Strategic Plan for Office of Student Life & Event Services

Context For Planning

GRAND VALLEY STATE UNIVERSITY

Office of Student Life Strategic Plan

2016-21

INTRODUCTION: This plan for the Office of Student Life (OSL) is designed to support the overall Grand Valley State University 2016-21 plan to strengthen teaching, learning, scholarship and connection and improve outcomes in educating students and contributing to society. The OSL Strategic Plan (2016-21) has been created through the use of several complementary, guiding documents, including the following: " OSL Self-Study, utilizing CAS Standards (2011) " Results of external evaluation and planning (2012) " Results of internal staff and student evaluation (2016) " GVSU Strategic Plan (2016-21) and Division of Student Services Strategic Plan (2016-21), OSL Program Review (2017). OSL staff were asked to review previous planning documents and assess their progress in regards to previously identified priority areas, goals and objectives and to craft new objectives in light of that progress and / or newly identified priorities. The following strategic plan is the result. We will use this document to guide our work and the future assessment of that work.

2017 Program Review Priorities:

The Office of Student Life conducted a Program Review in 2017, which included (1) benchmarking research, (2) an internal CAS Self-Study, and (3) external review. Results from this Program Review evaluation processes have been used to guide the work of the OSL and the collection of data to continuously assess our work.

Mission

The GVSU Office of Student Life empowers students to effectively engage with their communities through intentionally designed and inclusive programs, services and environments. Student Life fosters learning, development, wellness, and success for students at Grand Valley State University.

Vision

The OSL strives to engage students in a variety of experiences that will offer opportunities for personal growth and development, balanced with academics. Through the many programs, services and leadership opportunities offered, students are provided with a collaborative environment to gain skills that will shape their lives, their professions and their societies.

Value Statement

Student Life fosters learning, development, wellness, and success for students at Grand Valley State University. We apply the following values to our work.

o Inclusiveness -- providing environments where the unique voices of all are included, engaged and supported

o Personal Responsibility -- expecting integrity, honesty, and accountability at all times

o Community -- engaging students in active leadership and service; celebrating campus rituals and traditions; preparing students to contribute their talents within a global society

o Sustainability modeling responsible use of human, fiscal and natural resources.

o Collaboration -- partnering with students, faculty, staff and external constituents in order to realize shared goals

o Innovation -- fostering critical and creative thought to continually strengthen our programs and services and environments

Strategic Priorities, outcomes, and key objectives

Strategic Priority Area 1: Actively engage learners at all levels.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 1.A.1

The Community Service Learning Center will demonstrate a 25% increase in the number of CSLC participants that are first year students by 2021.

Baseline

515 FY students in Service Tracker (30 hours or less as classified in Banner) of our 2032 entries for 2015-16 (11.4% of incoming 4,500 students).

Progress

2019 Status
Substantive Progress
Total FY student participants in CSLC programs for Fall 2019 is 378.

2018 Status
Substantive Progress
During Fall 2018 (from the last date of reporting, in Sept. 2018) 408 first year (FY) students have participated in CSLC programs and services. This number, for F18 alone, has us tracking to exceed our previous academic year number of 680 FY student participants during 2017-18.

Objective 1.A.2

Greek Life will demonstrate a 15% increase in the number of Greek Life participants by 2021.

Baseline

2015-16: Greek Life Overall New Member Total: 612 Greek Life Community Total: 1032 Total of above students: 1644

Progress

2019 Status
Minimal Progress
Update as of 12/2019: Greek Life new member total - 414; Greek Life active member total - 1118. Community total members - 1532.

2018 Status
Substantive Progress
As of Dec. 2018: Greek Life Overall New Member Total:535 Greek Life Community Total:1373 Total of Above Students: 1908

Objective 1.A.3

Registered student organizations (RSOs) will sustain levels of student participation in RSOs, equal or greater to level of participation in 2018.

Baseline

2015-16: Total new OrgSync users: 4,513

Progress

2019 Status
Minimal Progress
28,936 Active Users. All GV students have been uploaded to the LakerLink system, however archiving inactive students will result in the permanent loss of student data and is not an ideal process to automate. For this reason, it will be more difficult to promote clean and active student org rosters as we had originally hoped, making this strategic goal unattainable in its current form. .

2018 Status
Minimal Progress
A report of “new users” is no longer able to be pulled or tracked in LakerLink system. Via LakerLink OSL staff can now only report “Active Users.” Currently we have 26,590 Active Users. This is a false number due to outdated data. We are currently in the process of trying to remove outdated users and to upload active students so this number will be accurate.

