Division of Student Affairs Leadership Retreat

							              Division of Student Affairs
                Vision for 2006-2011




Revised July 21, 2006
California State University, Fresno
      Foundation for Planning
               2006-2011

             Strategic Plan

Vision to become the new California’s
premier engaged university recognized for
benefiting the region and society as a
whole through quality teaching,
transformational scholarship and dynamic
leadership
    Strategic Plan Priorities
Academic excellence in scholarship

Promoting the success of all students

Enhancing graduate education

Using technology to advance all aspects of
university life
    Strategic Plan Priorities
Engaging with the region

Developing a diverse and global
perspective

Generating private and external support

Developing our human resources
          Technology Plan
Advance online administrative services for
students
Fund technology initiatives
Provide academic technology resources
Continue smart classrooms build out
Advance professional development
Support courseware development
Provide academic technology to improve
learning environments and support student
centered instruction
Provide for information security and training
      Campus Master Plan
Advance visual aesthetics
– Welcoming entrances/landscape architecture
Functional utilization of physical resources
– Parking/classrooms/office space
Pedestrian traffic management
– Link all aspects of campus
Presentation at Leadership Team meeting
Campus Master Plan
Division of Student Affairs
  Vision for 2006-2011
The Division of Student Affairs will
       be recognized for:
Its ability to meet annual targets to recruit,
enroll and retain quality students
Its focus on helping students learn and
acquire the tools they need to succeed
Its effective and timely service to students
and other offices around the campus
Its attention to the professional
development of staff at all levels
The Division of Student Affairs will
       be recognized for:
Its active promotion of student wellness and
health education
Its thoughtful use of technology to serve
students, without compromising personal contact
with students
Its collaboration with faculty and other
departments across the campus
Its commitment to fostering diversity and
preparing students to function in a diverse world
Teamwork
                  Staffing
Principles
   Move to replace long-term and high
   performing directors and senior leaders
  – Roles, functions, titles and reporting
    relationships will be reviewed prior to a
    search
   Succession planning will be critical to
   maintaining the legacy of current staff
Succession Planning
       Staffing - Highlights
Consider creating a full-time Director of Assessment
and Research on Student Learning
Need to have a full-time Information Technology
Support Technician to serve entire division
Need an existing position to focus on student
communication
Strive to increase staffing with increased enrollment –
based on evidence of significant increase in workload
Commit to maintaining a diverse workforce within the
Division
                  Space

Principles
   Construction of new Library and
   relocation of senior officers from Thomas
   to Madden Library will create domino
   effect of relocations
   DOSA services should be more
   consolidated
Space
      Space - Highlights
Lobby for a Student Success Center in
the center of campus - Thomas
Consolidate routine administrative
functions in Joyal in one-stop shopping
area (ARE/ Financial Aid/Financial
Services)
Lobby for a new Visitor Center at the
main entrance to the campus
       Space - Highlights
Combine Student Affairs offices into as
few locations as possible (ie Joyal,
Student Success Center, USU)
Locate Federal Programs in adequate and
appropriate space
Improve accessibility of Student Affairs
offices to prospective students/parents as
well as current students
               Technology

