Office of Student Life
Center for the Study of Student Life

Program Review Action Plans

The program review process culminates in the development of an action plan, in which departments lay out strategic objectives in response to self-study and external committee findings. The summaries below provide an overview of each department's program review and the strategic objectives identified through the program review process. Departments are organized by divisional strategic areas.

Academic Partnerships and Career Success

Center for the Study of Student Life (Autumn 2022)
  • Self-Study Standards: Council for the Advancement of Standard’s (CAS) Assessment Services Self-Assessment Guide (SAG) 2019.
  • Virtual Site Visit Dates: August 10- August 12, 2022
  • Action Plan Objectives: 
    • Theme: Revise mission and core functions
      • CSSL Director and staff revise CSSL vision, mission and values, ensuring that it maps to divisional vision, mission and values.
      • Revisit CSSL project audit to hone CSSL core functions. 
      • Engage CSSL staff in a time study to determine if work aligns with office core functions.
    • Theme: Culture of assessment
      • All CSSL research analysts to be trained in and understand Student Life learning goals to ensure that during upcoming assessment planning the assessments are in conjunction with Student Life learning goals.
      • Explore the development of an assessment committee with representatives from different areas to promote engagement with divisional and departmental assessment activities.
      • CSSL will revise current Student Life Assessment Community (SLAC) curriculum, identify next SLAC departmental cohort(s), determine options for expanding SLAC offerings and create a SLAC alumni group for continued interest and support. 
    • Theme: Human resources
      • CSSL Director will engage in continued discussions with Office of Human Resources around benchmarking of staff pay to comparable employment elsewhere after Career Roadmap implementation is complete and impacts of inflation on staff salaries generally.
      • Use CSSL mission, vision, values and core functions discussions and decisions to determine appropriate balance of Student Life and campus-wide projects in CSSL portfolio.
      • CSSL staff will conduct informational interviews with Student Life departmental staff to learn about each department.
      • CSSL team will work with the Ohio State College of Education Higher Education & Student Affairs faculty to procedure MA, PhD and EdD curriculum requirements.
      • CSSL staff will engage with SAAL, NASPA and ACPA to participate in student affairs-specific professional development. 
Student Life Disability Services (Autumn 2022)
  • Self-Study Standards: Council for the Advancement of Standard’s (CAS) Disability Resources and Services Self-Assessment Guide (SAG) 2019 and Testing Programs and Services SAG 2019.
  • Virtual Site Visit Dates: November 30th – December 2nd, 2022
  • Action Plan Objectives:
    • Theme: Evolve staffing structure to support shifting student needs.
      • Assess staff resources in exams area to meet growing in-person and virtual proctoring needs.
      • Analyze anticipated need for accommodations to inform new staff additions throughout department.
      • Conduct a cost-benefit analysis of adding full-time communication access positions versus hiring intermittent or ancillary professionals.
      • Locate and utilize resources for staff professional development of interactive process skills.
    • Theme: Explore process and software innovations to continue refining student support.
      • Identify technology needs in exam spaces and price the addition of computers, centralized exam computer control software, virtual proctoring software and additional cameras in testing areas.
      • Refine exam testing agreement, specifically to clarify rescheduling practices.
      • Identify, demo and price improved technology for flex plan implementation.
      • Refine SLDS administrative registration process to allow for more nuance in designating accommodations through ensuring consistency in documentation review standards, broadening staff training on administrative procedures and refining decision trees for accommodations decisions.
      • Revise database for frequently used documents, scripts, templates and questions.
      • Examine service provision during drop-in hours and enhance front desk triage tools.
      • Create template and plan for faculty email outreach at specific intervals to provide consistent support messaging.
      • Update faculty presentations to include transformational and collaborative practices.
    • Theme: Explore various funding models to support structural efficiencies in SLDS.
      • Provide operational data to Financial Management to inform any proposed allocation or budget changes.
