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Office of the Vice Chancellor for Student Affairs Strategic Plan Framework Goals, Initiatives, and Metrics Prepared By Tom Grayson

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Presentation on theme: "Office of the Vice Chancellor for Student Affairs Strategic Plan Framework Goals, Initiatives, and Metrics Prepared By Tom Grayson"— Presentation transcript:

1 Office of the Vice Chancellor for Student Affairs Strategic Plan Framework Goals, Initiatives, and Metrics Prepared By Tom Grayson

2 Office of the Vice Chancellor for Student Affairs Indicators Work Group - Members Brian Farber, Office of Student Conflict Resolution Mulugeta Ferede, Illini Union Priscilla Fortier, Office of Minority Student Affairs Tom Grayson, Evaluation and Assessment in Student Affairs Jennifer Larson, Assembly Hall Gary Miller, Campus Recreation Mary Anne Miller, McKinley Health Center Gail Rooney, The Career Center Jim Rooney, Housing Kenneth Wang, Counseling Center

3 Background  Department Heads Retreats – In-depth discussions of SA’s strategic plan including vision, mission, values and initiatives and goals were held. Consensus on four priority strategic goals was reached.  Creation of the Student Affairs Indicators Work Group – In December of 2008, Department Heads appointed members to the work group. First meeting of the work group was on January 7,  Charge of the work group: 1. To identify progress indicators that could be used to assess whether Student Affairs was making progress toward achieving its four priority strategic goals, and 2. To determine how such progress data could be captured, reported and used.  Modus Operandi – Reviewed both the University of Illinois’ strategic plan and Student Affairs strategic plan with an eye toward alignment; Employed practical guidelines for identifying and developing metrics; Held multiple thoughtful discussions on substantive areas leading to a draft of a strategic framework for data collection and reporting; Wrote multiple iterations of drafts; and, sought and received feedback from the Provost’s Office, and the Vice Chancellor and Associate Vice Chancellors for Student Affairs.  Department Heads Retreats – In-depth discussions of SA’s strategic plan including vision, mission, values and initiatives and goals were held. Consensus on four priority strategic goals was reached.  Creation of the Student Affairs Indicators Work Group – In December of 2008, Department Heads appointed members to the work group. First meeting of the work group was on January 7,  Charge of the work group: 1. To identify progress indicators that could be used to assess whether Student Affairs was making progress toward achieving its four priority strategic goals, and 2. To determine how such progress data could be captured, reported and used.  Modus Operandi – Reviewed both the University of Illinois’ strategic plan and Student Affairs strategic plan with an eye toward alignment; Employed practical guidelines for identifying and developing metrics; Held multiple thoughtful discussions on substantive areas leading to a draft of a strategic framework for data collection and reporting; Wrote multiple iterations of drafts; and, sought and received feedback from the Provost’s Office, and the Vice Chancellor and Associate Vice Chancellors for Student Affairs.

4 Mission Enhanced knowledge & appreciation of diversity Environmentally sound & culturally relevant facilities Clarity and enhancement of the student experience at Illinois Creation and sustainment of collaborative partnerships Leadership for the 21 st century Academic excellence Breakthrough knowledge and innovation Transformative learning environment Access to the Illinois experience Strategic Goals Vision Student Affairs successfully transforms the lives of students, preparing them for citizenship in a global community. Its programs and services will attain a preeminence that will serve as a model for other universities. Student Affairs transforms lives. We provide quality programs, services, facilities and living environments that create the Illinois experience at Urbana-Champaign which empowers students to achieve the greatest potential in their personal and academic development. The University of Illinois will transform lives and serve society by educating, creating knowledge, and putting knowledge to work on a large scale and with excellence. Mission Become the preeminent public research institution Vision Student Affairs – Vision, Mission & Strategic Goals University of Illinois – Vision, Mission & Strategic Goals A l i g n m e n t

5 Vision The vision and values of Student Affairs drive its strategic goals Student Affairs successfully transforms the lives of students, preparing them for citizenship in a global community. Its programs and services will attain a preeminence that will serve as a model for other universities. Student Affairs subscribes to a set of core beliefs that informs and guides staff members in carrying out their responsibilities and working with colleagues, students, and other constituents. Through words and actions, Student Affairs aspire to serve students and treat students campus colleagues, and other key constituents with honesty, respect, and civility. Our values include: -- Excellence -- Diversity and inclusiveness -- Risk taking, innovation and the ability to recognize failure as part of the learning process -- Responsibility, accountability and integrity -- Education and development of the whole person -- Life-long learning and achievement Values

6 Goal I:Enhanced knowledge & appreciation of diversity Goal II:Environmentally sound & culturally relevant facilities Goal III: Clarity and enhancement of the student experience at Illinois Goal IV:Creation and sustainment of collaborative partnerships Goal I:Enhanced knowledge & appreciation of diversity Goal II:Environmentally sound & culturally relevant facilities Goal III: Clarity and enhancement of the student experience at Illinois Goal IV:Creation and sustainment of collaborative partnerships Strategic Goals