Principle

Our guiding principle is to utilize technology
 to make our services more available to our
 primarily commuter population, while
 continuing to emphasize the importance of
 creating personal contact with students
Technology
  Technology - Highlights
Provide web support for all departments
in the division; expect larger departments
(ARE/Career Services/UHPS/AES/Fin
Aid/USU) to update and maintain their
own websites
Provide centralized software training and
software support to meet needs of all
departments
  Technology - Highlights
Students should have 24/7 access to
degree audit information and full access
to academic road maps
All transfer students should receive
upfront evaluations of their transcripts
prior to registration
Each department will advertise/promote
the newest online services available in
their unit
  Technology - Highlights
All departments within the division will be
on a limited number of servers to
increase centralization of installation of
new software, virus protection, etc. and
to increase opportunities for file sharing
         Functions & Services
Principles
   Changing student needs, coupled with
   assessment, will be key factors in determining
   the services we offer. We must strive to
   improve our services while increasing our
   capacity to make informed decisions about
   which services are no longer needed or are not
   effective.
   Ongoing needs assessment is also critical to
   anticipate ways that we can assist student
   success by providing programs and services
   not currently available
      Functions & Services
           Highlights
Each department will implement quantitative
and qualitative assessment efforts that will
include assessment of student learning
outcomes
Evaluate student friendly tools such as iPods,
DVD’s, streaming video and text messaging as
a way of providing information on key student
learning and student services topics (ie.
diversity, wellness, academic integrity,
substance use, career planning and financial
management, etc.)
      Functions & Services
           Highlights
Our success with first year and senior year
experiences should lead us to the creation of a
sophomore year experience to mitigate the
attrition that occurs between the sophomore
and junior year
Explore the creation of a focused mentoring
program for first generation and
underrepresented student populations to
increase their persistence and graduation rates
     Functions & Services
          Highlights
Provide services at non-traditional hours
where appropriate and where utilized
(after 5 pm)
Expand professional development
programs to include all levels of staff to
both enhance skills and provide
opportunities to encourage retention, job
exchange and upward mobility
     Functions & Services
          Highlights
Make student leadership development a
hallmark of our division by providing
leadership development experiences that
reach all undergraduate students
Integrate the functions of the Student
Recreation Center, Student Health
Center and Wellness Services into a
proactive effort to promote student
mental and physical health
Wellness
           Functions & Services
                Highlights
    Support the mission of Fresno State as an engaged
    university by expanding our engagement with the
    region in the following areas:
–     Career Services with employers
–     Women’s Resource Center through the Central Valley Cultural
      Heritage Institute
–     UOS and TRIO programs through engagement with
      elementary and secondary institutions
–     Student Leadership programs through partnerships with local
      businesses and service agencies
–     Scholarship and Development through cultivation and
      stewardship of donors
–     Student Activities and Greek Life through increasing outreach
      to local neighborhoods and community organizations
          Delivery of Services
Principles
   As a predominantly commuter campus with a
   large of cohort of first generation students, with
   a high percentage who work (over 70%),
   reaching students with information and
   services is our most daunting task now and in
   the future.
   We must develop creative strategies to provide
   services and information that are responsive to
   the learning styles of students who range in
   age from 17-70+
       Delivery of Services
            Highlights
Expand use of online technology for delivery of
routine services
Consider the development of satellite student
affairs units in two or three locations around
the campus (ie a college/school, Courtyard,
USU) that would be staffed at predictable
times each week by staff from key division
offices (ie Financial Aid/Advising/Career
Services/Wellness)
       Delivery of Services
            Highlights
Continue to find ways to collaborate with
Academic Affairs, Administrative Services
and Advancement to improve our service
to students on the campus
       Delivery of Services
            Highlights
Expand the use of CD’s and DVD’s to provide
information about programs and services
Conduct a series of random, individual
interviews of students during the year to both
inform and gather information
Use handheld devices to conduct mini surveys
and mini assessments of students on a wide
variety of topics that relate to the Division’s
mission
       Delivery of Services
            Highlights
Explore with students the use of cell phones,
text messaging, iPods and strategic mass
email systems to communicate with students
Explore with students the use of video
technology and electronic signage across the
campus to deliver information and messaging
Explore with students the use of webcams and
other virtual face to face technology as a
“semi-personal strategy” for communicating
with students
           Summary
Our vision must be creative and dynamic
Our vision must be specific and
measurable
Our vision must be interactive through
dialogue with LT and students
Our vision must be achievable
    It Takes a Campus to
     Graduate a Student
   Success is found not only in
graduation, but also in graduating
      an educated person.
Enrollment Services
Vision for the Future

    (2012 and Beyond)
               Highlights
 25,000 student headcount by 2012
  (Master Planners Document)
 Increased number of students living on-
  campus (Campus Point Project)
 Increase in Graduate Student enrollment
  by 15% over Fall 06
 International Student enrollment to reach
  800 by 2012
               Highlights
 Out-of-state enrollment will increase by
  15% over Fall 06
 Enrollment Services Offices will be moved
  to Visitor Center and/or other buildings
  central to campus
 Embrace various communication
  technologies but also rely on face to face
  interactions
                 Highlights
   Modest improvement of entering student
    profile as measured by GPA and test
    scores

