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DIVISIONAL STRATEGIC PRIORITIESAssessment and Strategic PlanningMission and OverviewThe Student Affairs Division is committed to continuous improvementefforts to develop, conduct, and maintain highqualityassessment, evaluation, and policy-relevant researchprojects. With an investment in productive staff and fiscal resources,the Division of Student Affairs and Enrollment andRetention Management and its assessment activities aimsto support data-driven decision making and programimprovement.The overall aspiration of the Division of Student Affairs andEnrollment and Retention Management is to promote andsupport the University’s mission and values by delivering exemplaryprograms, services, resources, and facilities thathave a measureable impact on the learning and developmentof students. In order to do so, it is important that our operationsare functioning efficiently and strategically. As such, it iscrucial that decision-making be grounded in data that canlead to policy changes. Assessment is a priority for our Divisionand we will continue to provide the resources necessaryto support our staff in their assessment work and formalize itinto our culture to meet institutional, divisional, and departmentalgoals.Strategic Priorities 2009-2010Goals > Progress Toward GoalsOrganizational Systems and InfrastructureDivisional Commitment: Established and gave structure to theSA/ERM Assessment and Strategic Planning Committee tosupport operation, programmatic, and learning outcomesassessment within the Division.Assessment Leads: Identified and trained 32 departmental“Assessment Leads” to help foster a culture of assessmentand as a practical vehicle for helping to effectively communicateinformation and advance assessment projects.SELO Supervisors: Identified, trained, and gave structure tosupervisors of student employees who are responsible forassessment learning outcomes that result from students’on-campus employment. SELO supervisors were trained instudent development theory undergirding learning outcomesas well as practical operations of how to effectivelyadminister assessment.Student Voice: Contracted with Student Voice to provide acommon platform for sharing data, building capacity, managinggoals, and connecting goals to assessment projects.Divisional Coordination: Developed systems, processes, andprotocols for facilitating assessment projects in a coordinatedand integrated manner among 32 divisional units.Student Learning OutcomesStudent Employee Learning Outcomes (SELO): Developed largescalesystem and comprehensive plan to identify, articulate,and assess common student learning outcomes associatedwith on-campus employment across more than 1,000 SA/ERM divisional student employees. Developed divisionalassessment rubric (see Appendix D) along four learningdimensions aligned with AACU standards.Unit Learning Outcomes: Supported departments’ identificationand articulation of learning outcomes for programs andservices. All SA/ERM departments now have at least onearticulated student learning outcome and assessment planfor those outcomes.Staff Capacity BuildingProfessional Consulting: Contracted with Keeling & Associatesto provide divisional training and consultation on learningoutcomes development and assessment.SELO Training: Developed and trained more than 100 supervisorsof student employees on theory and practice of cultivatingand assessing student learning.Assessment Lead Training: Established, identified, and traineddepartmental “assessment leads” to coordinate unit-levelassessment initiatives, facilitate communication, and serveas units’ internal assessment experts.Assessment Certificate: Established SA/ERM AssessmentCertificate to help provide an enhanced and deeper methodof building staff capacity in the area of assessment planning,design, and implementation. Assessment certificate programallows staff to enroll in either a Student Development(provides theoretical grounding and rationale connectedto strategic planning) or Assessment Practices track (helpdevelop practical skills and techniques in the actual implementationof assessment efforts) to develop assessmentcompetencies.Directors Retreats: Coordinated four retreats for divisionaldirectors on elements related to assessment planning,articulating learning outcomes, strategic planning, assessmenttechniques, and quality improvement.Divisional Professional Development: Integrated all assessmentstaff capacity building activities with divisional professionaldevelopment outreach committee and efforts tointegrate and optimize divisional development activities.Communications, Outreach, and ReportingAssessment Web site: Developed Assessment Web site tosupport staff with their Assessment efforts. Web site providesonline portal to assessment documents, trainings,videos, toolbox, and resources, and effectively communicatesour organizational framework.Assessment and Annual Reporting: Enhanced annual reportingstrategies to align with strategic planning and assessmentcycle.SELO Roundtable: Established regular meeting pattern ofSELO supervisors to effectively communicate updates,details, and expectations.Unit Goals and Priorities: Listed Unit Goals on Student Voiceto allow staff for information sharing.6 STUDENT AFFAIRS AND ENROLLMENT AND RETENTION MANAGEMENT 2009-2010 • STONY BROOK UNIVERSITY