      • Investigate the possibility of creating a central, consolidated funding model for communication access services.

Administrative Excellence

BuckID (Autumn 2023)
  • Self-Study Standards: Council for the Advancement of Standards in Higher Education. (2022). CAS Self-Assessment Guide for the CAS Campus Credential Programs and Services Standards.
  • Virtual Site Visit Dates: Monday, October 23 – Wednesday, October 25, 2023
  • Action Plan Objectives:
    • Theme: Access Control Consolidation & Conversion
      • Review possible consolidation of aspects of the offline access control systems within Student Life into BuckID portfolio in advance of phasing out those systems.
      • Engage local authority having jurisdiction (AHJ) to review request to replace BASIS locks on renovated buildings with AD400s while maintaining fire rating without door replacement.
      • Develop multi-year plan to phase out the legacy BASIS and Vanderbilt offline lock systems and complete hardware upgrades necessary to replace with online locks connected directly to BuckID.
      • Work with campus partners to review further integration and shared support opportunities to improve efficiency of access control management and troubleshooting enterprise-wide.
    • Theme: Budget & Financial Sustainability
      • Expand academic and event attendance tracking service to new units and assess standard reader licensing and maintenance fees to customers with attendance readers.
      • Review cost recovery for on-campus merchant partners to ensure financial sustainability of the program.
      • Analyze service and repair work done outside of standard scope to determine if a cost-recovery model should be adopted for such activity.
    • Theme: Internal Efficiencies & Technology Improvements
      • Host regular meetings with regional campus ID production staff to foster greater connection and policy/process alignment with the Columbus campus.
      • Work with Student Life Technology Services to develop new intake forms for the BuckID website that will automatically create and route tickets in the Helix ITSM/work order management system.
      • Conduct an analysis of BuckID operating hours on the Columbus Campus with relevant stakeholders to determine if they best balance customer needs and efficiency and propose adjustments as warranted.
      • Develop an internal knowledge base and process documentation to facilitate cross training of team members to be able to complete tasks currently most commonly completed by the Director.
      • Continue implementation of reader upgrades (off-campus merchant, dining point of sale and door access) identified in the BuckID 3.0 Steering Committee Report.
    • Theme: Physical Space Needs
      • Implement solutions to ensure privacy/confidential conversations can be facilitated appropriately for BuckID staff located in the Ohio Union.
      • Determine short-term and long-term solutions to provide sufficient workbench and storage space necessary for the BuckID Technical Operations team at 960 Kinnear Road.
    • Theme: Marketing & Communication
      • Develop new and/or revise existing educational campaigns related to services provided by BuckID to be released during orientation and the beginning of the 24/25 academic year, with an enhanced focus on the merchant program.
      • Develop a new educational campaign related to troubleshooting access control issues for students and employees that includes how to handle lost/stolen BuckIDs and what happens when a card is replaced.
      • Explore possible modifications to the Merchant of the Month program to increase engagement, including exploring a new paid sponsorship program where merchants could receive additional marketing/promotional benefits.
    • Theme: Mission, Vision & Values
      • Review and update BuckID mission, vision and values statements in tandem with the BuckID 3.0 initiative.
Student Life Financial Management (Spring 2023)
  • Self-Study Standards: Council for the Advancement of Standard’s (CAS) General Standards Self-Assessment Guide 2019.
  • Virtual Site Visit Dates: April 26th – April 28th, 2023
  • Action Plan Objectives:
    • Theme: Communication Improvements
      • Enhance Director and AVP insight into financial reports and the budget process.
      • Establish dotted lines of communication between Business Leads and the Directors and Associate Vice Presidents (AVPs) across the Office of Student Life.
      • Communicate internal policies to a broader audience to facilitate better understanding of university policy and how to be good stewards of university resources.
    • Theme: Reporting Enhancements
      • Provide monthly financial reports to AVPs and Directors using Tableau, including education on dashboard use.