   Enhanced general scholarship
    opportunities for student body by at least
    30% by 2012
                 Staffing
 All direct reports to Associate VP for
  Enrollment Services will have Assistant
  Director (FA and ISSP currently have
  position)
 FTE for Enrollment Services will be slightly
  higher in 2012
 At least .5 FTE position for data
  analysis/assessment reporting to AVP
                 Space Issues
   University Outreach Services and Scholarship
    Office to move to Campus Visitor Center near
    the main entrance to campus

   ARE, FA and ISSP to be located in facility near
    the center of campus for convenience and easy
    of access for currently enrolled and prospective
    students. We also believe that Student
    Accounting probably needs to be our neighbor.
              Space Issues
 More space for small conference rooms to
  support the many work units that have been or
  are being formed.
 Public contact/Open areas need to have
  appropriate visuals/signage to better assist
  students
 Need large modern facility to host programs,
  such as, Open House, Preview Day, etc.
 Need access to decent size
  classroom/conference rooms to conduct small
  group sessions
                Technology
            Delivery of Services
   Paperless environment by 2012

   All necessary forms, applications, etc. will
    be available on web and appropriate
    technology to download data and populate
    student records system
                Technology
            Delivery of Services
 Dramatic improvement to quality of phone
  system. Phones will be answered within 3 to 4
  rings. In peak period, callers will be advised of
  wait time. All messages left on machines will
  have return call within 24 hours during week
  days.
 Continue to be CSU leader in area of
  communication technologies with prospective
  domestic and international students
Admissions, Records and
      Evaluations
     Vision for the Future
     (2012 and Beyond)
        Highlights – ARE:
 Efficiently process the applications needed
  to meet the goal for a headcount of
  25,000 students
 Collaborate with Graduate Division
  Program Coordinators to increase the
  enrollment of students in graduate
  programs
 Collaborate with University Outreach and
  AES to facilitate transition of out – of –
  state students
      Highlights ARE, cont.
 Deliver a complete and accurate student record
  at the end for each term by:
   – implementing the automated grade sub
     process prior to setting of academic standing,
     reducing the number of late grade rosters,
     and improving timeline for submission of final
     grade changes and incomplete make – ups
 Improve interactions with all students and
  constituents and have the best customer service
  team on campus
 Improve student knowledge about university
  policy pertaining to all areas that affect
  maintenance of their academic record
     Highlights ARE, cont.
 Efficient processing of transfer credit,
  setting catalog year, department course
  substitutions, and other functions that
  affect student progress toward the degree
 Increased efficiency in all processing
  activities and improved staff morale
 Collaborate with colleagues to represent a
  coordinated and professional admission
  and enrolment process for prospective
  students and new enrollees
           Staffing – ARE
 Have additional staff needed to process
  increase in applications and meet new
  enrollment goals for undergraduate and
  graduate students
 Have additional staff to handle transfer
  credit, LDTP, and DARS workload
            Space – ARE
 Have increased space to provide staff with
  more adequate workstations including
  private offices for all supervisory staff
 Be in a centrally located office with
  financial aid and cashiers office to
  represent a one – stop operation for
  students
         Technology - ARE
 Improved online self – service features
  related to admission and enrollment
  functions; have EDI for all community
  college transcripts
 Electronic submission of campus froms,
  especially transcript requests so that they
  are handled on an overnight basis
 A paperless environment and enhanced
  electronic processes such as email
  confirmation to faculty regarding
  submission of grade changes
FINANCIAL AID OFFICE
 VISION FOR FUTURE
 (2012 AND BEYOND)
                   HIGHLIGHTS
           Directly related to Enrollment Services Vision

