Student Affairs Strategic Directions
VICE CHANCELLOR
ADMINISTRATIVE UNIT
Strategic Direction 1
Enhance the university’s reputation, visibility, and
influence.
- Computer Support Services
- Coordinate
Student Affairs department web pages to make them consistent and
informative.
- UPD
- Develop
a plan in conjunction with the Department of Criminology, Sociology and
Geography to provide police officer training opportunities for this
region of the state.
- Place
a special logo on police vehicles signifying the Centennial celebration.
- Enhance
and retain quality police officers by offering an incentive for degree program
completion and remaining at ASU.
- Parking Services
- Develop
and implement a visitor and invited guest parking strategy that
encourages the public to utilize and benefit from ASU’s educational
resources and to invest in the teaching, research, and service activities
on campus.
- Enhance
the appearance and function of the ASU-Jonesboro parking infrastructure
by developing and implementing a full-scale maintenance program.
Strategic
Direction 2
Enhance learning by focusing on the institution’s
priorities – teaching, research, and service.
- Administration
- Work
with private foundations, state and municipal entities and grassroots
organizations to determine the services needed in Delta communities that
can be provided by our Student Affairs staff and students.
- Computer Support Services
- Offer
specific training opportunity for staff members on the latest technology,
such as, digital cameras, web cameras, document imaging, file storage on
CD or DVD, web conferencing and virtual meetings.
- UPD
- Integration
of the police department into the university environment will enhance the
feeling of safety and create a more user friendly campus making our
services more available to faculty, staff and students.
Strategic Direction 3
Develop a cohesive campus community based on strong shared governance,
excellent communication, and mutual respect.
- UPD
- Introduce police personnel into the
daily life of the university by increasing physical presence, enhancing
communication with faculty, staff and students to develop partnerships.
- Parking
Services
- Provide
interactive online services that allow the campus community and general
public to access parking functions, maps, and time-sensitive information.
Strategic Direction 4
Develop a culture of assessment to enhance educational institutional outcomes.
- UPD
- Develop
better relationships with members of the student judiciary to better
assess the judiciary process to work fairly with all who come into
contact with the system throughout the process, from first contact with a
police officer on to the discipline/punitive/education phase.
- Parking Services
- Develop
and implement an ongoing assessment procedure to identify needed
improvements and enhancements in the campus parking infrastructure,
customer services, and communications.
Strategic Direction 5
Increase enrollment, retention rate, and graduation rate
of both undergraduate and graduate students.
- Computer Support Services
- Residence
Hall Area: Setup a Tech Day training session for students living in
the residence halls.
- Provide
information on the types of services provided by Student Affairs Computer
Support possibly at New Student Orientation
- UPD
- Develop
a series of training classes for parents of currently enrolled students and
parents of prospective students. Training sessions will cover several
aspects of safety on campus and what they and their child can do to
assist in making this the safest campus in the country.
Strategic Direction 6
Enhance the diversity and inclusiveness of students, faculty, staff, and
curriculum.
- UPD
- Actively
recruit minority candidates for police officer and staff positions by
using our current minority officers as recruitment liaisons.
- Administration
- Provide
divisional training to supervisors and staff on hiring, evaluations,
motivation and management techniques that foster an inclusive work
environment.
Strategic Direction 7
Increase resources to the university.
- Administration
- Seek
alternative funding sources through private foundations, federal and
state grants and private contracts.
- Seek
out partnerships with businesses, other educational institutions and
organizations with similar/complementary goals to maximize economies of
scale and pool resources.
- Computer Support Services
- Develop
a fee based computer support system for all enrolled students.
- Provide
support for the products we give to our student for free (Microsoft
Windows and Microsoft Office)
- Provide
services like: Installation of Microsoft Windows, Installation of
Microsoft Offices Suite, and virus removal.
- UPD
- Introduce
fees for those services not directly tied to safety which are currently
provided for free, such as fingerprinting and boosting and unlocking
vehicles. While these services are
a great incentive to our faculty, staff and students, they do require
time and equipment to perform.
Strategic Direction 8
Strategically manage resources among divisions and colleges based on
institutional priorities.
- Administration
- Develop
a budgeting system that would allow effective and efficient reallocation
of resources that reflects the priorities of the individual departments
and the division as a whole.
- Monitor
the budget process to assure resources are used wisely and in line with
department missions and goals.
- Reallocate
resources from those programs/departments that are not successful to
those that are reaching/exceeding their goals.
