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
2020 Status
Minimal Progress
Unable to measure due to COVID constraints.
2019 Status
Substantive Progress
Total FY student participants in CSLC programs for Fall 2019 is 378.
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
2020 Status
Substantive Progress
Update as of 1/2020: Greek Life new member total - 242; Greek Life active member total - 1,183; Community total members - 1425
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.
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
2020 Status
Not Yet Initiated
This has become a bad data point and not information that we can readily access due to changes in systems and reporting. Moving forward this goal will be adapted to better reflect our needs and what is capable within our technological constraints. We will also better work with Registrars to keep LakerLink database active by archiving
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. .
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.
Progress
2020 Status
Substantive Progress
Due to COVID, we do not currently have site leaders for our programs, so this objective is currently paused.
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
2020 Status
Substantive Progress
Content was delivered through required renewal process in fall 2020. All org officers received I & E approved and reviewed training. Will work to make a more custom and student org leadership specific content for fall 2021 Ignite content.
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
2020 Status
Achieved
Obj. 1.b.3 is permanently resolved with our partnership with HRL RA's.
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
2020 Status
Minimal Progress
Drop in advising was suspended due to Covid and in office reduced staffing. The student organization development team handled the majority of needs of the student organizations. We will revisit staffing roles related to this level of work in the office for Fall 2021.
2019 Status
Substantive Progress
This is an on-going training which takes place every semester.
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
2020 Status
Substantive Progress
Student staff training was completed on Sunday, January 17, 2021. This training included the following student employee groups:
Kirkhof Center building managers
2020 Information Desk
Event Services
Promotions Office
Office of Student Life student staff
The following topics were covered in the training:
DEI module
Customer service training
FERPA training
General office protocol training
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.
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
2020 Status
Not Yet Initiated
Leadership development resources and staffing have decreased over the past several years, in the opposite direction of the recommendation to form a taskforce to enhance. During 2018-2019, staffing constraints resulted in this not being a priority (staffing time was dedicated to the Fraternity and Sorority Task Force) and 2019-2020 staffing constraints resulted in this not occurring again (vacant FSL position for 9 months) followed by the pandemic. As the OSL staff evolves due to covid impacts (VIP, etc.), this area of the office may not be prioritized for the future.
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
2020 Status
Minimal Progress
Average of both outcomes: 3.165 / 4 (ALL F20 programs = virtual)
Outcome 1: I can describe how my civic participation impacts my community. (3.11/4)
Outcome 2: I can consider the complexities of an issue, limits, and multiple points of view. (3.22/4)
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)
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
2020 Status
Minimal Progress
CAB continues to collaborate with multiple campus and community partners on events. COVID forced cancelation of some events but we will continued to seek collaboration opportunities.
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.
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
2020 Status
Substantial Progress
IDS study completed in early 2020. Report findings, based on student feedback and benchmarking against other state universities, indicate the need for architectural interventions to meet the needs of our students.
The building currently presents a poor first impression and is not representative of GVSU (no branding)
Wayfinding is difficult
Students reported that the building is transactional, grab-and-go, not a destination.
The Russel H. Kirkhof Center lacks modern style and amenities.
Recommendations:
Create a signature GVSU experience in the Russel H. Kirkhof Center
Decompress the building by removing non-mission critical uses and replace with more student-focused social space
Create a Veterans Center that reflects GVSU’s institutional commitment and meets student needs. (Completed January 2021)
Integrate student organizations, social justice centers, and collaboration spaces in a two-story student involvement suite
Right-size and co-locate administrative functions
Possible replacement of the east wing of the building to create open and welcoming space for students
The full IDS report has been shared with the President and other GVSU administrators. There is interest in moving forward with improvements to the Russel H. Kirkhof Center. The extent of improvements is yet to be determined.
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.
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
2020 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.
Continued Laker Hub growth and multiple videos.
Involvement Ambassadors continued to connect with students in new ways, including meeting with students for personalized involvement recommendations.
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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