 Efficiently process financial aid applications for 16,000 –
  18,000 recipients based on 65% - 70% of the projected
  25,000 student head count by 2012
 Increased coordination with on-campus housing based
  on projected increase to the number of students living
  on-campus
 Increased coordination with the Division of Graduate
  Studies to insure knowledge of financial aid
  options/processes for graduate students
 Collaborate with University Outreach Services to assist
  out-of-state students with the financial aid application
  process
                 Highlights cont.
                            General

   Increased overall efficiency in the processing of all
    financial aid applications
   Increased efficiency in delivery of aid to recipients,
    including moving to direct deposit, rather than the
    current method of mailing paper checks
   Continued movement toward technological advances
    lending to increased reliance on self-service, the web
    and imaging
   Reliance on self-service, the web and imaging will allow
    staff more time to assist students with more detailed
    questions, budgeting advise, etc.
             Highlights cont.
 Continual work on customer service; assisting in
  a student-friendly manner without hampering a
  student‟s independence with too much hand
  holding
 Continued work with parents to help them „let
  go‟ and allow their son/daughter to handle all
  transactions
 Collaboration with the Business Office; delay-
  free disbursement of funds; matching business
  processes; insuring coordination between the
  general ledger and financial aid figures; etc.
                      STAFFING
   Development of an Associate Director who can fill in for
    the Director in her absence
   Evolvement of current staff roles to reflect technology
    progression
   Increase in system staffing located within the Financial
    Aid Office who can focus on the needs of the office and
    provide more immediate assistance
               LOCATION/SPACE
   Centrally located on campus, or located in a space that is
    easily found and accessible, i.e. parking
   Located with/near ARE, University Outreach Services,
    Scholarships, Academic Enhancement Services, and the
    Business Office with whom we interact regularly
    – If we were to move toward a one-stop shop model: Triage set
      up for Financial Aid, ARE, and the Business Office
   Increased space to allow all staff to be located within the
    same office
   Private office space for director and supervisory staff
   Increased number of conference/meeting rooms
           Location/Space Cont.
   Public contact windows set up in a manner that allows
    security for staff, privacy for the student, and easy
    wheelchair access
                   TECHNOLOGY
   Submission of all documents electronically which would
    require assignment of PIN for parents as well as
    students
   Direct link with IRS to allow transfer of student/parent
    tax information directly to the Financial Aid Office (or the
    Central Processor)
   “Parent Self-Service Page” which allows parents access
    to specified information with student permission
   Movement toward a “paperless” environment, although I
    don‟t know that we will ever be completely paperless
   Increased technological communication options
               Technology cont.
   Enhanced self-service options for students: easy to
    access, use and understand
   Improved telephone system that can handle heavy
    volume, advise students of wait time, provide answers to
    general questions (menu options), etc.
   Office of University
Scholarships and Student
  Affairs Development

  Vision for the Future
  (2012 and Beyond)
                     Highlights
 Continuation of present structure combining University
  Scholarships with Student Affairs Development.
 50% increase in university scholarship awards from
  nearly $3,000,000 at present, to $4,500,000.
 Presidents Honor Scholarship Program will be fully
  solvent and in position to increase from 50 to 75 new
  honor students annually.
 2012 projected finish for the comprehensive campaign
  with development efforts from the Division of Student
  Affairs contributing an excess of $7,000,000 for a variety
  of projects including our Leadership Program, Wellness
  Services and the Central Valley Cultural Heritage
  Institute.
                  Highlights
 Parents Association will have more doubled in
  size to include an active membership of more
  than 3,000 families dedicated to assisting the
  Division in our mission of promoting student
  success.
 Establishment of an internally run annual
  parents fund cosponsored by the Parents
  Association and the Division of Student Affairs.
  Combined parent fundraising efforts will
  contribute more than $50,000 annually to the
  Division for general funding purposes.
                  Staffing
   A minimum of two staff persons will be
    added to the program including an
    Assistant Director and one full-time
    support person
                   Space
   Move to the Campus Visitor Center near
    the main entrance of campus
              Technology
          Delivery of Services
 Conversion of the online scholarship
  application into a Peoplesoft (Oracle)
  product
 Improve Parents Association website to
  include opportunities for online interaction
  and online giving
 International Student
Services and Programs
     Vision for the Future
     (2012 and beyond)
               Highlights
 Increase international student enrollment
 Work with international students in poor
  academic standing to encourage improved
  performance and increased retention
                    Staffing
   Leverage collaboration with colleagues in
    University Outreach, ARE, CIS