- Establish
a defined cyclical strategic planning model to assess department/unit
mission statements, goals and objectives.
CAMPUS LIFE UNIT
Strategic Direction 1
Enhance the
university’s reputation, visibility, and influence
- Residence Life
- Develop
and implement a marketing strategy to increase residence hall
occupancy. Focus on quick and
simple but powerful contacts with students. Goal is to have students think about
living on campus more. A marketing
calendar will assist in coordinating the departmental efforts.
- Maintain
a user-friendly, up to date, and attractive website.
- Provide
quality brochures to prospective students.
- Provide
oral and written communications to students during recruitment days
- Strengthen
building tours by upgrading showrooms and providing informative scripts
to tour guides.
- Student Development and Leadership
- Change
campus entry way banners to electronic message boards
Strategic Direction 2
Enhance learning by
focusing on the institution’s priorities – teaching, research, and service
- Residence Life
- Implement
service learning programs
- Foster
personal growth and development through leadership opportunities,
teachable moments, and community involvement
- Student Development and Leadership
- Establish
non-credit, leisure class program out of the Student Union
- Create
an off-campus retreat center managed by the Student Union
- Offer
facilities to host college student events such as debate tournaments,
student leadership summer camps, etc.
Strategic Direction 3
Develop a cohesive
campus community based on strong shared governance, excellent communication,
and mutual respect
- Residence Life
- Redefine
the mission of the Residence Hall Association. Assist the student leaders in
developing more ownership.
Redefine officer development efforts. Place more emphasize on hall councils.
Strategic Direction 4
Develop a culture of
assessment to enhance educational institutional outcomes
- Residence Life
- Utilize
the internet to conduct surveys to assess the student’s level of
satisfaction with facilities, staff, programs, and services.
Strategic Direction 5
Increase enrollment, retention
rate, and graduation rate of both undergraduate and graduate students
- Residence Life
- Develop
and implement educational and social programs addressing the needs of our
clientele. Focus on programs that
will assist on campus students increase GPAs. Be proactive in introducing students to
academic success tips.
- Encourage
faculty and staff involvement in the residence halls. Establish a Faculty Appreciation
Day. Encourage hall council to
adopt faculty members.
- Develop
and expand programs, services and opportunities that address the needs of
nontraditional aged students and increase the enrollment of this
population in Indian Village
- Intramurals
- Increase
participation in intramurals particularly in the residential, non-Greek
population.
- Work
toward hosting state and/or regional intramural tournaments.
- Student Development and Leadership
- Leadership
Center staff to provide
on-site leadership programs at area high schools
- Present
annual high school yearbook workshop on campus
- Establish
annual high school quiz bowl tournament at the Student Union
- Offer
facilities to host high school FFA, FHA, FBLA, etc., conferences at the
Student Union
Strategic Direction 6
Enhance the diversity
and inclusiveness of students, faculty, staff, and curriculum
- Residence Life
- Encourage
diverse programming in the residence halls, Collegiate
Park, and Indian
Village. Utilize bulletin boards, themes, and
other sources to promote diversity awareness.
- Recruit,
select, and train diverse professional and paraprofessional staff
committed to student development.
Staff will be recruited through a comprehensive recruitment
process. Staff will receive
training via online training modules, in-services, professional
development, staff meeting, and semi annual training seminars.
- Student Development and Leadership
- Allocate
the financial resources for the construction of Student Recreation
facility as part of the ASU Centennial Campaign Fund
Strategic Direction 7
Increase resources to
the university
- Residence Life
- Complete
phase two of Indian Village
apartments
- Construct
a new residence hall
ENROLLMENT SERVICES UNIT
Strategic Direction 1
Enhance the university’s
reputation, visibility, and influence.
- The ArkACRAO
Craighead County Planning Program highlights our campus and its facilities
not only to prospective students and parents but to admissions representatives from other colleges and universities
as well.
- The ISSS helps to enhance the University’s reputation
and visibility through professional involvement at the national
level. In addition to participating
in a Fulbright program in Japan,
the director offers immigration workshops at regional and national
conferences and serving as a national curriculum writer. Moreover, she gives immigration advice
to international student advisers throughout the region.
- The Testing Center
attracts test candidates throughout the Delta region.
- The annual workshop in January for high school guidance
counselors is used to update counselors on new academic programs, building
projects, and other important ASU information.
Strategic Direction 2
Enhance learning by focusing on the institution’s
priorities – teaching, research, and service.