      • Provide FOCUS team with the opportunity to ask questions, understand processes better and voice concerns to create a better sense of partnership with and visibility into SLFM.
      • SLFM will reach out to other areas at the University to collaborate on what is working or being developed for reporting tools.
      • SLFM will continue to develop representation on the University Enterprise workgroup.
      • Begin to look at other possible software solutions outside of Tableau that could be utilized for reporting solutions.
      • Explore how data from the Ohio State Reporting & Analytics Environment (RAE) can be fed into SLFM reports.
    • Theme: Enhance SLFM Staff Training
      • SLFM will continue utilizing Management Advancement for Public Services (MAPS) courses and blocks for staff professional development.
        Facilitate knowledge sharing across business managers to drive stronger reporting.
      • Business Manager 1s and Fiscal Officers will cross-train so that they can share best practices and standardize policies across the Office of Student Life.
      • Improve opportunities for professional development and collaboration with other higher education professional organizations.
      • Use trainings through Central Association of College and University Business Officers (CACUBO) to provide consistent onboarding and training.
    • Theme: Departmental Evaluation & Policies
      • Establish more consistency in relocation and professional development budgets.
      • Solicit feedback from stakeholders and staff on SLFM services, ensuring transparent communication of results and consistent measurement.
      • Partner with central units at the University to train Office of Student Life staff so that there is a common understanding of policies and processes.
Student Life Marketing and Strategic Communications (Autumn 2023)
  • Self-Study Standards: Council for the Advancement of Standards in Higher Education. (2019). CAS self-assessment guide for the CAS auxiliary standards
  • Virtual Site Visit Dates: Wednesday, September 18 – Friday, September 20, 2023
  • Action Plan Objectives:
    • Theme: Planning and Prioritization
      • Enhance ability of SL MarComm to prioritize projects.
      • Create greater consistency in planning and execution of projects.
      • Improve planning function of departments as related to departmental marketing and communications.
      • Improve overall SL MarComm effectiveness and turnaround time while maintaining responsible fiscal stewardship.
      • Assess how team time is spent in relation to unit priorities.
    • Theme: Improve Relationships and Opportunities for Client Feedback
      • Improve feedback, both to and from clients, to enhance operations.
      • Elevate recognition and appreciation for outstanding staff work to encourage effort and professional development.
      • Elevate team status as recognized experts on ADA compliance.
      • Expand understanding of Ohio State brand standards to reduce errors and misunderstandings.
      • Provide clients with a greater understanding of SL MarComm's role and purpose.
      • Enhance relationships with unit social media account managers for support and strategic planning.
    • Theme: Operations
      • Improve communications and efficiency by standardizing time frame and procedures for process changes.
      • Facilitate most effective use of ClickUp project management system.
      • Better utilization of student employees to improve overall SL MarComm efficiency and effectiveness.
    • Theme: Purpose Statement and Structure
      • Provide greater clarity of SL MarComm role as strategic partner.
      • Ensure workflow would continue regardless of staff absences or changes.

Holistic Student Support and Well-being

Counseling and Consultation Service (Spring 2023)
  • The Senior Vice President of Student Life granted CCS an exemption from the standard program review given its recent involvement with external accreditation organizations and other quality assurance initiatives, including the International Accreditation of Counseling Services, JED Campus and the American Psychological Association Doctoral Internship Program. Using reports from prior site visits, CCS engaged in the action planning process in summer 2023 to identify strategic next steps for the department.
  • Action Plan Objectives:
    • Objective 1: Enhance communications to improve knowledge and access to care.
      • Ensure communication of mental health resources is consistent across Office of Student Life websites.
      • Coordinate and clarify resources for substance misuse that are consistent and available on multiple Office of Student Life websites including CCS, Student Life Disability Services (SLDS), Student Advocacy and Student Health Services (SHS).
