51³Ô¹ÏÍø

We create opportunities for students to embark on a transformative journey that fosters self-discovery, active learning, belonging, and community engagement.

Division Goal 1.1 – Promote personal growth and self-exploration to identify and build essential life skills.

Year 1 (2025-2026) Objectives:

• Graduating students will demonstrate career readiness by participating in targeted professional development workshops and completing career preparation activities, resulting in at least 90% reporting confidence in their ability to succeed after graduation, as measured by post-program survey data.
• The Center for Sexual and Relationship Violence Support Services will establish a peer-led awareness and education model that supports students impacted by sexual harm. This approach draws on research showing that healing and prevention are strengthened when students learn from and support one another.
• To help students connect the skills and knowledge they are gaining in the classroom with their employment, at least 25% of departments within the Division of Student Life will build a plan and utilize the Flashes GROW framework (Guided Reflection on Work) for their student employees.
• University Housing will implement a residential curriculum, centered on four learning goals: Creating Supportive Systems, Developing Empowered Adults, Emphasizing Safe Practices, and Building Connected Communities. Success will be measured by training resident assistants in curriculum delivery and achieving a 10% increase in student response to the prompt ‘to what degree has living in on-campus housing positively contributed to your sense of belonging to 51³Ô¹ÏÍø’ on the next administration of the Quality-of-Life survey.

Year 2 (2026-2027) Objectives:

• To engage incoming students and orient them towards leadership experiences on campus, an Emerging Leader Institute within the Center for Student Involvement will be created.
• Flashes GROW (Guided Reflection on Work) will be adopted throughout all Division of Student Life units.

Year 3 (2027-2028) Objectives:

• Departments will evaluate/assess the success of the Student Life employee experience after Flashes GROW (Guided Reflection on Work).

Division Goal 1.2 – Establish a comprehensive support system that emphasizes resilience and campus engagement for non-residential, graduate, and online students.

Year 1 (2025-2026) Objectives:

• The Student Organization Support team within CSI will hold individual meetings with at least 85% of registered Student Organizations to strengthen organizational engagement and support, as measured by meeting attendance records and post-meeting feedback.
• To increase use of the CARES Center by online students, the CARES Center will launch a dedicated webpage that outlines available basic-needs resources.
• To assess remote students’ basic support needs the CARES Center will launch targeted campaigns to discover remote students’ challenges and resource awareness, including virtual Q&A sessions and surveys.
• The office of Gender Equity and Title IX will increase the number of student-involved sexual harassment prevention education sessions by 15%, as measured by session count and attendance records.
• To support student completion and strengthen connections the Center for Student Involvement will design and implement a comprehensive co-curricular engagement strategy. The strategy will lead to a 30% increase in student engagement as measured through participation data and engagement surveys.
• The Office of the Dean of Students and Academic Engagement will collaborate with 51³Ô¹ÏÍø Online to research the feasibility and benefit of creating online-focused communities for remote learners.

Year 2 (2026-2027) Objectives:

• The Center for Adult and Veteran Services will create co-curricular offerings and engagement strategies for non-traditional students by leveraging the work of the Adult Learner and Parenting Student Task Forces resulting in increased engagement of the population by Division of Student Life units as measured by pre- and post-strategy adoption survey results.

Year 3 (2027-2028) Objectives:

• The Center for Adult and Veteran Services will create an impact report of non-traditional student engagement strategies by assessing the population resulting in 80% or more of participants agreeing or strongly agreeing that they feel like they belong and are appropriately engaged as measured by focus groups and a student survey instrument.
• The Center for Student Involvement will launch a student leadership peer mentor network that will allow students to support students with their student organization needs and questions.

Divisional Goal 1.3 – Foster lifelong learning and career readiness through improved communication and problem-solving skills.

Year 1 (2025-2026) Objectives:

• Counseling and Psychological Services will increase clinical capacity by partnering with academic colleagues. This increase in training positions will also provide graduate students with experiential learning opportunities.

Year 2 (2026-2027) Objectives:

• A divisional working group will provide structure and guidance for a student-led professional development conference for all Division of Student Life student employees.