- Financial Aid Counselors spend many weekdays and many
evenings making presentations in area high schools about financial aid
awareness to promote college attendance by all high school seniors.
Strategic Direction 3
Increase enrollment, retention rate, and graduation rate
of both undergraduate and graduate students.
- Everything that the ISSS does is geared towards
increasing the retention and graduation rates of the international
students. This includes a special
international student orientation, social and academic programming,
information dissemination through a website and newsletters, and immigration
advising to help them to maintain their legal status.
- The ASU Testing
Center enhances student
academic success by providing all major standardized tests for
undergraduate enrollment, industry certification, or graduate school
admission.
·
The Office of
Admissions will contact all prospective students in our data base focusing on
the below students
o
Those students who live within a four-hour drive
of the ASU campus
o
Those who will succeed and graduate from ASU,
based on student profiling data from Institutional Research
o
Students of color or other members of an
underrepresented groups
o
Non-traditional students
·
Methods to be used for recruitment
o
Increased contacts with high school students
through direct mail publications
o
Added a fall session of “Returning to the
Classroom” to facilitate better non-traditional student recruitment.
o
Expanded use of internet
o
Expanded use of telemarketing
o
Increased presence of alumni/students in
recruitment
o
Strengthened relationships with high school
counselors
o
Increase efforts in electronic recruiting. A web recruiter should be added to develop
web-based recruitment tools such as chat rooms, interactive web pages, etc.
o
Develop a comprehensive alumni volunteer program
to assist in recruiting first-year students in targeted out of state regions.
o
Increase training efforts with admission
counselors to ensure they have comprehensive knowledge of ASU, effective
communication skills, and professional interaction with prospective students
and their parents throughout the recruitment process.
o
Improve communication among the departments of
the university regarding the admissions
process.
o
Provide timely answers to frequently asked
questions about the university by utilizing “Virtual Advisor,” an on-line
software package.
o
Increase access to the university through
on-line college fairs via the internet using “Chat
University,” an on-line college
fair software package.
o
Provide incentives to frequently visit the
Office of Admissions’ website by holding a weekly drawing for an ASU t-shirt.
o
Develop a communications plan for the guidance
counselor community to increase their knowledge of the admission process and
their understanding of academic programs and current services provided by ASU.
o
Attempt to create outreach programs to 8th to 10th graders in
local schools.
o
ASU must develop effective marketing strategies
to recruit transfer students; allocate resources to develop appropriate
advertising and communications plans that enable the public to know more about
ASU.
o
Review all campus services to see how their
operations impact an adult learner’s enrollment and success at ASU.
o
Secure new funding to initiate a “Beyond
Boundaries Transfer Scholarship” to attract two-year transfer students from
out-of-state.
o
Continue annual early intervention efforts by
Financial Aid & Scholarships Office’s to encourage applications for federal
and institutional aid for the upcoming school year.
o
A completely redesigned scholarship program was
launched for the entering class of 2004 fall that was built on predictive
modeling by researching ASU scholarships recipients for the past ten
years. Scholarship dollars have been
targeted to students who have shown the most interest in attending ASU and have
demonstrated academic achievement either at the high school level or at a
two-year college.
o
Development efforts should be enhanced to
promote new endowments and increase current endowments. As costs for tuition, fees, room, and board
increase, ASU is in critical need for endowed funds to supply need-based grants
to lower-income students. Need-based
scholarships are critical in the recruitment of students from disadvantaged
backgrounds.
o
Many ASU first-time students are first
generation students from the Arkansas Delta region. National statistics indicate that 86% of
students who need assistance from some type of student-service area do not ask
for it. A more proactive outreach effort
by the Financial Aid & Scholarships Office to connect with and offer
services to prospective students and their families would be an effective
recruitment tool.
o
Have financial aid outreach and admissions
personnel train high school counselors, school volunteers, community
volunteers, and others to assist economically disadvantaged and first
generation in college students with the admissions and financial aid processes.
o
Create a “coaching” system to work in
conjunction with the Office of Admissions to assist first-year students and
transfer students who need a little extra coaching with the financial aid
application procedures.
Strategic Direction 4
Enhance the diversity and inclusiveness of students,
faculty, staff, and curriculum.
- The Office of Admissions seeks to ensure that
diversity exists in all aspects of its recruiting effort by:
- Employing a diverse recruiting staff
- Ensuring publications capture campus diversity
- Creating a special brochure targeting students of
color
- Hosting “Discover Diversity Through You Leadership
Conference”
- Tracking the number of applications from students
of color
- The ISSS assists in this effort by advising and
assisting department heads, who wish to employ foreign nationals, with the
necessary immigration paperwork.
