TO SUCCESS STUDENT LIFE: 1-3 YEAR PLAN IN ALIGNMENT WITH GOING BEYOND: VISION 2025 NDMU STRATEGIC PLAN Division of Student Life 1_3_RoadMap_24.indd 1 FALL 2024SPRING 2027 9/30/24 2:45 PM
During the summer of 2024, the Division of Student Life’s leadership team (see Section 4 for an overview of the staff) met weekly to build a proactive road map that would provide focus and synergy for the next three academic years. This document is designed to provide an overview of the process, its findings, and the steps that will be followed over the next three years for NDMU students, faculty, staff, students’ families, and alumni. To begin, the staff reviewed the 2023-2024 academic year and identified accomplishments. The goal for this exercise was to uplift morale and build excitement for the next steps in the process. This was followed by completing the University’s annual non-academic assessment reports. From there, the group spent time completing a SWOT analysis. The findings of the SWOT analysis are provided below in Section 1. The group then identified key stakeholders (see Section 4 for a list of identified key stakeholders) and reviewed the NDMU Go Beyond Strategic Plan. Within the Go Beyond Strategic Plan’s Strategic Goal #1; Sub Goal 3, there is a Strategic Action requesting Student Life to assess and implement a robust Student Life plan that should be updated annually. The aim is to increase student satisfaction and engagement. Each of the identified goals developed and outlined in this document are in support of this Strategic Action. This Student Life Road Map process is aligned with institutional priorities and each goal was mapped with the NDMU Go Beyond Strategic Plan. From here, the Student Life staff developed vision and mission statements that can span across all departments. They were designed in concert with the University’s vision and mission statements, with the NDMU student population in mind, and in alignment with Student Affairs best practices. The vision and mission statements can be seen in Section 2. 2 After the above steps, the Division of Student Life staff reviewed the SWOT analysis and other accomplishments to design goals that would span the next three years. Through discussion, they landed on seven goals which can be reviewed 1_3_RoadMap_24.indd 2 9/30/24 2:45 PM
an aim which provides context to each goal, the intended audience for the goal, two to six objectives (ways in which the goal will be executed), and then metrics for success. The metrics for success demonstrate what it would look like if each goal was accomplished. Each of these goals were designed as a S.M.A.R.T. goal, and each goal is mapped to multiple NDMU Going Beyond: Vision 2025 Strategic Goals. In addition to the Student Life staff’s input, toward the end of the summer Student Life invited seven colleagues from their identified Key Stakeholders list to review this document, learn about their process and plans for the next few years, and receive feedback to help shape the final plan. This final document reflects that meeting, with their feedback incorporated. Student Life staff was grateful for that input to ensure this Road Map truly meets the current needs of the University and its students. Within Section 5 is a list of all Key Stakeholders and a list of who attended the feedback meeting. The Division of Student Life includes the following departments: Accessibility & Student Inclusion, Counseling Center, Health Services, Housing & Residence Life, Office of the Dean of Students, and Student Engagement & Community Programs. Lastly, within this document is a summary statement which provides an overview. SECTION 1: SWOT ANALYSIS Below is the finding of the Division of Student Life’s SWOT (Strengths, Weakness, Opportunities, and Threats) analysis. STRENGTHS Ĭ Quality customer service Ĭ Inter-collegiality with campus partners Ĭ Clear understanding of the student experience 1_3_RoadMap_24.indd 3 3 9/30/24 2:45 PM