Year 3 (2027-2028) Objectives:

• A student-led professional development conference for Division of Student Life student employees will be executed.

Divisional Goal 1.4 – Cultivate leadership development, collaboration, resilience, and global awareness to thrive in a connected world.

Year 1 (2025-2026) Objectives:

• The Center for Sexual and Relationship Violence Support Services will increase the number of students, staff, and faculty who receive evidence-based and data-driven prevention education by at least 5% annually during the next three years.
• To emphasize University Core Values, the Center for Student Involvement will launch a leadership series that shares critical skills such as communication, community building, conflict resolution, and teamwork. Resulting in 75% of attendees reporting increased knowledge of leadership and the university’s core values.
• To expand support for students through student organization programming and support, a new student organization allocation process will be implemented.
• To assist student organizations in fostering belonging and community, student leaders will participate in a Leadership Summit that emphasizes the university’s core values and achieves an 80% participant-reported increase in understanding their role in fostering belonging and community.
• To better support a thriving and vibrant campus community, the Center for Student Involvement will leverage the more than 350 registered student organizations to strengthen engagement and support for students. CSI will have held individual meetings with at least 85% of registered student organizations to ensure information and access to support and resources is available and understood.

Year 2 (2026-2027) Objectives:

• To ensure new student leaders are prepared for their roles, the Pepsi Leadership Center and Student Organization Success team within the Center for Student Involvement will co-create a series of transition workshops with success measured by pre- and post-assessments of students’ knowledge of policies, procedures, and available resources.
• The Student Organization Support team will create an established curriculum for student organization leaders that delivers on necessary skills and knowledge needed to be a successful student organization leader.

Year 3 (2027-2028) Objectives:

• The Community Action Fellows program will engage sixteen students in completing a year-long project within a 51³Ô¹ÏÍø Area of Impact (e.g., food security, civic engagement) and demonstrate growth and local impact through required pre- and post-program reflections.

Divisional Goal 1.5 – Develop a supportive and accessible environment, with attention on the cultivation of spaces and opportunities for self-expression.

Year 1 (2025-2026) Objectives:

• Faculty and staff who participate in Student Accessibility Services trainings will demonstrate increased awareness of how to support disabled students or foster accessibility by correctly identifying at least three effective support strategies in a post-training assessment, as measured by a survey.
• University Housing will complete a comprehensive evaluation of the current Living-Learning Program, using existing data, surveys, and focus groups, to create a new model for housing-based communities that will promote students’ sense of belonging.
• To address student, faculty, and staff concerns resulting from SB1 actions, the Division of Student Life in partnership with University Communications & Marketing will implement a campaign that emphasizes belonging and care to students.

Year 2 (2026-2027) Objectives:

• Conduct a comprehensive evaluation of the Flashes Parents and Families Council by interviewing all active participants, analyzing qualitative and quantitative feedback, and identifying three specific, evidence-based strategies to enhance family participation, engagement, and impact.
• The Center for Sexual and Relationship Violence Support Services will reimagine gathering spaces and opportunities, with a focus on survivors, commuters, graduate students, and non-traditional students.
• Launch a pilot Arts Showcase in the Kent Student Center for student artists and establish protocols for continuity of updates.

Year 3 (2027-2028) Objectives:

• The Center for Sexual and Relationship Violence Support Services will develop a process for students to submit art that speaks to their student experience at 51³Ô¹ÏÍø to be displayed on the Judy Devine Gallery wall. Priority will be given to self-expressive art around violence prevention and survivors; however other self-expression will be considered.

We offer comprehensive programs aimed at nurturing the physical, mental, and emotional health of our Golden Flash community.

Divisional Goal 2.1 – Create a supportive environment that facilitates college completion by proactively addressing students’ academic, personal, and emotional challenges.

