The Division of Student Affairs supports the university wide commitment to student success through the following priorities and initiatives:
Ensure students have access to and receive support in transitioning to WSU.
|Enhance support services and expand engagement with traditionally underrepresented pre-college students.||Provide additional training, support, and observations of tutoring support services in middle and high schools primarily via SB62 funding and personnel.||Specialist hired.|
|Expand Summer Bridge transition program.||Student enrollment will grow from 50 to 75 participants.|
|Expand interest groups that students can connect with when registering for orientation & provide intentional communication through the fall semester.||Interest groups will increase in numbers. Participation in associated programs, clubs, etc. will increase due to additional follow up.
Track events associated with interest group outreach.
|Engage with students during the time between being admitted to WSU through the first semester.||Strategically structure, and brand, programs and activities during the first four weeks of each semester, including Saturday and evening hours, to ensure that WSU is engaging a broad range of students in a coordinated way.||E-calendar established for 2019-2020.
Programs offered daily for the first four weeks.
Engage students in meaningful learning experiences.
|Expand First Generation initiatives||Appoint a lead person to oversee first generation initiatives for WSU.||768 students were registered as First Generation Club members in 2018-19. For 2019-20, we hope to increase that, and the overall number of programs offered for students to engage in & to track the number of active program participants.|
|Enhance the Division Peer Mentoring efforts.||#1 - Begin outreach and incentives to colleges, departments, etc. to expand the reach of peer mentoring beyond student affairs to academic affairs. #2 - Hire a mentor advisor.||Increase the overall number of students served through mentoring: In 2018-19, 93 mentors served 1,099 students.
Create a baseline for first year retention of students participating in mentoring programs.
|Refine the intentional ways through which we connect students with engagement opportunities.||Enhance Student Affairs programs and services provided through online mediums, with a particular focus on online students.
Solidify the use of Weber Connect as the primary cocurricular engagement tool.
Begin marketing signature events in each department to students and the university community, and begin to identify programs/ events that can be discontinued.
Expand capacity for international and domestic student interaction & support services.
|Weber Connect program successfully launched. Approximately 5,000 individuals downloaded the application in 2018-19: increase by 25%.
Signature programs established & marketed for each department.
Initial programs to be discontinued will be identified.
Staffing patterns to better serve international and domestic students’ intercultural competencies.
|Enhance student employability opportunities and experiences.||Enhance student employability skills by intentionally designing and measuring student learning through on-campus student employment.
Increase visibility of and the number of on-campus student employment positions.
|Establishment of a branded on-campus student employment program.
June 19, 2019: 1903 total hourly employees. 1268 student employees (66% student employees).
|Establish REAL internships, and begin coordinating internship functionality across the university.||REAL class established. Coordinating committee created for internship management.|
|Explore ways to provide opportunities for students to gain digital fluency skills including providing digital learning fellows through the Writing Center.||Document ways we can provide students with these skills.|
|Assist in university efforts to increase student retention and graduation.||Assist in university wide initiatives to contact unaccounted for students by contacting individuals directly tied to our depts.||Begin tracking SA contributions via Starfish.|
|Provide stop out assistance through Financial Literacy.||Hire a coordinator. Create baseline of services provided.|
|Ensure we are effectively capturing data to tell the stories of student success.||Review data and analysis capacity.|
|Incorporate Student Learning Assistants into courses.||Create baseline this year.|
- Enhance division communication and marketing.
- Provide leadership on P-20 initiatives and with local employers.
|Enhance first year communication strategies||Work with multiple areas to market programs and services specifically to incoming students, at key points in their transition to WSU and throughout the first year.||Marketing strategy created.|
|Enhanced referral services provided by the Shepherd Union Information Desk.||Train Information Desk employees to serve as a one stop referral location.||Students trained to make referrals across the university.|
|Seek to ensure that all areas have adequate space.||Create a long term space and equipment plan for the Division.||Document needs and ways they can be addressed over time.|
|Help lead WSU's P-20 committee(s)||Volunteer to chair or co-chair P-20 initiatives and related sub-committees.||Committee formalized with semi-regular meetings.|
|Formalize relationships with local and other employers||Formally seek advice and specific needs from employers.||Provide written report of employer input and needs.|