Strong problem solvers Ĭ Process oriented (efficient) Ĭ Creative Ĭ Welcoming and safe Ĭ Committed to quality Ĭ Willing to work while limiting barriers Ĭ Open to feedback from students and colleagues WEAKNESSES Ĭ Marketing – no Student Life brand • Communication strategy Ĭ Assessment Ĭ Relationship with Institutional Advancement Ĭ Manuals per function areas Ĭ Some areas need more comprehensive policies and procedures Ĭ Understanding expectations from other campus partners so that departments can be more planful OPPORTUNITIES Ĭ Marketing who/what Student Life is • To build trust Ĭ Improved communication with students (via single vehicle/location) Ĭ Transition of leadership Ĭ Improved relationship with Institutional Advancement to fundraise for the student experience Ĭ Reframing Student Life programs and services for the online student/faculty Ĭ Building an authentic experience for staff and students within professional parameters Ĭ Supporting colleagues’ mental health within the workspace Ĭ A Student Life programs and services audit for accessibility Ĭ Incorporating parents and families in communication and supports for student success Ĭ Open to feedback from students and colleagues 4 1_3_RoadMap_24.indd 4 9/30/24 2:45 PM
Ĭ Budget Ĭ Students’ limited bandwidth Ĭ Lack of staffing (number of) Ĭ Limited time (too many hats/staff bandwidth) Ĭ Misperception that our work is easy/fun Ĭ Campus culture/politics Ĭ Transition of leadership Ĭ Reactionary initiatives/asks SECTION 2: VISION & MISSION VISION STATEMENT The Division of Student Life facilitates transformational student experiences by creating a vibrant student community. MISSION STATEMENT The Division of Student Life fosters a dynamic and inclusive community where each student is inspired to flourish – in mind, body, and spirit. Committed to diversity and equity, Student Life collaborates with students and campus partners to catalyze a transformative journey for students by fostering self-discovery, resilience, lifelong connections, leadership, and academic success. SECTION 3: 1-3 YEAR GOALS GOAL 1: Develop a Division of Student Life Brand to Improve Marketing and Communication Strategies AIM: The aim of this goal is to build trust, support mental health, clearly communicate, and model an authentic interaction. 5 1_3_RoadMap_24.indd 5 9/30/24 2:45 PM
(undergraduates, graduates, online, to include all populations), faculty, staff, and students’ families. OBJECTIVES: Ĭ Student Life will design and then communicate with the university community a unified brand. (Year 1) Ĭ Each department will design a brand consistent with the overall Student Life brand. (Years 1-2) Ĭ Each department within the Division will improve websites, presentations, publications, social media, newsletters, signage, communications, logos etc. (Years 1-2) Ĭ Departments will design programs and services to align with this goal. (Years 1-3) Ĭ Student Life, alongside Public Safety, will build emergency response plans. (Year 1-2) Ĭ Student Life will internally build and model a professional and supportive environment that aligns with this goal via staff meetings, staff retreats, etc. (Years 1-3) METRICS FOR SUCCESS: Ĭ Substantial increase in student awareness and participation in Student Life programs and services. Ĭ Enhanced satisfaction rates regarding communication clarity and ease of access. Ĭ Increased efficiencies in resources. NDMU Going Beyond: Vision 2025 - Mapping to Strategic Goals: 1.c, 3.a, and 5.c GOAL 2: Policy and Procedure Optimization for the Division of Student Life AIM: The aim of this goal is to improve internal and external policies and procedures to improve the student experience and departmental efficiencies. AUDIENCE: The target audience for this goal is staff, students, and faculty. OBJECTIVES: Ĭ The Division and each department will develop a list of all policies and procedures; from there, this list will be prioritized. (Year 1) 6 1_3_RoadMap_24.indd 6 9/30/24 2:45 PM
