Professional
- Increase my knowledge of fundraising activities to better
position sustainability and capacity within Student Affairs; become an asset to
the University’s fundraising efforts.
- Establish collaborative and effective working relationship with
the other Vice President’s at the institution; find productive ways to link our
common missions and goals; become an active member of the PSES leadership team.
- Broaden knowledge of academic affairs; identify and establish key
partnerships with the Deans.
- Gain a leadership role in a student affairs national organization
(i.e., NASPA, ACPA or other higher education organization).
- Present research/program development at a national conference in
the area of cultural competence, multicultural organizational development or
organizational change.
Divisional
- Enhance administrative capability of VPSA’s office through
the completion of key hires, reorganization of existing staff, and/or the
addition of new administrative support positions.
- Increase staffing levels in key areas across the Division
(i.e., crisis management, counseling, IT, and marketing).
- Review current substance and sexual abuse prevention
efforts; make recommendations to ensure adequate staffing, resources and
programming.
- Work with an organizational consultant to establish the
best structure for the Division.
- Complete a SWOT analysis for the Division to aid in
setting priorities and in defining the Division’s “competitive advantage”.
- Establish a new vision and mission statement for the
Division of Student Affairs that is more clearly linked to the
university’s mission.
- Construct an assessment plan for the Division; link
purposefully to the University’s goals regarding student learning, student
success and assessment.
- Re-visit the divisional diversity action plan; identify
key divisional leadership in order to move the plan forward; complete next
steps such as formalizing the DACSA committee; regularizing diversity
offerings for staff and students and develop learning outcomes for student
affairs workforce regarding cultural competency and multicultural
organizational development.
- Establish methodology for a comprehensive program review
of all Student Affairs departments for the purpose of strategic planning,
identifying mission and values and resource allocation; if possible, link
with an academic department for this work.
- Launch a succession planning/professional development
initiative that addresses upcoming retirements of directors as well as
incentivizes excellence and commitment to our workforce and rising stars
within the Division.
- Launch a wellness initiative pilot program that could
extend to the campus community; secure partnerships for this endeavor as
well as resources for sustainability.
- Coordinate a division-wide community event such as a breakfast
or other organizational team building activity.
- Develop a comprehensive marketing strategy that highlights
the Division’s “competitive advantage” and serves to unify the various
departments within the Division.
- Determine the level of Student Affairs staff support
needed to support the Portland programs and staff.
Institutional
- Define Student Affairs’ role in the University’s academic
plan and academic excellence initiative. Enhance the stature of the
Division within the University.
- Establish collaboration with the Office of Advancement to
appropriately position Student Affairs within the post-campaign
priorities; securing much-needed resources (dollars and people) for the
Division.
- Actively establish collaborations with the Vice Provost
for Diversity and Equity to help move the University’s diversity plan
forward; utilize the various strengths and expertise within the Division
of Student Affairs to assist this effort.
- Establish a more visible collaboration with Undergraduate
Studies; launch a joint project (such as requiring all first-year students
to complete a “101 course”—capitalizing on teaching opportunities and
exposing students to the myriad of student learning possibilities within
Student Affairs; infuse student development theory into this curriculum.
- Assist with the finalization of the Strategic Housing
Plan.
- Establish a process to define and operationalize “student
success”; begin moving away from “student service” and toward “student
success” and “student learning.”
External
- Enhance the stature of UO Student Affairs on the West
Coast (strive for “top Student Affairs Division on the West Coast”).
- Increase national participation of Student Affairs staff
and administration in nation-wide organizations