7 Strategic Initiatives or Work Streams for Goal I Goal I: Enhanced knowledge & appreciation of diversity a.Develop intercultural competencies (e.g., knowledge, attitudes, behaviors) b.Recruit, support and retain underrepresented and low-income populations c.Expand and enhance programming to meet priority needs of diverse populations (e.g., under-represented students, veterans, individuals with disabilities) d.Hire and retain underrepresented staff Goal I: Enhanced knowledge & appreciation of diversity a.Develop intercultural competencies (e.g., knowledge, attitudes, behaviors) b.Recruit, support and retain underrepresented and low-income populations c.Expand and enhance programming to meet priority needs of diverse populations (e.g., under-represented students, veterans, individuals with disabilities) d.Hire and retain underrepresented staff

8 Strategic Initiatives or Work Streams for Goal II Goal II: Environmentally sound & culturally relevant facilities a.Plan for the development and construction of environmentally sound and culturally relevant facilities (e.g., gender sensitivities, ADA requirements) b.Continue to update and maintain existing facilities (e.g., Arcade, Turner Building, McKinley Health Center, etc) c.Promote the sustainability and energy conservation in all Student Affairs buildings d.Invest in management of information and technology infrastructures e.Continue rebuilding the Champaign area residence halls and dining center f.Continue involvement in the Orchard Downs project to meet the housing needs of students with families g.Continue renovations of infrastructure and mechanical systems in the Illini Union for energy conservation and air-conditioning h.Develop a plan to restructure the Assembly Hall to meet future needs Goal II: Environmentally sound & culturally relevant facilities a.Plan for the development and construction of environmentally sound and culturally relevant facilities (e.g., gender sensitivities, ADA requirements) b.Continue to update and maintain existing facilities (e.g., Arcade, Turner Building, McKinley Health Center, etc) c.Promote the sustainability and energy conservation in all Student Affairs buildings d.Invest in management of information and technology infrastructures e.Continue rebuilding the Champaign area residence halls and dining center f.Continue involvement in the Orchard Downs project to meet the housing needs of students with families g.Continue renovations of infrastructure and mechanical systems in the Illini Union for energy conservation and air-conditioning h.Develop a plan to restructure the Assembly Hall to meet future needs

9 Strategic Initiatives or Work Streams for Goal III Goal III: Clarity and enhancement of the student experience at Illinois a.Gain greater understanding of the student experience though evaluation and assessment of programs and services b.Increase students’ transformative learning experiences (e.g., critical thinking, civic engagement, humanitarianism, persistence and academic achievement, interpersonal and intrapersonal competence, knowledge acquisition, integration and application, and practical competence) c.Expand and strengthen civic engagement, career development and leadership opportunities for students d.Create new or expand existing programming and services to enhance the health and wellness of students e.Create and sustain a welcoming and safe community for students f.Promote a campus climate that is conducive to the learning and development of students g.Increase engagement or connections of students with public service programs and local schools Goal III: Clarity and enhancement of the student experience at Illinois a.Gain greater understanding of the student experience though evaluation and assessment of programs and services b.Increase students’ transformative learning experiences (e.g., critical thinking, civic engagement, humanitarianism, persistence and academic achievement, interpersonal and intrapersonal competence, knowledge acquisition, integration and application, and practical competence) c.Expand and strengthen civic engagement, career development and leadership opportunities for students d.Create new or expand existing programming and services to enhance the health and wellness of students e.Create and sustain a welcoming and safe community for students f.Promote a campus climate that is conducive to the learning and development of students g.Increase engagement or connections of students with public service programs and local schools

10 Strategic Initiatives or Work Streams for Goal IV Goal IV: Creation and sustainment of collaborative partnerships a.Develop mutually beneficial collaborative partnerships within student affairs and with other University units and departments b.Promote the collaborative identity of student affairs and partners to enhance fund-raising and serve students c.Coordinate and enhance communication with students’ parents d.Continue to enhance the student affairs website for effective communication with on and off-campus constituents Goal IV: Creation and sustainment of collaborative partnerships a.Develop mutually beneficial collaborative partnerships within student affairs and with other University units and departments b.Promote the collaborative identity of student affairs and partners to enhance fund-raising and serve students c.Coordinate and enhance communication with students’ parents d.Continue to enhance the student affairs website for effective communication with on and off-campus constituents