    • Objective 2: Enhance system of care collaboration to support trends in student mental health.
      • Increase promotion of the Parent Workshop with updated communication.
      • Ensure consistent communication with Ohio State Student Health Insurance.
      • Enhance resources available to community providers, including a release of information and safety plan sample on the website with local resources included.
      • Enhance the Biennial Community Provider Day.
    • Objective 3: Enhance and standardize the embedded role across colleges and departments.
    • Objective 4: Enhance prevention, education and engagement.
      • Enhance the CCS psychoeducational workshop program.
      • Engage peer educators, paraprofessionals and student leaders with aim of deepening our Culture of Care.
      • Coordinate prevention efforts with Health and Wellbeing Unit to minimize overlap of efforts and increase cohesion among departments.
      • Enhance, calibrate and further develop “Let’s Talk” program to increase access and availability of “just in time” support services.
      • Establish a digital strategy to further integrate technology in serving students with the goal of reaching students in the ways they engage with information.
      • Establish a drop-in space featuring Biofeedback and other mental health focused, self-guided tools and resources with the aim of stress reduction and increasing awareness of coping strategies.
    • Objective 5: CCS Training Program will develop a Mentorship Program to increase recruitment and retainment of diverse staff and trainees.
    • Objective 6: CCS Training Program will develop a trainee departmental liaison program to increase community engagement & communication
    • Objective 7: CCS Training Committee will develop a “Lunch and Learn Series” to address clinical needs, career development and consultations.
Parent and Family Relations (Spring 2023)
  • Self-Study Standards: Council for the Advancement of Standard’s (CAS) Parent and Family Services Self-Assessment Guide 2019.
  • Virtual Site Visit Dates: March 29 – March 31, 2023
  • Action Plan Objectives:
    • Objective 1: Finalize staffing and volunteer structure to enhance PFR’s operational capabilities.
    • Objective 2: Continuous review and planning of budgets with Student Life Financial Management to ensure funding for existing programs and new partnership opportunities.
    • Objective 3: Create and discover new opportunities with partners using demographic and assessment tools provided through CampusESP and the Center for the Study of Student Life for support.
      • Continuous development of the Parent and Family Roundtable, providing information and opportunities to engage with Student Life and Ohio State as a resource.
      • Create and update the Parent and Family Roundtable application and assess all applicants to ensure a diverse Roundtable representing in-state students, out-of-state students, different academic colleges and a variety of class rank families.
      • Develop new materials for Roundtable orientation and monthly meetings that set clear expectations for members and provide in-depth reviews of Ohio State resources.
    • Objective 4: Expand the information and experiences generated from the Roundtable to the greater parent and family community through articles, videos, webinars and interactive assessments.
    • Objective 5: Implement and begin use of CampusESP for communications.
      • Promote CampusESP to various campus offices as a resource to advertise opportunities around campus.
      • Work with Ohio State Columbus and regional campuses (once added into the process) to develop communication plan, identify family data and develop assessment for families.
    • Objective 6: Explore having Parent and Family Relations be the primary communicator with families once students confirm enrollment at Ohio State through establishing partnerships with other offices.
Sorority and Fraternity Life (Spring 2025)
  • Self-Study Standards: Council for the Advancement of Standards (CAS) Fraternity and Sorority Programs Self-Assessment Guide (2019)
  • Virtual Site Visit Dates: Tuesday, March 4th – Thursday, March 6th, 2025
  • Action Plan Objectives:
    • Theme: Chapter Recruitment
      • Review the Sorority and Fraternity Life website to ensure it accurately reflects all councils and provides an inviting experience for new members.
      • Partner with the Center for the Study of Student Life to utilize existing data to refine recruitment messaging for Sorority and Fraternity Life.
    • Theme: Educational Processes
      • Work with Council executive boards to update existing council-specific new member orientation to provide a more comprehensive and values-based introduction to Sorority and Fraternity Life.