   May need dedicated staff expert for web,
    PeopleSoft and SEVIS issues as enrollment
    increases and work migrates from paper
    to electronic forms
                        Space
   Central campus facility location for ISSP office
   Small conference room space needed for
    confidential international student advising
   Mid-sized conference room space needed for
    staff meetings of 10-12 people
   Maximize current space and open work area for
    International Admissions staff by removing wall
                  Technology
              Delivery of Services
   Set up faculty advisory group to develop and
    implement a recruitment and retention plan,
    reviewing and adjusting periodically for
    maximum effect
   Identify several recent international alums and
    train for regional recruitment
   Work with Provost, Graduate Studies and
    Scholarship Offices to identify scholarships for
    international students
University Outreach
      Services
Vision for the Future
     2012 and beyond
               Highlights
  Increase the number of out of state
  student enrollment by 15 % over Fall 06
 Develop marketing strategies using
  surveys of enrolled and non-enrolled
  students, enrollment information, and ETS
  data.
                 Staffing
 Within the next 5-10 years, vacancies will
  be filled with individuals that possess
  more technical skills
 Hire an assistant director in Outreach
 Additional student assistants will be
  necessary to implement expanded
  telecounseling and campus visit program
                  Space
 University Outreach to move to the
  Campus Visitor Center which will have
  adequate space to house all of the
  outreach staff
 Facility will have adequate telecounseling
  stations
 Classroom/meeting room space for
  presentation
              Technology
          Delivery of Services
 Continue the practice of utilizing Hobsons
  or similar product to communicate with
  prospects
 Use technology in our communications
  (email, online chat) but continue the
  personal face to face and phone contact
   Student Life

Vision for the future
     2006-2011
Student Life Departments Include:

   Career Services
   Services For Students With Disabilities
   Student Activities and Leadership
    Development
   Student Recreation Center
   University Courtyard (Liaison Relationship)
   University Student Union
   Women‟s Resource Center
  Vision Based on Three Steps in the Division of Student
       Affairs‟ Critical Processes for Student Success


                   Integration:

To encourage students to become engaged
 in co-curricular learning experiences that
 complement their academic curriculum
 and provide opportunities for personal
 development.
              Maturation

To provide opportunities for leadership
 development, self responsibility,
 participation in community service and
 appreciation of diversity.
              Graduation

To assist students in their pursuit of
 employment/post baccalaureate education
 and to provide celebratory recognition of
 their academic and personal achievements
 at Fresno State.
                      Staffing
   Cross Training of Student Activities and USU
    Productions Advisors
   Carefully review roles and functions of vacant
    positions
   Provide current staff with opportunities for
    professional development, and allow them to
    position themselves for additional responsibilities
    within the Division
   Vacancies should be filled by professional staff
    who are trained/experienced in the area in
    which they will be working
                     Space

   Review priorities for utilization of the USU
    pavilion space area with the thought that
    this space may serve students better if
    student success/student life services were
    located here.
   Find ways to increase service visibility and
    access
                Technology


   Continue to find ways to provide students
    with access to new technology in campus
    common areas.