Outcome B: Grand Valley is diverse and inclusive.

Objective 1.B.1

All student site leaders will be trained using ACTIVATE modules, which educate students about power, privilege and identity as preparation for community engagement with diverse communities. We will also continue to collaborate with the Division of Inclusion and Equity and the Social Justice Centers in further development of ACTIVATE.

Baseline

No previous baseline established. To be established in W19 through access to BB modules.

Objective 1.B.2

To further educate student organization advisors in inclusion and equity topics through mandated online organization renewal training.

Baseline

This will be the first offering of this training.

Progress

2019 Status
Not Yet Initiated
I&E was unable to provide me with their piece of the training video in time. This will now be implemented in 2020.

Objective 1.B.3

To diversify the Transitions Leader volunteer group used for Transitions New Student Orientation in order to better reflect the diversity of GV’s campus.

Baseline

2015 – 2018 TL data

Progress

2019 Status
Minimal Progress
Housing and Residence Life has agreed to the proposal of the Transitions Leader and Resident Assistant partnership for the Transitions program. Housing hires a very diverse pool of RA candidates so this will help significantly with equal representation at Transitions. UPDATE 12/2019: The relationship between TL’s and RA’s was overall a successful one. Housing has agreed to continue with the new arrangement into fall 2020.

Strategic Priority Area 2: Further develop exceptional personnel.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 2.A.1

Increase the level of preparedness and support that staff and graduate students for RSO walk-in advising by providing a minimum of one training per semester.

Baseline

No baseline currently exists.

Progress

2019 Status
Substantive Progress
This is an on-going training which takes place every semester.

2018 Status
Minimal Progress
A student advising training was completed with staff and GA’s in August 2018 in preparation for fall semester, including changes for the student organization funding process and updated Laker Link software. The RSO advising handbook was revised and updated. The advising schedule is reviewed weekly during Student Life staff meetings.

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 2.E.1

Create a detailed OSL organizational chart with staff roles and responsibilities.

Baseline

Current OSL organizational chart

Progress

2019 Status
Achieved
Complete.

Objective 2.E.2

Increase the level of preparedness for 2020 Information Desk, Event Services and Building Manager student staff by providing a minimum of one training per semester.

Baseline

Baseline TBD in 2018.

Progress

2019 Status
Substantive Progress
UPDATE 5/2019: Full staff training was done on January 6, 2019. All Kirkhof Center / Event Services student staff attended a 60-minute brainstorming session as to how to improve our services and level of service. The training was very well-received and the feedback positive. UPDATE 11/19: Winter semester training will take place on Sunday, January 5, 2020.

2018 Status
Minimal Progress
Initial training took place on Sunday, 1/7/19. Assessments have been sent out. Responses will be processed and information collected will be shared.

Strategic Priority Area 3: Ensure the alignment of institutional structures and functions.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 3.A.6

The Student Leadership Development Taskforce will educate students about the process of leadership and assess their learning.

Baseline

Currently no baseline exists.

Progress

2019 Status
Not Yet Initiated
The Leadership Taskforce has not yet been initiated.

Objective 3.A.7

On average, students participating in CSLC programs and activities will report levels of "confident" or "very confident" in response to civic learning outcomes.

Baseline

Average scores from 910 students attending CSLC programs on 3 student centered outcomes are below. (1=Not confident; 2= Somewhat confident; 3= Confident; 4=Very confident) “I have gained knowledge concerning communities and cultures different than my own.” (3.24 / 4) “I am more committed to my role as an active citizen in the community and as a result, I intend to continue serving in the future.” (3.36 / 4) “I am able to describe how my civic participation impacts the community.” (3.18 / 4)

Progress

2019 Status
Substantial Progress
Dec. 2019: Average of both outcomes: 3.58/4 (+.13 from 2018-2019) Outcome 1: I can identify an issue affecting the community and engage others in working towards a solution. (3.56/4) Outcome 2: I am able to describe how my civic participation impacts the community (3.60/4)

2018 Status
Substantive Progress
Average score on 3 student civic learning outcomes measured in all CSLC programs was 3.51 / 4, with 3 = "confident" and "4" = very confident. This is a .25% increase from 2017-18.

Objective 3.A.8

Intentionally collaborate on five specific internal programs within OSL Team GOLD (Greek, Organizations, Leadership). Internal collaboration for five internal programs.

Baseline

No current baseline.