11 UnderstandableCan the performance measure be easily and clearly communicated? ControllableCan the results be controlled or significantly influenced under a designated plan? Is the measure time-bound? ActionableCan action be taken to improve performance? CredibleIs the measure resistant to manipulation? MeasurableCan the measure be quantified? Cost effective to accessCan the data to support the measure be accessed cost effectively? Aligned with goalsIs the measure aligned with a goal? IntegratedCan the measure be linked both down and across the departments? RelevantIs the measure reliable, realistic, achievable? UnderstandableCan the performance measure be easily and clearly communicated? ControllableCan the results be controlled or significantly influenced under a designated plan? Is the measure time-bound? ActionableCan action be taken to improve performance? CredibleIs the measure resistant to manipulation? MeasurableCan the measure be quantified? Cost effective to accessCan the data to support the measure be accessed cost effectively? Aligned with goalsIs the measure aligned with a goal? IntegratedCan the measure be linked both down and across the departments? RelevantIs the measure reliable, realistic, achievable? Indicators Criteria Indicators can be both quantitative and qualitative

12 Strategic Plan Framework - Metrics Student Affairs successfully transforms the lives of students, preparing them for citizenship in a global community. Its programs and services will attain a preeminence that will serve as a model for other universities. Vision Goals Enhanced knowledge & appreciation of diversity # of new and/or renovated facilities planned # of new and/or renovated facilities completed Amount spent for management and technology infrastructures ($000) Level of deferred maintenance ($000) Energy consumption (BTUs) Utility Expenses ($000) # and type of programs, services or events offered to students # of students having participated in each program, service or event # of academic professionals having participated in multicultural training programs or conferences % of underrepresented academic professionals employed in SA units % of underrepresented academic professionals hired by SA units # of students having participated in leadership experiences by program # of students having participated in career development by program # of students having participated in civic engagement by program # of student employees working in SA units # of student volunteers working in SA units # of students having participated in internships or practicums offered by SA # of students having participated in research experiences (grant awards) offered by SA # of students having participated in programs to enhance health, safety and wellness # of students having participated in non- credit programs # of students having participated in courses with joint SAs sponsorship Amount of funds dedicated to support collaborative partnerships # of parents having attended programs or events Amount of grant awards with a focus on partnerships acquired # of partnerships with local community-based organizations # of collaborative programs between SAs and AAs units # of collaborative programs across SAs units # of credit-bearing courses jointly sponsored by SAs and AAs Metrics Environmentally sound & culturally relevant facilities Clarity and enhancement of the student experience at Illinois Creation and sustainment of collaborative partnerships Excellence; Diversity and inclusiveness; Risk taking, innovation and the ability to recognize failure as part of the learning process; Responsibility, accountability and integrity; Education and development of the whole person; life-long learning and achievement Values

13 Data Capture Responsibilities Division Level Progress Indicator Division Profile Metric (in DMI) Department Specific Metric Division Level Progress Indicator Division Profile Metric (in DMI) Department Specific Metric  Minimum of 3-5 years of data (assuming availability)  Up to 10 years worth of data into the Campus Profile  * Qualitative metrics stored by the department Captured centrally Captured by department Input into Campus Profile *

14 Proposed Annual Report of Student Affairs’ Strategic Plan Progress Are we making progress toward achieving our goals? Executive Summary of:  Relative trends  Peer benchmarking  Key actions taken Enhanced knowledge & Appreciation of Diversity Environmentally Sound & Culturally Relevant Facilities Clarity and Enhancement of the Student Experience at Illinois Creation and Sustainment of Collaborative Partnerships Internal Version: Student Affairs report format, with detailed metrics for all goals with specific commentary regarding division and individual department progress Public Version: Color booklet highlighting key division-level metrics with select benchmarks and commentary

15 Committee Insights  Creating a strategic framework is recursive or iterative; it keeps looping around instead of simply unfolding in a linear fashion. There is overlap as well as discontinuity.  The strategic framework is not fixed. Things happen, priorities shift, change occurs. Identifying and selecting strategic goals are marked by ambiguity and uncertainty, and clarification is almost certain to prove to be a requirement.  A decision on what to measure is primarily determined by the strategic goals. However, the decision is not necessarily a choice from among alternatives but it is mostly a commitment to a particular course of action. The axiom is, “what gets measured, gets done” or “if it's not measured, it won't get done.”  Even after being informed by data, the making of strategic decisions is (or can be) a hotly and intently political activity; it’s not all neat and rational; there is bargaining, persuading and co-opting to consider.  Like any other process, assessing progress toward achieving strategic goals must be managed and supported by the top down.  Creating a strategic framework is recursive or iterative; it keeps looping around instead of simply unfolding in a linear fashion. There is overlap as well as discontinuity.  The strategic framework is not fixed. Things happen, priorities shift, change occurs. Identifying and selecting strategic goals are marked by ambiguity and uncertainty, and clarification is almost certain to prove to be a requirement.  A decision on what to measure is primarily determined by the strategic goals. However, the decision is not necessarily a choice from among alternatives but it is mostly a commitment to a particular course of action. The axiom is, “what gets measured, gets done” or “if it's not measured, it won't get done.”  Even after being informed by data, the making of strategic decisions is (or can be) a hotly and intently political activity; it’s not all neat and rational; there is bargaining, persuading and co-opting to consider.  Like any other process, assessing progress toward achieving strategic goals must be managed and supported by the top down.


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