   Provide software training and support to
    meet the needs of all departments
                     Services
   Focus on Communicating with Commuter
    Students

   Ongoing assessment and utilization of services
    to assure we are meeting the needs of current
    and future students

   Provide services that are beneficial to the entire
    campus community (faculty/staff/students)
                  Services

    We must link our services/goals with
    those of the Student Success Task Force
    and other Student Success initiatives

   We must focus on developing student
    leaders who exemplify the Characteristics
    of a Fresno State Graduate.
                   Services

   Co-lead campus efforts to increase
    retention and graduation rates for key
    cohorts of high risk students

   Co-lead campus efforts to celebrate the
    diversity of our students, staff and faculty
           Services for Students with
                   Disabilities
                                 Highlights

Will be temporarily located in former “Carl‟s Jr.” space until fall 2008 or spring
2009. Will resume operations in Madden library upon completion of the
building project

Executive Order 926 requires all CSU to give special attention to campuses
assuring accessibility for all computer labs

Follow  up to the FOCUS project, which provided feedback from students
regarding specific workshops, training and information opportunities they desire
will be critical to service delivery

Using  the “Do-It” or “Dare to Care” programs (developed by a number of
colleges and universities with the support of FIPSE), we will collaborate with
Academic Affairs and Administrative Services to strengthen disability awareness
for Fresno State faculty and staff
       Student Recreation Center

                         Highlights
   Fitness, group exercise and personal training services
    will be provided
   The Intramural and Club Sport programs will be
    administered by the SRC
   The campus Wellness Services program will become an
    integral part of the SRC
   The number of summer camps and other revenue
    producing will continue to grow. This will allow us to
    provide additional services to student and staff/faculty
    members without increasing fees
        Women‟s Resource Center and
    Central Valley Cultural Heritage Institute

                              HIGHLIGHTS


   The WRC and CVCHI will blend to form a new entity, “The Center”.
   Programs and services that will operate out of The Center include:
    Central Valley Cultural Heritage Institute, National Coalition Building
    Institute, Violence Prevention Project, Women‟s Resource Center,
    numerous student clubs and organizations whose focus is social
    justice, diversity, and cultural awareness.
   The Center will provide a place for the informative exchange of
    ideas, meaningful experiences with diverse cultures, a base of
    operation for student and faculty research, activism and community
    service.
                       CAREER SERVICES

                                Highlights

   It will be critical for Career Services to relocate to a location that is
    more accessible to students
   The use of New technology (software) will be incorporated into the
    program offerings
   Regular assessment and data tracking with published outcomes will
    help enhance services
   Staffing patterns will be analyzed and reorganized to improve
    efficiency and delivery of services.
   Development of an inclusive, comprehensive plan to include
    employers and other constituencies will be necessary
         Student Activities and Leadership
                  Development

                        HIGHLIGHTS


   Cross training of student activities advisors will allow us
    to enhance services to the campus, and offer new
    challenges to entry level staff
   Addressing the needs of the Greek community will need
    to be a priority
   Development of a comprehensive Leadership
    Development Program will be critical to student success
        University Student Union
                       HIGHLIGHTS

   An assessment of student trends and needs in student
    unions will be necessary to assure that we are meeting
    the needs of current students
   It will be important that the USU continue to address
    unmet space needs caused by the Madden Library
    renovation
   The Satellite Student Union‟s use to the campus, and
    physical appearance will need to be addressed.
   We will need to address issues related to communication
    with students and other members of the campus
    community
Student Success Services
     Vision Prospectus
  Student Success Services
 Formerly known as Academic Enhancement Services

Mission:
 Student Success Services fosters
 the academic and personal
 success of students in their
 transition to, persistence in, and
 graduation from the university.
 – Student Success Services also
   collaborates with the campus
   community to meet university goals.
             Vision
Student Success Services will be
recognized for providing highly
effective and innovative services and
programs that support student
retention and graduation.
       Primary Functions
Moving In:
– Facilitating student transition to the university
Moving Through:
– Fostering student persistence towards
  graduation
Moving On:
– Preparing students for graduation and beyond
Collaborating:
– Consulting with and providing support to the
  campus community
       Transition Services
Provide services and programs to help students
make a successful adjustment to the university
Help students establish clear pathways to
graduation
Offer support to students as they move beyond
the university

Barbara Benedict, Director
     Office of Advising Services
     DOG DAYS: New Student Orientation
     Senior Experience Initiative
     Transfer Student Integration Project
       Academic Support
     and Retention Services
Helping students to be academically prepared
and personally effective

Sonya Hildreth, Ed.D., Director
     Learning Center/Tutorial Services
     Intensive Learning Experience Program
     Educational Opportunity Program/Summer Bridge
     University Migrant Services
     Maximizing Academic Potential Workshops
   Office of Testing Services
Provides access to tests and academic
assessment services to students at the
undergraduate, graduate levels, and to the
community at large.