      • Create feedback opportunities for volunteers and advisors to contribute to the creation of educational opportunities and programs.
    • Theme: Chapter Growth
      • Explore effectiveness of new member education focusing on chapters with larger new member classes.
      • Evaluate the Sorority and Fraternity Life staffing model to explore support for an additional council.
Student Advocacy Center (Autumn 2022)
  • Self-Study Standards: Council for the Advancement of Standard’s (CAS) Case Management Services and Academic Advising Self-Assessment Guides (SAG) 2019.
  • Virtual Site Visit Dates: December 7 - December 9, 2022
  • Action Plan Objectives
    • Theme: Mission and Service Provision 
      • SAC will begin a review of the departmental mission statement.
      • SAC will create a 1-to-2-page document that more clearly outlines department’s role and key responsibilities to share with key university partners.
      • SAC will continue discussions with the Student Life Development team and financial aid to find the most efficient ways to ensure emergency financial support for students.
      • SAC will adjust the current process of residency referrals and delegate residency and academic appeals to the University Registrar.
      • SAC will focus on collaboration with the Civil Rights Compliance Office to strengthen the referral process and to facilitate continued training opportunities for staff.
    • Theme: Outreach to Other Departments
      • Establish bi-annual meetings with regional campus partners in upcoming academic years to foster a space for deliberate collaborations.
      • Beginning in January 2024, SAC will develop a plan to meet annually with key partners to discuss appropriate referrals and to educate on any service changes.
    • Theme: Staff Development and Training
      • SAC staff will engage in at least two individual professional development opportunities during each performance evaluation cycle. SAC leadership will incorporate professional development opportunities into staff meetings quarterly.  
      • SAC leadership will be more intentional in submitting High Fives to Student Life Leadership, nominating staff members for the Distinguished Staff Award and pursuing other opportunities to highlight staff contributions.
    • Theme: Process Adjustments
      • Continue to evaluate the process of case assignment to determine where adjustments can be made.
      • Work with Center for the Study of Student Life to create assessment projects that focus on student learning and development outcomes.
      • Continue to prioritize observation to foster exemplary case management practice.
    • Theme: Budgets, Funding and Resources
      • If financial support is feasible, secure laptops for all staff.
      • SAC will continue to meet quarterly with Student Life Development to establish funding priorities.
      • SAC will continue to pursue the development of a robust intern program.
      • SAC will seek out grant opportunities to support various initiatives and may allow for financial support of additional staffing. 
Student Philanthropy (Autumn 2022)
  • Self-Study Standards: Council for the Advancement of Standard’s (CAS) Civic Engagement and Service-Learning Programs Self-Assessment Guide (SAG) 2019.
  • Virtual Site Visit Dates: September 21 – September 23, 2022
  • Action Plan Objectives:
    • Theme: Shift departmental funding structure
      • Reevaluate Student Philanthropy message and materials for funding conversations.
      • Present to and meet with various university leaders about the possibility of shifting Student Philanthropy funding structure.
      • Assess resource allocation as a function of funding source.
    • Theme: Train staff and student leaders around Student Philanthropy’s goal and mission
      • Train university staff to better engage in and support Student Philanthropy’s goals.
      • Identify and collaborate with staff and student leaders to generate more specific curriculum for appropriate offices.
      • Reassess student leader curriculum for students already involved in Leadership & Community Engagement.
      • Expand Student Philanthropy student leader training to other areas of Student Life and campus more broadly.
    • Theme: Reimagine relationship between Student Philanthropy and Advancement
      • Find new points of connection within the updated structure of the Office of Advancement.
      • Collaborate with the Office of Advancement to create a more structured transition from student to alumni.
    • Theme: Increase resources and access for Student Philanthropy programs. 
      • Ensure that resources are available and equally accessible to Student Philanthropy student leaders and staff. 
      • Establish better connections between the Office of Advancement, the Ohio State Alumni Associations and Student Philanthropy student organizations.
