Division of Student Affairs Vision for 20062011

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Division of Student AffairsVision for 2006-2011
Revised July 21, 2006
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California State University, FresnoFoundation
for Planning 2006-2011

• Strategic Plan
• Vision to become the new Californias premier
  engaged university recognized for benefiting the
  region and society as a whole through quality
  teaching, transformational scholarship and
  dynamic leadership

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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

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Strategic Plan Priorities

• Engaging with the region
• Developing a diverse and global perspective
• Generating private and external support
• Developing our human resources

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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

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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

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Campus Master Plan
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Division of Student Affairs Vision for 2006-2011
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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

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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

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Teamwork
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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

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Succession Planning
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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

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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

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Space
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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

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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

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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

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Technology
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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

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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

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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

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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

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Functions ServicesHighlights

• Each department will implement quantitative and
  qualitative assessment efforts that will include
  assessment of student learning outcomes
• Evaluate student friendly tools such as iPods,
  DVDs, 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.)

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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

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Functions ServicesHighlights

• 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

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Functions ServicesHighlights

• 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

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Wellness
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Functions ServicesHighlights

• 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
• Womens 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

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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

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Delivery of ServicesHighlights

• 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)

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Delivery of ServicesHighlights

• Continue to find ways to collaborate with
  Academic Affairs, Administrative Services and
  Advancement to improve our service to students on
  the campus

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Delivery of ServicesHighlights

• Expand the use of CDs and DVDs 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 Divisions mission

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Delivery of ServicesHighlights

• 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

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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

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It Takes a Campus toGraduate a Student
Success is found not only in graduation, but
also in graduating an educated person.
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Enrollment ServicesVision for the Future

• (2012 and Beyond)

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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

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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

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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

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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

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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.

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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

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TechnologyDelivery 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

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TechnologyDelivery 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

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Admissions, Records and Evaluations

• Vision for the Future
• (2012 and Beyond)

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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

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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

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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

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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

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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

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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

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FINANCIAL AID OFFICEVISION FOR FUTURE (2012 AND
BEYOND)
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HIGHLIGHTSDirectly 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

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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.

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Highlights cont.

• Continual work on customer service assisting in
  a student-friendly manner without hampering a
  students 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.

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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

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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

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Location/Space Cont.

• Public contact windows set up in a manner that
  allows security for staff, privacy for the
  student, and easy wheelchair access

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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 dont know that we will ever be
  completely paperless
• Increased technological communication options

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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.

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Office of University Scholarships and Student
Affairs Development Vision for the Future
(2012 and Beyond)
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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.

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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.

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Staffing

• A minimum of two staff persons will be added to
  the program including an Assistant Director and
  one full-time support person

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Space

• Move to the Campus Visitor Center near the main
  entrance of campus

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TechnologyDelivery 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

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International Student Services and Programs

• Vision for the Future
• (2012 and beyond)

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Highlights

• Increase international student enrollment
• Work with international students in poor academic
  standing to encourage improved performance and
  increased retention

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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

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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

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TechnologyDelivery 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

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University Outreach ServicesVision for the Future

• 2012 and beyond

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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.

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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

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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

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TechnologyDelivery 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

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• Student Life
• Vision for the future
• 2006-2011

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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
• Womens Resource Center

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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.

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Maturation

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

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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.

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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

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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

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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

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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)

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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.

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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

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Services for Students with Disabilities

• Highlights
• Will be temporarily located in former Carls
  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

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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

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Womens 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, Womens
  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.

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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

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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

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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 Unions 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

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Student Success Services

• Vision Prospectus

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Student Success ServicesFormerly 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.

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Vision

• Student Success Services will be recognized for
  providing highly effective and innovative
  services and programs that support student
  retention and graduation.

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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

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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

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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

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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

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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

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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

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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

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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

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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

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SpaceThe final frontierA 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

110
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

111
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

112

• SUCCESS BEGINS HERE

113
Federal Programs

• Vision for the Future

114
Federal Programs Recognized

• Vision Envision programs that provide exemplary
  activities and services for nontraditional
  students. Ignite our students desire to learn,
  achieve, and become role models for their family
  and future generations.

115
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

116
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

117
Space

• All programs will be housed in adequate and
  appropriately located space to insure delivery of
  services to participants

118
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

119
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

120
Judicial Affairs

• Vision for the Future

121
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

122
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

123
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

124
Space

• Judicial Affairs will be housed in or closely
  associated with the Office of the Vice President
  for Student Affairs and Dean of Students

125
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

126
University Health Psychological Services
Promoting Health for the Campus
Community Student Affairs Leadership
Retreat July 19, 2006
127
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

128
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

129
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

130
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

131
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

132
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

133
The End
134
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

135
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

136
Proposed Areas of Emphasis

• Provide support to the Universitys 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