Linda Ensch, Coordinator
     Computer Based Testing Center
     Internet Based Testing
     Entrance Testing
     Saturday Testing
     Academic Testing Support Services
          Future Direction
Develop and implement programs, activities and
services designed to enhance student learning
strategies in order for them to successfully meet
academic standards in the college classroom.

Offer strong counseling and advising services to
guide sound academic planning that provide clear
paths to graduation

Strengthen web-based services
   i.e. 24/7 tutoring, online advising, podcasting
   of workshops, study skills modules, online test
   preparation guides

Develop and coordinate an early alert system for
students enrolled in high failure classes
          Future Direction
Offer supplemental instruction for high failure
classes

Move to a developmental advising model

Develop interventions to curb the attrition of
students between the second and third year

Concentrate on successfully integrating transfer
students into the university

Coordinate activities designed to guide the final
semesters for seniors, celebrate their
achievement of graduation status and facilitate
their transition to their future endeavors
         Future Direction

Expand the infrastructure to offer web based test
services

Survey academic departments to assess future
testing needs

Increase retention services and community
partnerships for upper division migrant students

Diversify new student orientation sessions to
include specific programs for transfer students
and an overnight freshman program
  Target Student Groups
Entering undergraduate students
Students in academic difficulty
Undeclared students
Foster Youth
Transfer students
Second year students
Special populations
– e.g. EOP, Migrant, African American
Seniors
             Staffing
Technology support positions
Fill anticipated SSP vacancies
Additional SSP staff as student
contacts are increased
EOP Coordinator/Lead Counselor
Administrative support staff
Learning Specialists-reading, writing,
math
                Space
               The final frontier
          A Student Success Center

Learning Center
Office of Advising Services
DOG DAYS
A smart classroom which will
accommodate group advising, workshops
and meetings
Four additional private offices in JA 224
complex
Space for paraprofessional counseling
Additional dedicated space for computer
based/paper testing
            Technology
Move to a paperless EOP admissions
process
Improve ability to access student data
from PS
Support for student holds
– e.g. MAP/PDQ
Online services
– e.g. tutoring, advising, DOG DAYS
Early alert process tied into PeopleSoft
Explore online payment for EPT/ELM and
others
   Collaborations with Other
     Student Affairs Units
ARE-student advising, senior experience, transfer
student services, new student orientation,
entrance testing
Outreach-advising of prospective students, DOG
DAYS support
Financial Aid-advising to EOP/UMS students and
fee waivers for DOG DAYS and Testing Services
Career Services-undeclared student services,
senior experience, specialty testing
Student Life-senior experience, leadership
development, student activities
USU-field trips and student activities
SUCCESS BEGINS HERE
Federal Programs
  Vision for the Future
Federal Programs Recognized
   Vision: Envision programs that provide
    exemplary activities and services for
    nontraditional students. Ignite our student’s
    desire to learn, achieve, and become role
    models for their family and future
    generations.
Highlights
   Programs will attain higher levels of
    postsecondary enrollments program
    participants
   Programs serving enrolled students will
    attain higher levels of retention and
    graduation
   Program personnel will be recognized for
    expertise and leadership on campus and
    within professional organizations
Transition/Staffing
   A new Executive Director of Federal Programs will
    be selected and fully trained regarding campus,
    Foundation, and U.S. Department of Education
    guidelines and regulations
   Will continue to employ fully qualified staff who
    are committed to serving program and university
    goals
   All program staff will be provided comprehensive
    training, and extensive staff development
Space
   All programs will be housed in adequate
    and appropriately located space to insure
    delivery of services to participants
Technology
   CSU, Fresno will provide all technological
    support to the federal programs
   The federal programs will have all the
    necessary access to serve program
    participants
   Programs and personnel will be able to
    purchase campus software in the same
    manner available to Stateside programs
    and personnel
Functions & Delivery of Services
   Programs will regularly assess activities and
    services provided to participants and will
    implement changes as appropriate
   Within the limitations of federal regulations, the
    federal programs will be effectively integrated with
    University programs and services
   The programs will emphasize the use of and train
    students on rapidly changing technology for
    communications and interactions
Judicial Affairs
  Vision for the Future
Judicial Affairs Vision
   Envision a program that effectively helps
    students to live within community
    established standards and to take
    ownership and accept responsibility for his
    or her own behavior
Highlights
   Program will attain higher levels of
    credibility for fair and timely intervention for
    problems associated with student conduct
   Program will be recognized for high quality
    assistance and information regarding
    student rights and responsibilities to
    students, faculty, staff, administration, and
    parents
Transition/Staffing
   In 2007, a new Judicial Affairs Officer and
    assistant will be selected and fully trained
    regarding campus, CSU, State and Federal
    regulations relative to student conduct
   All program staff will be provided ongoing
    and comprehensive training through
    seminars, CSU associations, and national
    organizations
Space
   Judicial Affairs will be housed in or closely
    associated with the Office of the Vice
    President for Student Affairs and Dean of
    Students
Technology
   Technological advances and recent
    executive orders will provide expedited
    communications to students regarding
    disciplinary matters
   Development of web based programs and
    forms will enable faculty, staff, and student
    to report and respond to judicial affairs
    related matters in a more expeditious
    manner
University Health & Psychological Services