    • Theme: Ask students to give to The Ohio State University. 
      • Re-examine the goals and expectations of Student Philanthropy student organizations to determine who owns which aspects of student giving.
      • Develop a giving plan and solicitation schedule in partnership with stakeholders and collaborators.
      • Establish clear procedures for student organizations to create and/or manage gift accounts where they can direct philanthropic activity.
    • Theme: Recognize and amplify the impact of student giving at Ohio State. 
      • Develop a plan to steward and acknowledge student donors.
      • Regularly share out information on the impacts of student gifts and student giving. 
Student Wellness Center (Spring 2024)
  • Self-Study Standards: Given the expansiveness of programs and services offered by the Office of Student Life Student Wellness Center, several sets of standards were combined for the purposes of the self-study. These include: 2019 Council for the Advancement of Standards (CAS) Self-Assessment Guide (SAG) on Health Promotion Services (HPS); 2019 CAS SAG on Alcohol and Other Drug Programs (AODP); 2019 CAS SAG on the Cross-Functional Framework for Advancing Health and Well-Being (AHWB); and the 2019 American College Health Association (ACHA) Standards of Practice (SOP) for Health Promotion in Higher Education.
  • Virtual Site Visit Dates: Wednesday, February 28 – Friday, March 1, 2024
  • Action Plan Objectives:
    • Theme: Departmental Identity
      • Develop a re-branding plan to amplify the programs, services, resources and student opportunities to increase reach to students and to provide clarification regarding the various services and “centers” within the SWC
      • Incorporate physical space planning more intentionally into departmental identity conversations
      • Develop internal communication strategy
      • Focus on staff cohesiveness and accountability around mission implementation
    • Theme: Holistic Planning and Programming
      • Utilize and choose an evidence-based health and well-being framework to enhance strategic collaboration and resource sharing
      • Identify 1-3 annual focus areas that focus on desired community outcomes
      • Catalog existing programs and services within the categories of the socio-ecological model or World Health Organization (WHO) Five Core Actions of Health Promotion
      • Identify sub-populations of students on which to focus SWC efforts
      • Create a shared program update process and calendar that is uniform across the entire unit
    • Theme: Partnerships
      • Build capacity of campus partners to provide well-being content and services
      • Build strategic connections with student groups/organizations that can serve as “wellness champions” for peers and broader campus
      • Educate campus and community partners about frameworks to promote health and well-being
      • Host quarterly update meetings related to partnerships
    • Theme: Professional Staff / Professional Development
      • Aid in staff transitions with effective change management training and professional development
      • Create a supportive space to foster relationship building and trust among team members
      • Develop stronger connections with regional and national associations to inform practice and professional development of each team member
      • Increase transparency with unit budget and prioritization decision-making
      • Undertake centralized record-keeping
    • Theme: Staffing and Structure
      • Cross-train staff and shift to more generalizable roles
      • Train Wellness Ambassadors through the NASPA Certified Peer Educator program
      • Identify potential external and internal funding opportunities to support student volunteers
      • Develop unit protocol to distribute work when there is a gap in coverage (e.g. vacant position, staff on leave, etc.) in collaboration with Human
    • Theme: Resources
      • Identify ways to increase role responsibilities and internal growth/promotions
      • Centralize training requirements and emergency procedures
      • Build team capacity to apply for grant funding to support programming efforts

Residential Experience

Housing and Residence Education (Spring 2024)
  • Self-Study Standards: The 2019 Council for the Advancement of Standards (CAS) Self-Assessment Guide (SAG) on Housing and Residential Life.
  • Campus Site Visit Dates: Wednesday, April 10th- Friday, April 12th, 2024
  • Action Plan Objectives:
    • Theme: Communication
      • Create a comprehensive communication strategy in collaboration with SL Marketing and Strategic Communications.
