRobyn Deterding, Campus recreationShondra Loggins, Counseling CenterCarla McCowan, Counseling Center

Leslie Morrow, office of inclusion & intercultural relationsLowa Mwilambwe, illini UnionJim Rooney, University housingNathan Sanden, University housingAlma Sealine, University housingWallace Southerland, office of minority student affairs

GOALS, InItIAtIVeS And metRICS COmmIttee

David Chih, office of inclusion & intercultural relationsGioconda Guerra, office of inclusion & intercultural relationsRegina Harrington, mcKinley health Center

Bryan Johnson, University housingGreg Lambeth, Counseling CenterBecki Salzman, illini Union

Focus Group/Qualitative Steering SubcommitteeZelda Gardner, the Career CenterAlejandro Gomez, Counseling CenterGina Lee-Olukoya, office of the Dean of studentsJudy Rubenacker, mcKinley health CenterKirsten Ruby, University housing

Jamie Singson, office of inclusion & intercultural relationsDiedre Weathersby, Counseling CenterJeanette Weider, University housing

Focus Group Implementation SubcommitteeBrandon Common, office of the Dean of studentsBrian Farber, office of student Conflict resolutionJessica Gentry, Campus recreationKim Hodges, University housingC.J. Holterman, University housing

Jami Houston, Campus recreationKathy Reiser, office of the vice Chancellor for student affairsBernadette So-Goodlin, the Career CenterCleda Wang, University housingRoss Wantland, office of inclusion & intercultural relations

Quantitative Analysis Subcommittee

StRAteGIC PLAn COmmIttee memBeRS

14

APPendIX A: the StRAteGIC PLAnnInG mOdeL

Campus Strategic Plan

Staff and Student Inventory

data Analysis

Collaborative evaluation

Student Affairs Strategic Plan

unit-Specific Plans

The adoption of the Campus Strategic Plan as the foundation for the Student Affairs Strategic Plan

An inventory of existing resources (mission, vision, areas of distinction, guiding principles, goals, metrics, current initiatives), opportunities, needs, and environment trends

The aggregation of data into a presentable format for review

A review of data, trends, and Student Affairs goals and initiatives for the purpose of developing metrics

The completion of the final draft of the Student Affairs Strategic Plan, including the communication of the plan throughout the Division

The development plans that are specific to each unit

Campus Strategic Plan

Unit-SpecificPlans

Sta� and Student Inventory

Student A�airsStrategic

Plan/Goals

CollaborativeEvaluation

Data Analysis

15

APPendIX B: the StRAteGIC PLAnnInG PROCeSS

Planning Process

Initial Agreement

Mission and Vision

Areas of Distinctionand Guiding Principles

Student/Staff Assessment

Data Analysis

Goal, Initiative and Metric Formulation

Strategic Plan Development

Plan Review and Adoption

Unit-Specific Plans and Metrics

Actions

Consensus is reached to utilize the Campus Strategic Plan as the foundation and starting point for the Student Affairs plan

The Mission and Vision are developed at the upper levels of Student Affairs administration and filtered down to guide development of the Strategic Plan

A team is formed to review the areas of distinction and guiding principles of the Campus Strategic Plan and determine what, if any, changes are warranted for the Student Affairs Strategic Plan

A survey is issued throughout Student Affairs to assess current initiatives and how they support the Campus Strategic Plan. The survey also identifies opportunities, needs, and trends facing Student Affairs

A small group aggregates the survey data for use in the formulation of goals, initiatives, and metrics unique to Student Affairs, and identifies trends inherent in the data

A team is formed to finalize the goals, initiatives, and metrics

All pieces of the Student Affairs Strategic Plan are pulled together into a single document

Final review and approval is granted by the upper levels of Student Affairs administration. The document is then distributed to Student Affairs units to serve as the foundation for the development of their strategic plans

Individual units use the Student Affairs Strategic Plan as the foundation for developing unit-specific plans and metrics

InitialAgreement

Mission &Vision

Areas of Distinction &

Guiding Principles

Student/Sta�Assessment

Strategic PlanDevelopment

Plan Review& Adoption

Unit-SpecificPlans & Metrics

Data Analysis

Goal,Initiative,& Metric

Formulation

Printed and distributed in July 2014

16

AT ILLINOIS