- The ASU Testing
Center conducts all
test-taking activities in an entire nondiscriminatory manner to ensure
that all examinees receive equal treatment. No test taker suffers a disadvantage or
gains an advantage because of race, religion, gender, age, or
disability. All examinees are to be
protected from disturbance.
- Financial Aid Counselors spend many weekdays and many
evenings making presentations in area high schools about financial aid
awareness to promote college attendance by all high school seniors during
January and February.
- Coordinate and present College 101 presentations at several area high schools with an
emphasis on encouraging minority students to attend college.
Strategic Direction 5
Increase resources to
the university
- Enrollment Services departments will attempt to bring
in additional funds to the university by obtaining sponsors for various
recruiting/outreach activities/projects such as:
- Preview Day lunches, sponsored by Bank of America
- T-shirt promotion, sponsored by American State Bank
- Scholarship brochures and posters, sponsored by
Simmons Bank
- Brochures printed by the Arkansas Student Loan
Authority, Edamerica, Liberty Bank, and Chase
Bank
- Computer Resource Room equipment for financial aid
and scholarship students donated by MOHELA
STUDENT LIFE
Strategic Direction 1
Enhance the university’s reputation, visibility, and influence.
Unit-Provide consistent and viable
outreach and support to enhance student learning, institutional research, and
community service.
- Career
Services
- Expand
student employment experiential education, and career opportunities
through career development strategies linked to community and employer
outreach.
- Counseling Center
- Specialize in community
counseling programming and professional networking with high school
counselors throughout the state.
- Disability
Services
- Collaborate
with agencies and organizations to provide support and access for people
with disabilities as required by state and federal legislation.
- Student
Health Center
- Serve
all constituencies through modern, comprehensive health care services to
the campus and local community.
- Judicial
Affairs
- Develop
transitional programs for all students to ensure positive campus
acclimation through community involvement in a safe environment.
- Assessment
- Implement
an appropriate and comprehensive review of existing programs to measure
viability of services, quality performance enhancements, and needed
change.
Strategic Direction 2
Enhance learning by focusing on the institution’s priorities – teaching,
research, and service.
Unit - Support the guiding principles found in the university’s
academic mission and promote positive institutional life and continuous student
learning through opportunities in and out of the classroom.
- Career
Services
- Balance
accommodation with empowerment by capitalizing on opportunities to teach
while serving students.
- Counseling
Center
- Provide
training and instructional opportunities to strengthen student mental,
physical, and spiritual self.
- Disability
Services
- Provide
accommodations and training to enhance access for people with
disabilities in academic, social, residential, and recreational
environments.
- Student
Health Center
- Reach
student groups to promote societal health issues, continue to partner
with academic disciplines to provide learning opportunities and instill
healthy living standards through campus outreach.
- Judicial
Affairs
- Develop
a partnership with community agencies to provide learning opportunities
for disciplinary related community service initiatives.
- Assessment
- Implement
an appropriate and comprehensive review of existing programs to measure
viability of services, quality performance enhancements, and needed
change.
Strategic Direction 3
Develop a cohesive campus community based on strong shared governance,
excellent communication, and mutual respect.
Unit - Provide mentoring and partnership opportunities
through advisory councils and peer groups that facilitate open communication,
collaboration, and professional respect.
- Career
Services
- Promote
programs and opportunities to enhance the career development of all constituencies
through collaboration with stakeholders in the academic and student
communities balanced around personal contacts and current technologies.
- Counseling
Center
- Serve
as system-wide resource to identify current student culture, pulse, and
issues.
- Disability
Services
- Serve
as a clearinghouse and resource for ASU faculty, students, staff,
administrators, and other constituencies regarding compliance with
Section 504 of the Rehabilitation Act of 1973 and the Americans with
Disability Act of 1990. Encourage
the implementation of programs that enhance the uniqueness, dignity, and
respect of people with disabilities.
- Student
Health Center
- Serve
campus constituencies through student advising councils and governing
boards to achieve maximum patient care and satisfaction.
- Office
of Student Conduct, Rights, and Responsibilities
- Ensure
fairness among all campus constituencies through appropriate
representation while serving as a conduit for student conduct and
conflict resolution issues.
- Assessment
- Implement
an appropriate and comprehensive review of existing programs to determine
viability of services, quality performance enhancements, and needed
change.