      • Explore ways HRE can store departmental information that staff can easily access. Select a platform to use that will improve communication and access to information.
      • Strengthen the relationship and sense of team between the Housing Coordinators/Hall Directors/Assistant Hall Directors, Administrative Coordinators and the Housing Administration teams.
      • Review HRE department and leadership team meetings and staff professional development. Adjust to ensure efficiency and effectiveness of time together.
      • Continue to update the HRE website and assess its effectiveness.
    • Theme: Human Resources
      • Attach specializations to Assistant Director positions and ensure they are highlighted in position descriptions.
      • Review position descriptions for the Assistant Director role and benchmark against Big Ten institutions to understand alignment of these informal roles to make change more formally.
      • Determine what system should be used to save succession planning materials and historical documents for record keeping and reference.
      • Review job descriptions and determine feasibility of functional elements into HRE Senior Leadership team positions.
      • When an Assistant Hall Director takes on more responsibility and is working as a Hall Director, ensure they receive Hall Director communications and meeting invitations.
    • Theme: Organizational Structure
      • Identify a clear purpose for the HRE residential communities front desk operations and develop strategies for directing staff and students to other resources not provided by the front desk.
      • Identify committee-related tasks that need to live with positions and provide clear communication and touchpoints that help staff understand their roles in supporting committee-related efforts.
      • Develop a better understanding of how much live-in staff time is dedicated to the work in their residential communities compared with work beyond their communities.
      • Advance the counseling liaison and consultant opportunities with Counseling and Consultation Service.
      • Continue to develop package hubs.
    • Theme: Organizational Excellence
      • HRE will use a balanced scorecard approach when making decisions.
      • Grow HRE's leadership knowledge of change management strategies and implement change as appropriate.
      • Develop an information guide about the Mansfield, Newark, and Wooster (MNW), and Columbus campuses, highlighting the needs of each campus.
      • Further collaborate with the MNW staff on each campus for RA/CA and OA staff development, move in and community development opportunities.
    • Theme: Partnerships
      • Update MOUs with all living-learning community partners.
      • HRE will work to strengthen current relationships and develop non-existent relationships with partners as needed. Develop memorandums of understanding and outline processes as needed.
    • Theme: Staff Learning and Development
      • The HRE Senior Director and Associate Directors will take on more active leadership roles and work to reduce the perception of silos.
      • Continue to implement and develop the HRE residential curriculum. In addition, continue to provide staff development for all staff on HRE's curricular approach to their work.
      • Identify meaningful ways in which HRE and shared services partners can inform one another of each unit’s most critical work and how units can support one another in achieving mutual success.
Student Life Dining Services (Spring 2024)
  • Self-Study Standards: The 2019 Council for the Advancement of Standards (CAS) Self-Assessment Guide (SAG) on Dining Services.
  • Campus Site Visit Dates: Wednesday, April 3rd – Friday, April 5th, 2024
  • Action Plan Objectives:
    • Theme: Financial Efficiencies
      • Enhance and market the Traditions Plus meal plan to increase revenue.
      • Review current meal plan structure, with attention to offering a meal plan to third year students and expanding off-campus meal plans.
      • Develop and promote food and meal specials during off hours.
      • As the reserves are replenished, prepare a five-year capital planning budget.
      • Track food waste and give it a dollar value.
      • Review all food operations on the regional campuses, with specific attention to locations, hours of operation, self-service markets and food trucks.
      • Review the hours of operation on all food operations on the main campus using an hourly breakeven analysis and adjust the hours based on the findings.
      • Look at ways to best utilize all units over the summer.
      • Evaluate the business arrangements of all food locations in academic buildings and Regional Campuses.
    • Theme: Human Resources and Staff Retention
      • Address wages at all levels and continue advocating for team members using the NACUFS Salary Survey.
      • Explore the hiring of one more dietitian.
      • Develop a training manual and formal training process for newly hired managers and full-time staff.
