students engaged at OSU

DIVISION OF STUDENT AFFAIRS 2016-2020 STRATEGIC PLAN

Achieving the ultimate in student success — graduates who change the world for the better — takes an entire campus community, and the Division of Student Affairs is a leader in that community committed to advancing student success. The division takes an innovative and holistic approach to providing a quality educational experience for all students at Oregon State. Created in collaboration with university partners, this strategic plan serves as our map and compass through the year 2020. It is our guide, inspiring us to meet students where they are, and to help them get to where they want to go. Done right, the impact we create on student success lasts a lifetime, and our graduates go on to illuminate and transform the world in extraordinary ways.

GOAL 1

Transformative Learning

Innovate and advance inclusive, transformative learning that promotes student success throughout the college career and prepares and inspires all graduates to thrive in a global society.

Strategies:

  • Define key transferable skills that students gain through aligned, division-wide programming that enhance professional development and personal enrichment
  • Design personalized student learning and services through the strategic use of innovative technologies
  • Develop co-curricular programming aligned throughout the division and with university partners that is grounded in the Student Affairs Domains of Learning and Service and provides a path and trajectory for students to build skills incrementally and engage in cumulative, deep learning
  • Leverage data to promote access, inclusion, and strong student success outcomes

Metrics:

  • Number of outcomes-based programs and evaluations tied to the Domains of Learning and Service
  • Percentage of students interacted with via student affairs
  • Percentage of retained students interacted with via student affairs

Co-Chairs:

  • Daniel Newhart
  • Damoni Wright

GOAL 2

Community and Belonging

Foster an inclusive campus community that facilitates learning across identities and affinities and creates a shared sense of connection, belonging, and social responsibility.

Strategies:

  • Create community-building campus traditions that are inclusive and advance civic engagement and social responsibility as our community ethos
  • Advance transformative student learning experiences throughout the division that build shared understandings and interactions between identities and affinities
  • Utilize technology in ways to build virtual communities or provide pathways to communities or affinities of interest

Metrics:

  • Number of service-learning opportunities for students
  • Number of students who participate in service-learning opportunities
  • Percentage of students reporting diverse experiences with others

Co-Chairs:

  • Allison Davis-White Eyes
  • Daniel Newhart
  • Carolyn Boyd

GOAL 3

Well-Being

Advance programs and services that promote behaviors, attitudes, and environments that contribute to health and a culture of well-being at OSU.

Strategies:

  • Embed health and wellness into institutional policies, departmental operations, and business practices utilizing national benchmarks and standardized health assessment measures
  • Institutionalize evidence-informed prevention programs, practices, and services for high-risk substance use, violence, and suicide that impact students and their living and learning communities, and involve faculty, staff, and campus administration

Metrics:

  • Number of outcomes-based programs and evaluations tied to the Domains of Learning and Service
  • Number of student interactions with evidence-based health and well-being programs
  • Student reported health and well-being behaviors

Co-Chairs:

  • Leah Hall Dorothy
  • Ian Kellems

GOAL 4

Resource Stewardship

Collectively contribute to responsible resource stewardship and the pursuit of new funding possibilities in order to increase access to programs and services that positively impact student success.

Strategies:

  • Increase regular assessment of programs and services to ensure expenditures are achieving the desired impact of advancing student success and supporting development of stronger cross-divisional alignments with the Domains of Learning and Service
  • Develop a comprehensive fundraising platform for the Division of Student Affairs

Metrics:

  • Number of outcomes-based programs and evaluations tied to the Domains of Learning and Service
  • Number of students that programs are designed for vs. attendance
  • Student affairs fundraising dollars earned per year via OSU Foundation site or other funding

Co-Chairs:

  • Jenny Haubenreiser
  • Dan Larson

GOAL 5

Professional Learning

Provide professional learning opportunities that will inspire, empower, and prepare all Division of Student Affairs staff to contribute to the advancement of the strategic goals and the success of all students.

Strategies:

  • Provide the division with a professional development framework that incorporates evidence-informed practices and embodies the spirit of inspiration and empowerment
  • Develop a dynamic division-wide learning agenda that prepares and supports staff to effectively advance the goals of the strategic plan

Metrics:

  • Satisfaction reports on student affairs staff and faculty climate survey
  • Number of outcomes-based Student Affairs Educators Forum (SAEF) sessions
  • Number of student affairs staff who attend SAEF sessions
  • Percentage of student affairs staff retained per year

Co-Chairs:

  • Carolyn Boyd
  • Susie Brubaker-Cole
  • Jen Humphreys