ÌìÌì³Ô¹Ï

We manage our resources wisely, use innovative teaching and technology methods, and take responsibility for our organization’s long-term success.

Divisional Goal 4.1 – Prioritize operational excellence and adaptability in the ever-changing environment.

Year 1 (2025-2026) Objectives:

• A three-year capital and facilities plan will be developed for all auxiliary units that will allow for the strategic allocation and management of cash flow.

Year 2 (2026-2027) Objectives:

• University Culinary Services will utilize data sources such as financial trends, customer feedback, meal plan metrics, and health inspection reports to drive decisions, grow revenue, enhance customer satisfaction, and improve health and safety outcomes.
• Marketing and Communications will conduct a complete refresh of key department websites to support revenue generation, retention, and recruitment. This includes University Housing, ÌìÌì³Ô¹Ï Student Center, and Culinary Services.
• Student Accessibility Services will collaborate with campus partners to develop a plan to ensure ADA Title II digital accessibility across the Division of Student Life, providing areas of focus for the greatest impact within each unit.

Year 3 (2027-2028) Objectives:

• The Fraternity and Sorority Life community will collectively raise more than $250,000 in their philanthropic work in the greater ÌìÌì³Ô¹Ï area.

Divisional Goal 4.2 – Identify, cultivate, and secure alternative revenue streams, including the development a comprehensive divisional fundraising strategy.

Year 1 (2025-2026) Objectives:

• To meet the changing demands of students, University Culinary Services will review all meal plans with the intent of providing new choices for academic year 2026/2027.
• The Division of Student Life will secure one new sponsorship of $50,000 or more in partnership with the Office of Corporate Engagement.
• The ÌìÌì³Ô¹Ï Student Center will increase external conference client revenue by $100,000.

Year 2 (2026-2027) Objectives:

• University Culinary Services will establish a strategy to grow commuter meal plan revenue by $200,000.
• Secure sustainable donor, grant funding, or corporate sponsorship sufficient to expand the Community Action Fellows program to 16 students for the 2027-2028 academic year.
• The ÌìÌì³Ô¹Ï Student Center will increase external conference client revenue by $200,000.
• The Division of Student Life will secure a new sponsorship with the Office of Corporate Engagement for $100,000.

Year 3 (2027-2028) Objectives:

• The Division of Student Life will secure a new sponsorship with the Office of Corporate Engagement for $150,000.
• The Center for Sexual and Relationship Violence Support Services will establish a signature event to recognize active bystanders and fundraise for prevention programming, survivor sense of belonging, or emergency funds.
• The Division of Student Life will identify a donor naming opportunity the CARES Center.

Divisional Goal 4.3 – Implement a robust and functional onboarding process for all student and staff employees.

Year 1 (2025-2026) Objectives:

• Each department in the Division of Student Life will conduct a comprehensive review of current onboarding practices to establish a baseline of experiences and approach.

Year 2 (2026-2027) Objectives:

• The Division of Student Life will create a working group to develop a NACE-based curriculum that all departments can incorporate into their student training and onboarding.

Year 3 (2027-2028) Objectives:

• The Division of Student Life will launch a comprehensive onboarding program for student employees that incorporates NACE competencies.

Divisional Goal 4.4 – Promote an evidence-based and outcomes-driven organizational culture.

Year 1 (2025-2026) Objectives:

• The Division of Student Life will implement a comprehensive assessment framework to evaluate departmental objectives. Departments will utilize the framework to assess their effectiveness, with results tracked through annual reports that include actionable improvement plans, progress metrics, and evidence demonstrating the impact of Student Life Strategic Plan.

Year 2 (2026-2027) Objectives:

• The ÌìÌì³Ô¹Ï State Stands Up campaign, in partnership with key university stakeholders, will be fully developed with a prevention education curriculum, educational and awareness videos, and materials (digital and print) that are shared widely across the university system and used to guide education and awareness efforts.

Year 3 (2027-2028) Objectives:

• Implement an annual Title IX-specific climate pulse survey with a minimum 30% student response rate to monitor awareness, reporting confidence, and resource accessibility, with results informing prevention programming.

Divisional Goal 4.5 – Establish practices that enhance staff development, empowerment, and a commitment to transparency.

Year 1 (2025-2026) Objectives:

• University Culinary Services will increase team members' extracurricular training hours by 20% by implementing a year-long training program with the Division of People, Culture, and Belonging, and will measure effectiveness through participation data, performance reviews, and post-program surveys.

Year 2 (2026-2027) Objectives:

• The Division of Student Life will complete 50% of the implementation steps outlined in the Student Life Workload and Morale Survey Action Plan, including launching targeted initiatives to address workload concerns, improve staff morale, and establish measurable progress indicators through division survey data and ongoing feedback data.

Year 3 (2027-2028) Objectives:

• The Division of Student Life will complete 100% of the implementation steps outlined in the Student Life Workload and Morale Survey Action Plan, including launching targeted initiatives to address workload concerns, improve staff morale, and establish measurable progress indicators through division survey data and ongoing feedback data.