• This will include conducting a thorough review and enhancement of policies and procedures to ensure they are comprehensive, efficient, and student focused. Ĭ The Division and each department will create and update policies and procedures in consultation with appropriate campus partners. (Years 1-3) Ĭ The Division and each department will post updated policies and procedures in a centralized location to improve accessibility to these processes. (Years 1-3) Ĭ The Division and each department will design an annual timeline. (Years 1) Ĭ Each department will design a manual for their roles and responsibilities. (Years 1-2) • These manuals will standardize processes and ensure outstanding customer service. METRICS FOR SUCCESS: Ĭ Significant increase in staff engagement, creating professional development opportunities related to professional growth and customer service. Ĭ Noticeable improvements in operational efficiency and consistency due to enhanced policies and procedures. Ĭ Higher student satisfaction rates with the quality of customer service. Ĭ Stronger inter-departmental collaborations resulting in superior student services and programs. NDMU Going Beyond: Vision 2025 - Mapping to Strategic Goals: 1.b, 1.d, 4.b, and 4.c GOAL 3: Improve and Restructure Programs and Services for Online Students AIM: The aim of this goal is improving programs and services for the online student populations to improve student support and engagement. AUDIENCE: The target audience for this goal is online students, staff, and faculty. OBJECTIVES: Ĭ The Division of Student Life will receive feedback from online students about their needs and how their experiences can be improved. (Year 1) 7 1_3_RoadMap_24.indd 7 9/30/24 2:45 PM
Departments will review their programs/services and build out strategies for how they will improve their programs/ services for the online student experience. (Years 1-3) METRICS FOR SUCCESS: Ĭ Higher student satisfaction rates with the quality of customer service. Ĭ Stronger engagement from the online student population. NDMU Going Beyond: Vision 2025 - Mapping to Strategic Goals: 1.b, 1.c, 2.a, and 4.d GOAL 4: Increase Accessibility to Improve Programs and Services AIM: The aim of this goal is improving programs and services so that all students can access and feel welcomed. AUDIENCE: The target audience for this goal is students, staff, and faculty. OBJECTIVES: Ĭ The Division of Student Life will conduct an analysis and audit for their programs and services. (Year 1) Ĭ Departments will review their programs and services and build out strategies for how they will improve their programs and services. (Years 1-3) Ĭ The Division of Student Life will develop an accessibility checklist for programs. (Years 1-2) Ĭ The Division of Student Life will standardize accessibility needs across programs and services. (Years 1-3) METRICS FOR SUCCESS: Ĭ Higher student satisfaction rates with the quality of customer service. Ĭ All students can easily engage and access programs and services. NDMU Going Beyond: Vision 2025 - Mapping to Strategic Goals: 1.b, 1.c, 1.d, 2.a, 4.b, and 4.c GOAL 5: Develop a Parent & Family Engagement Program AIM: The aim of this goal is to build trust, communication, and 8 1_3_RoadMap_24.indd 8 9/30/24 2:45 PM
to enhance students’ university experiences. AUDIENCE: The target audience for this goal is students’ families, students, faculty, and staff. OBJECTIVES: Ĭ Student Life will design and then communicate with the students and their families the unified brand. (Year 1) Ĭ Student Life will develop a website and newsletter that will provide families with a mirrored understanding of their student’s university experience. (Years 1-2) Ĭ Student Life will develop a family weekend/day in support of student success. (Years 1-3) METRICS FOR SUCCESS: Ĭ Substantial increase in family participation and engagement to support student success. Ĭ Successful fundraising campaigns linked to improved marketing and branding initiatives. NDMU Going Beyond: Vision 2025 - Mapping to Strategic Goals: 1.c, 1.d, 2.b, 2.d, and 5.a GOAL 6: Advance Assessment Practices and Data-Driven Decision Making AIM: This goal is to have a comprehensive assessment process executed annually which clearly informs divisional and departmental decisions. AUDIENCE: The target audience for this goal is Student Life staff. OBJECTIVES: Ĭ Develop an annual assessment cycle used to design and execute a variety of surveys, focus groups/interviews, observational data collection, and more. (Year 1) Ĭ Develop pit stops in the year where assessment data informs decisions; document these pit stops in the annual cycle. (Years 1-3) METRICS FOR SUCCESS: Sustainable increase in ways in which staff collect and use data. 9 1_3_RoadMap_24.indd 9 9/30/24 2:45 PM
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