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In Fall 2022, Student Affairs began convening conversations through appreciative inquiry to construct our first strategic plan in concert with the MSU Denver Strategic Plan 2030. Through this process, our branch re-committed to the CADRE values, identified our vision for the future, and wrote our branch’s first mission statement and guiding commitments.
Student Affairs then utilized a futurist’s lens on developing a strategic plan. Our goals represent the systems we hope to evolve and our process will continually identify the near-term tactics and long-range strategies to meet this challenge.
Each of our goals includes several strategy areas that must be met in order to transform the MSU Denver student experience. Within these areas, we will identify annual tactics and individual project managers or strategy teams to realize our vision.
1.1.1 Student Affairs will identify and track high impact high potential Programs.
1.1.2 Student Affairs will collaborate with Finance to create a standard Return on Investment formula.
1.1.3 Student Affairs will implement data standardization and infrastructure across the branch, specifically for calculations of retention, persistence, and graduate outcomes.
1.2.1 Student Affairs will complete a divisional review by December 2023.
1.2.2 Student Affairs will develop an appendix to the institutional performance review documents that assess each individuals’ performance against our branch strategic plan.
1.2.3 Student Affairs will build a leadership structure to support robust program evaluation and assessment.
1.3.1 We will identify key leaders from each of the branch’s teams to be trained on institutional data standards and data warehouse analytics.
1.3.2 We will develop competencies (and rubric) for Student Affairs Leadership Team members.
1.3.3 Each SALT-level area will identify an assessment lead.
1.4.1 The VPSA will send a budget memo to the branch corresponding to the President’s charge each year.
1.4.2 Student Affairs will create a standard procedure for budget requests.
2.1.1 We will establish and clearly define an institution-wide definition for “First-Generation” at MSU Denver.
2.1.2 We will facilitate and create a first-generation student “resource map” designed to identify and analyze the programs, people, services, and other resources that currently exist at MSU Denver.
2.2.1 We will identify and craft a map of the existing first-year experiences that spans enrollment, onboarding, course success, and belonging.
2.2.1 Then we will identify barriers and gaps for BIPOC and First-Generation students and create a new map and/or patch gaps
2.2.3 Work with faculty to integrate strategies and resources specific BIPOC and First-Generation experiences into the Student Success Pilot project for Fall 2024.
2.3.1 We will identify and elevate existing identity-based services, including updating the “Student Life” tab on the MSU Denver website.
2.3.2 We will identify and elevate existing identity-based spaces, including updating the “Student Life” tab on the MSU Denver website.
2.3.3 We will create a structure to build and maintain our service-delivery model for BIPOC students.
2.4.1 We will create a landscape of existing internal and external professional development opportunities to grow knowledge and capacity to serve BIPOC and First-Generation Students, focused on recruitment, retention, completion, and graduate outcomes.
2.4.2 Student Affairs will identify areas where we can provide resources to fill gaps in professional development opportunities.
3.1.1 We will form a cross-institutional study group to define and propose strategies that are supported by scholarship and published best practices.
3.2.1 We will amplify student engagement opportunities in SOAR and Orientation.
3.2.2 We will assess the scale and impact of existing early student engagement.
3.3.1 We will identify a comprehensive list of engagement opportunities.
3.3.2 We will collaborate with ITS to create a mechanism to sort and connect students to opportunities.
3.3.3 We will establish expectations for how departments should engage with students who express an early interest in their work.
3.3.4 We will complete a student digital experience analysis in collaboration with ITS, Communications, and Academic Affairs.
3.3.5 We will establish a high level overall annual messaging calendar.
3.3.6 We will assess and build communications modalities and platforms to support our messaging calendar.
3.4.1 We will write a comprehensive landscape report of current family and community engagement strategies.
3.4.2 We will identify early opportunities to integrate the ideals of family and community engagement across Student Affairs.
3.5.1 We will define career engagement.
3.5.2 We will assess baseline career engagement.
3.5.3 We will create an exhaustive menu of opportunities that support career engagement.
4.1.1 We will renovate the housing website(s) to be more user friendly.
4.1.2 We will integrate housing resources more fully into our recruitment, orientation, financial aid, and similar materials and practices.
4.1.3 We will identify landlords that will accept housing vouchers or exhibit other student-friendly housing practices.
4.2.1 We will create a compendium of eviction resources.
4.2.2 We will identify early partnership opportunities with other organizations who support those facing eviction.
4.2.3 We will create an assessment strategy to measure impact of housing emergency fund resources on eviction.
4.3.1 We will re-engage the Denver Housing Authority leadership on a partnership, including offering vouchers to students.
4.3.2 We will assess the SingleStop housing resources and identify a way forward to connect students to community-based resources.
4.3.3 We will work with AHEC to create safe parking opportunities for students.
5.1.1 We will create a model of supervision.
5.1.2 We will build and maintain rubrics to assess effective supervision in each department.
5.1.3 We will ensure that 100% of staff are evaluated each year.
5.2.1 We will define and identify student para-professional employment opportunities across Student Affairs.
5.2.2 We will develop learning outcomes and create skill development opportunities for the student employment program.
5.3.1 We will align some appreciation and recognition awards to the strategic plan.
5.3.2 We will identify and increase opportunities to show appreciation to team members at branch level.
5.4.2 We will assess existing pilot Student Affairs staffing initiatives against their effectiveness.
5.4.3 We will confirm and assess our standard operating procedures for salary supplements.