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
2019 Status
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
2019 Status
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
2019 Status
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
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
2019 Status
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
2019 Status
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
2019 Status
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
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
2019 Status
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
2019 Status
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
2019 Status
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
2019 Status
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
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
2018 Status
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
2019 Status
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
2019 Status
Back to list