Strategic Direction 4
Develop a culture of assessment to enhance educational institutional outcomes.
Unit - Develop a combination of measurable assessment
practices and tools to enhance student success and promote positive change.
- Career
Services
- Evaluate
effectiveness of career services to students, alumni and employers by
bench marking regionally and nationally with peer institutions for
service enhancements.
- Counseling
Center
- Broaden
assessment instruments to build a cohesive purposeful curriculum for
healthy psychological development.
- Disability
Services
- Conduct
evaluation and assessments of programs, services, and facilities which
will facilitate access on the ASU campus and ASU regional sites.
- Student
Health Center
- Bench
mark current practices against national standards to establish an
operational health service baseline and seek national ambulatory care
accreditation.
- Judicial
Affairs
- Assess
the educational outcome of sanctions to identify positive student success
strategies.
- Assessment
- Implement
an appropriate and comprehensive review of existing programs to determine
viability of services, quality performance enhancements, and needed
change.
Strategic Direction 5
Increase enrollment, retention rate, and graduation rate
of both undergraduate and graduate students.
Unit-Provide professional services through enhancing enrollment,
retention, and graduation rates for all Arkansas
State University
system students.
- Career
Services
- Collaborate
with academic colleges and institutional research to develop a
comprehensive assessment process for measuring educational goal attainment
of all categories of students exiting the institution.
- Counseling
Center
- Initiate
outreach to the pre-college prospects and state high school counselors
while preparing current students for success in higher education.
- Disability
Services
- Assure
a progressive perspective on policies, procedures and standards, service
visibility, accessibility, and adaptive technology.
- Student
Health Center
- Provide
a quality service through all phases of the student experience to support
a healthy environment and overall wellness of the individual and
community.
- Judicial
Affairs
- Develop
a model substance abuse treatment program through educational sanctions,
professional collaboration, and parental networking.
- Assessment
- Implement
an appropriate and comprehensive review of existing programs to determine
viability of services, quality performance enhancements, and needed
change.
Strategic Direction 6
Enhance the diversity and inclusiveness of students, faculty, staff, and
curriculum.
Unit - Seek all opportunities to employ and enroll
qualified under-represented groups and embrace diversity through all aspects of
professional services.
- Career
Services
- Increase
programming to under-represented student groups to enhance career
development.
- Counseling Center
- Provide adaptive training
skills and programs to all constituencies while celebrating individual
differences.
- Disability
Services
- Provide
equal opportunities which will enhance the quality of life for people
with disabilities to succeed in all aspects of society.
- Student
Health Center
- Promote
health education appropriate to specialty populations through personal
contacts and wellness programming.
- Judicial
Affairs
- To
ensure equality and fairness by preventing preferential treatment of
students based on associations or affiliations.
- Assessment
- Implement
an appropriate and comprehensive review of existing programs to measure
viability of services, quality performance enhancements, and needed
change.
Strategic Direction 7
Increase resources to the university.
Unit - Increase resources by improving efficiency and
utilize opportunities that minimize costs.
- Career
Services
- Increase
the use and efficiency of Federal and State programs to provide human
capital on campus at minimal costs.
- Counseling
Center
- Utilize
student potential to provide paraprofessional services to increase
resource allocation.
- Disability
Services
- Pursue
non-institutional revenues through private and public grants and
partnerships.
- Health
Center
- Continue
to partner with state and local health care providers to enhance
reputation, services, and awareness.
- Judicial
Affairs
- Develop
a judicial program that teaches students personal responsibility that
positively impacts institutional costs while enhancing institutional
image.
- Assessment
- Implement
an appropriate and comprehensive review of existing programs to determine
viability of services, quality performance enhancements, and needed
change.
Strategic Direction 8
Strategically manage resources among division and
colleges based on institutional priorities.
Unit - Assess and define the value of our professional
contributions to the institution to guide resource allocation.
- All
Departments support the following:
- Evaluate
programs and services to determine if they contribute to the unit,
divisional, and institutional mission (Lyons,
1991)
- Determine
credible workloads for all programs and services (Lyons,
1991)
- Invest
in activities that help students do things for themselves (Kuh, Schuh, Witt, and
Associates, 1991, p. 137)
- Protect
services that build community and diversity, maintain ethical, health,
and safety standards (Lyons,
1991)
- Change
operating practices to effect cost savings (University of Arizona, 1991)
- Establish
new programs and protect effective programs/processes by eliminating
weak, low demand, and duplicative programs/processes (University of
Arizona, 1991).