DIVISIONAL STRATEGIC PRIORITIESPerformance IndicatorsNumber of Projects on Student Voice: 34 completed projectsNumber of Departments Using Student Voice: 10 departmentswith completed assessment projects and five departmentswith projects currently in progressAssessment Certificates: Awarded 11 certificates uponcompletion to first cohort in Spring 2010Professional Development and StaffCapacity Building Activities6 Student Voice Webinars11AssessmentCertificateSeminars4 Professional Development Workshops3 S.E.L.O Trainings4 Director Council RetreatsPoints of PrideSUNY Award: Awarded SUNY Outstanding Programs Award inAssessment for divisional Student Employee Learning Outcomes(SELO) initiative, which articulates standards andassesses the student learning that results from on-campusemployment within the SA/ERM.Assessment Certificate: Established SA/ERM AssessmentCertificate to help provide an enhanced and deeper methodof building staff capacity in the area of assessment planning,design, and implementation.Student Voice: Successfully implemented Student VoiceAssessment and Goal Management system, a high-poweredstrategic planning software package that provides for a commonsurvey platform, professional consultation and developmentopportunities, and goals management abilities.Assessment Web site: Developed assessment Web site tosupport staff with their assessment efforts. Web siteprovides online portal to assessment documents, trainings,videos, toolbox, and resources, and effectively communicatesour organizational framework.Divisional Reporting: Establish outcomes-oriented annualreporting mechanism to link institutional and divisional goalswith unit strategic priorities using operational and studentlearning outcomes assessment as performance indicators.Strategic Priorities 2010-2011Professional Leadership and Visibility:• Increase conference presentations, participation in regionaland national assessment efforts, and submission ofarticles for publication in the areas of student learningoutcomes, assessment, and strategic planning.• Provide institutional leadership, expertise, and collaborationto University efforts on program and operational assessmentsas well as assessment of student learning.Student Learning Outcomes:• Organize departmental student learning outcomes intodivisional matrix integrated with Council for Advancementof Standards (CAS) Standards student learning and developmentoutcomes domains and dimensions.• Continue to assess Student Employee Learning Outcomes(SELO) and expand dimensions to include CareerDevelopment domain.Systems Development and Optimization:• Collaborate with Department of information Technologyand Registrar’s office on streamlining and optimizingprocesses for large-scale divisional assessment technologyand data needs.• Develop internal systems that facilitate and support staffunit assessment efforts.Divisional Assessments:• Establish divisional “dashboard” to identify, track, andcommunicate divisional performance indicators.• Support units in establishing departmental dashboards toidentify, track, and communicate unit level performanceindicators.• Support units with strategic planning efforts, includingconnecting unit performance indicators and assessmentinitiatives with their strategic priorities.Staff Capacity Building:• Increase number of staff participating in professionaldevelopment seminars related to assessment.• Increase number of staff participating in SA/ERM assessmentcertificate program.• Develop novel methods for information sharing and peerteaching and learning.• Develop Student Employee Learning Outcomes (SELO) bestpractices roundtable.STONY BROOK UNIVERSITY • STUDENT AFFAIRS AND ENROLLMENT AND RETENTION MANAGEMENT 2009-2010 7
Page 1: Student Affairs andEnrollment and R
Page 4 and 5: LETTER FROM VICE PRESIDENT PETER BA
Page 8 and 9: DIVISIONAL STRATEGIC PRIORITIESExpe
Page 10 and 11: DIVISIONAL STRATEGIC PRIORITIESLead
Page 12 and 13: DIVISIONAL STRATEGIC PRIORITIESPers
Page 15 and 16: CAMPUS RESIDENCESLiving on campus s
Page 17 and 18: RESIDENTIAL FINANCIAL SERVICESPerfo
Page 19 and 20: RESIDENTIAL OPERATIONSPerformance I
Page 21 and 22: RESIDENTIAL PROGRAMSprogram descrip
Page 23: RESIDENTIAL RISK MANAGEMENTPerforma
Page 26 and 27: ATHLETIC BANDSContributions Toward
Page 28 and 29: COUNSELING AND PSYCHOLOGICAL SERVIC
Page 30 and 31: FACILITIES OPERATIONS SAC AND SB UN
Page 32 and 33: MULTICULTURAL AFFAIRSContributions
Page 34 and 35: OFFICE OF THE DEAN OF STUDENTSContr
Page 36 and 37: STUDENT HEALTH SERVICESContribution
Page 38 and 39: STUDENT LIFEMission and OverviewThe
Page 40 and 41: CAMPUS RECREATIONContributions Towa
Page 42 and 43: COMMUTER STUDENT SERVICESContributi
Page 44 and 45: STUDENT ACTIVITIESContributions Tow
Page 46 and 47: STUDENT RISK AND THREAT ASSESSMENTC
Page 49 and 50: ENROLLMENT MANAGEMENT AND FINANCIAL
Page 51 and 52: OFFICE OF FINANCIAL AID AND SCHOLAR
Page 53 and 54: UNDERGRADUATE ADMISSIONSPromoted st
Page 55: UNDERGRADUATE TRANSFER OFFICEPerfor
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ACADEMIC AND PRE-PROFESSIONAL ADVIS
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CAREER CENTERContributions Toward D
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DISABILITY SUPPORT SERVICESContribu
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EDUCATIONAL OPPORTUNITY PROGRAM/ADV
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HEALTH SCIENCES—OFFICE OF STUDENT
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OFFICE OF THE REGISTRARContribution
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STUDENT ORIENTATION AND FAMILY PROG
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UNIVERSITY COMMUNITY STANDARDSContr
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VETERAN AFFAIRSContributions Toward
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APPENDIX A: DIVISIONAL ORGANIZATION
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APPENDIX B: STAFF PROFESSIONAL LEAD
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APPENDIX C: STAFF AWARDS AND ACKNOW
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APPENDIX D: STUDENT EMPLOYEE LEARNI
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APPENDIX D: STUDENT EMPLOYEE LEARNI
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