      • Increase succession planning.
      • Reduce the reliance on temporary employees.
      • Ask for help during busy periods, especially weekends at the beginning of fall semester and during home football weekends.
    • Theme: Technology Utilization
      • Continue to look for technology solutions to create efficiencies and consistencies within operations.  
      • Implement a RACI model when evaluating technology solutions.
      • Continue to work towards one system for better reporting, communications and training consistency (agnostic technology).
      • Utilize AI technology to reduce labor costs, solve current obstacles and develop innovative programing around new technology solutions to impact sustainability initiatives, food costs and communications.  
    • Theme: Communications and Customer Experience
      • Explore ways to simplify the meal plans as students, families and outside support staff have trouble explaining and understanding them.
      • Advocate for marketing support for Dining Services featured programming.
      • Improvement on nutritional icons to encompass the big nine food allergies
      • Share financial information, especially food cost, with all members of the management team. Offer training sessions covering how to utilize financial information.
      • Involve team members in equipment purchases.
      • Continue to utilize technology to communicate clearly amongst all partner teams and dining services staff.
      • At an all-staff meeting, demonstrate how the duties and responsibilities of all team members affect the overall performance of the unit.
Student Life Facilities (Summer 2023)
  • Self-Study Standards: Council for the Advancement of Standard’s (CAS) Auxiliary Standards Self-Assessment Guide 2019.
  • Campus Site Visit Dates: Wednesday, June 21st – Friday, June 23rd, 2023
  • Action Plan Objectives:
    • Objective 1: Develop Facilities leaders to become better stewards of university resources.
      • Reestablish Facilities balanced scorecard approach to marry operations and financial reporting.
      • Hold quarterly cross-functional meetings to discuss metric progress.
    • Objective 2: Educate all stakeholders on Facilities service levels through leveraging central marketing resources as a strategic partner to communicate, educate and sometimes manage expectations.
      • Develop Facilities service-level agreements for all funding partners.                                  
      • Collaborate with Student Life Marketing and Housing and Residence Education partners on Facilities communication plan to students.
      • Develop process for evaluating stakeholder satisfaction with Facilities for non-service request data.      
    • Objective 3: Maximize collaboration to address any Facilities planning and strategy gaps.
      • Add Facilities representative to facility-related decision-making process for an operations review.
      • Include Facilities representative in Facilities Conditions process and copy Facilities representative on final reports.
      • Partner together with any consulting groups and copy Facilities representative on final reports.            
      • Upload project close-out documents & manufacturer recommendations to CMS.
      • Support Planning, Projects and Space Management and Housing and Residence Education in any decision to take beds offline to do needed facility renovations.
    • Objective 4: Maximize strong university partnerships to deliver the desired level of service to our stakeholders at the best value.
      • Update Student Life's service level agreement with Facilities Operations & Development (FOD).
      • Continue to partner with FOD to determine the best alignment of the remaining SL/FOD paint resources within the SLA.
      • Become more efficient with paint leadership and move the best number of painters out of the SL/FOD SLA and into the FOD central paint shop for project-based painting to exchange fixed cost for variable costs.
    • Objective 5: Eliminate the need for non-reimbursed (summer conferences) contract and temporary employees.
      • Pull custodial leads out of daily assignments to function as an internal resource pool. This will allow them to function as true leads, plug short term gaps and have carpet cleaning technicians on a project basis. Hire 8 custodial worker 2s (still within APPA custodial guidelines when including projects).
      • Exchange temporary staffing budget to hire backfills created by moving the leads to an internal resource pool to cover projects, sick, vacation and vacancy.   
    • Objective 6: Leverage relationships with higher education residential facility leaders at comparable universities to benchmark Facilities operations to use evidence-based practice to enhance our service delivery for the residential experience.
      • Establish site visit program with comparable Big Ten residential Facilities departments.    
      • Benchmark custodial, maintenance, building automation and call center.