Progress

2019 Status
Substantive Progress
Team GOLD intentionally collaborated on 2 sessions of the Venderbush Leadership Reception, Leadership Summit, Chapter of Excellence, and Campus Life Night.

2018 Status
Minimal Progress
Team GOLD intentionally collaborated on 2 sessions of the Venderbush Leadership Reception, Leadership Summit, Chapter of Excellence, and Campus Life Night.

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 3.C.2

Supporting Institutional Objective 3.C.2: The Civic Engagement Collective Data and Assessment Team, led by Associate Director of Student Life for Civic Engagement and Assessment, will collaborate with campus partners to develop a systematic approach to documenting civic engagement, per institutional objective.

Baseline

Currently there is no such system.

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 3.E.1

Complete an update of OSL office processes, procedures and policies in order to inform and support Division Objective 1.E.1.

Baseline

Not yet determined. Review previous task lists to generate a new list of potential processes needed. Review website version to see if it is compatible for access needs by 7/1/16.

Progress

2018 Status
Achieved
An update of OSL office processes and policies is complete.

Objective 3.E.2

Increase collaboration between campus and community partners in at least 6 Laker Traditions programs.

Baseline

Currently we collaborate with a variety of community partners. We collaborate with Campus Recreation during Family Weekend, The Gayle R. Davis Center for Gender Equity during the Spring Concert, Campus Dining during Sibs N Kids, and Campus Dining during ExtravaGRANDza (4 collaborations in 2016).

Progress

2019 Status
Substantive Progress
Fall semester 2019 - we continued our partnership with RecWell and Family Fare for the Family Weekend 5K. PNC provided color changing cups at Campus Life Night. LMCU sponsored our MADD shirts. We built a new relationship with Campus View who sponsored 5,000 shirts for our class photo. In the past the partnership was with Athletics but we worked directly with Campus View to secure the shirts. CAB collaborated with the following: Athletics - showing Avengers movie in stadium for Transitions LGBT Center - Rocky Horror Picture Show (won a NACA award for program) OMA - Hispanic Heritage month (movie and karaoke)

2018 Status
Substantive Progress
During Fall semester 2018, we continued our partnership with Campus Recreation in hosting the Family Weekend 5K. We partnered with Development to host the Family Weekend Tailgate celebration. Off-campus partners who we collaborated with included: LMCU (Homecoming and Make a Difference Day t-shirts), PNC Bank (provided water bottles for Campus Life Night), Family Fare (co-sponsoring Family Weekend 5K).

Objective 3.E.3

Provide adequate space and support for Event Services and Student Life programs and services.

Baseline

We currently have the 2015 space proposal which needs to be implemented.

Progress

2019 Status
Substantive Progress
Consultants conducted several campus visits during the summer and fall semester. The Kirkhof study was one part of the RFP which also included Housing and Campus Dining. Site visits included meeting with many stake holders including student leadership, student media, under represented student populations, student veterans, student media, Student Senate, cultural organizations, academic departments, Student Life, Campus Dining, Event Services. Campus input about what a student center should be and what it is currently was collected. The consultants are finalizing data collected and are in the process of summarizing findings and preparing to formally present their findings to the university in winter semester 2020.

2018 Status
Substantive Progress
Currently undergoing a study of the purpose of the Kirkhof Center as the student center on campus. Met with consultants and students to discuss the scope of what a student center should be in January 2019. Now in the process of considering RFPs for a consultant to do program assessment. We will continue to work with students, consultants and do site visits at other institutions with a goal of having a report and recommendation for KC space by December 2019. Stakeholders involved in this process include representatives from Student Senate, student leaders, Event Services and other university stakeholders.

Strategic Priority Area 4: Enhance the institution's image and reputation.

Outcome D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.

Objective 4.D.1

Implement OSL department marketing campaign to encourage student engagement in campus life experiences that will enhance and support student success.

Baseline

Currently there is not an electronic magazine nor a television channel. There are currently 2,407 people who follow the OSL Facebook page and 5,126 people who follow the OSL twitter.

Progress

2019 Status
Substantive Progress
We continue to write articles for the newsletter, and we hired more editorial staff. We’ve continued to see steady follower growth on social media: Facebook 4670, Twitter 7548, Instagram 3901. Continued Laker Hub growth: over 100 slides this semester (F19), and multiple videos. Involvement Ambassadors continued to connect with students in new ways, including meeting with students for personalized involvement recommendations, and tabling in Kirkhof with a photo booth.

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