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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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