 Promoting Health for the
   Campus Community

    Student Affairs Leadership Retreat


              July 19, 2006
Personnel and staffing
• Many staff are nearing retirement age
• Management team will likely turn over
• Loss of Institutional Memory and
  Experience
• Clinical mix may change
• Finding specialties as staff retire may be
  difficult, i.e., physical therapy
• New staff requirements; i.e., I.T. support
Physical space and location
• Building was designed as medical facility
  only
• Consolidation with Psychological Services
  and additional staff in Wellness Services
  will have significant space impact
• Space constraints may require satellite
  services to be provided at other sites
• Maintenance and modernization must
  come from UHPS funds
Technology support
• Funded by UHPS, TII project will provide backbone
  for growth
• Advent of EMR will require an integrated system
  and replacement of all current management
  systems
• “In-house” technological support will be required
• Long term costs will be an issue
• Remote cashiering when available will improve
  timeliness, reduce labor intensive cash collection,
  and provide greater convenience for
  student/patients
• Special security concerns for medical information
  indicates need for own servers
Key functions
• Emphasis on Wellness will continue to grow
• Electronic medical records will require
  significant staff training
• Psychological Services may increase staffing
  and preventive programming
• Role as guardian of campus health in case of
  major threats (Avian Flu/Disaster
  Preparedness) will continue –- campus must
  underwrite costs
Strategies for service delivery
• Mandatory health fee inflationary increases
  will expire in 2010
• Family Pact?
• Support for Wellness Services must be
  balanced with needs for clinical care
• Additional funding support for pharmacy must
  be provided or pharmacy must become fully
  self-supporting
Wellness Services
• Vision: a campus
  committed to wellness
• Will promote health in the
  broadest sense
• Broad collaboration will
  create unified campus
  program
• Visible student leadership will be vital
The End
Proposed Areas of Emphasis
Improve communication with students
Enhanced collaboration between Student
Activities and USU
Promotion of student learning; increase
student learning outcomes assessment
Enhance the technological support of all
departments
Proposed Areas of Emphasis
Develop strategies to increase the
persistence and graduation rates of high
risk students
Collaborate with the Division of Academic
Affairs in Student Success Task Force
initiatives
Collaborate with Academic and
Administrative units to make Fresno State
a “Wellness-Focused campus”
Proposed Areas of Emphasis
Provide support to the University’s
transition to a Year Round Operation
(YRO)
Provide exceptional customer service
through training, Service Pledge and
feedback from students
Expand the number of professional
development experiences for staff