Year 1 (2025-2026) Objectives:

• Parents and Families Engagement will conduct a year-end assessment resulting in 75% of parents, families, and supporters correctly identifying at least three key academic dates, resources, or services and understand their significance.
• Counseling and Psychological Services will increase by 20% the number of students receiving more than six sessions reducing barriers to care through improved service marketing, as measured by caseload and length-of-stay data.
• Counseling and Psychological Services will seamlessly connect students who need longer term, more specialized, or higher levels of acute care to external providers, resulting in approximately a 10% increase in student satisfaction with referrals, as measured by the annual Client Satisfaction Survey.

Year 2 (2026-2027) Objectives:

• The Center for Sexual and Relationship Violence Support Services will develop a comprehensive advocacy model that supports survivors throughout their healing process that will increase the persistence rate from 70% to 75%.

Year 3 (2027-2028) Objectives:

• Counseling and Psychological Services will seek the International Association of Counseling Centers (IACS) accreditation after having completed all requisite infrastructure development (i.e., updated policies and procedures, refined clinical service delivery model, completed insurance credentialing, expanded training program) and the application process. This will be measured by a completed application that is in the process of being evaluated.

Divisional Goal 2.2 – Develop and deliver tailored programs, initiatives, events, and services that support the holistic well-being of students, faculty, and staff.

Year 1 (2025-2026) Objectives:

• To increase resilience among first-year students, the Office of the Dean of Students will implement a campus-wide mental wellness curriculum and related programming. Increased resilience will be measured through the Student Life Study.
• Counseling and Psychological Services will increase student participation in workshops and psychoeducational programs by 25%, as measured by online and in-person attendance and postworkshop self-assessments, through revised program delivery and collaboration with campus partners.
• The Recreation and Wellness Center will renew the Exercise is Medicine® On Campus designation and expand related programming to promote physical activity and improve well-being among students, faculty, and staff.

Year 2 (2026-2027) Objectives:

• Increase the percentage of students who can correctly identify resources and reporting options under Title IX by 25%, as measured through annual campus climate survey results and pre-/post-program assessments.
• The Center for Student Involvement will have created a series of co-curricular pathway programs that guide students towards a better understanding of themselves and others, and how to make a community impact.
• Recreation and Wellness Services will implement at least three Exercise is Medicine® On Campus components, including clinical referral integration, student-led wellness events, and physical activity prescription education for student health professionals, to promote campus-wide engagement with movement as a vital sign of well-being.

Year 3 (2027-2028) Objectives:

• The Center for Student Involvement will establish an acknowledgement of completion attached to the cocurricular pathways programs to celebrate the achievements of students who complete the program.
• Recreation and Wellness Services will evaluate the Exercise is Medicine® On Campus program’s effectiveness by collecting participation, referral, and satisfaction data from students and partners, and use the findings to refine strategies and apply for an EIM Gold or Silver level recognition.

We cultivate and strengthen partnerships to unlock opportunities that enrich educational pursuits, increase operational efficiencies, and deepen community engagement.

Divisional Goal 3.1 – Collaborate with academic units to provide integrative learning experiences that support student development and academic success.

Year 1 (2025-2026) Objectives:

• The Office of Conduct and Community Engagement will explore a partnership with University Outreach and Engagement to identify needs and resources for residential students transitioning to commuter status.

Year 2 (2026-2027) Objectives:

• Student Accessibility Services will review Flex Plan accommodation policies and procedures to identify improvement areas. The review will include surveys and focus groups with students and faculty to determine changes.
• The Office of Student Conduct and Community Engagement will partner with Academic Affairs and Faculty Senate to update the cheating and plagiarism process with special attention on artificial intelligence.
• To proactively address challenges that might impact academic success and help life skills development, the Office of Conduct and Community Engagement will create educational modules for residential students transitioning to commuter status.

Year 3 (2027-2028) Objectives:

• Student Accessibility Services staff will review exam proctoring policies and procedures to find areas for improvement. The review will include student and faculty surveys and/or focus groups to determine what changes to implement in the process.

Divisional Goal 3.2 – Develop and deliver tailored programs, initiatives, events, and services that support the holistic well-being of students, faculty, and staff.

Year 1 (2025-2026) Objectives:

• The Office of Parents and Families Engagement, in collaboration with Enrollment Management, will increase the reach of the Parents and Families Newsletter from 10,000 to more than 25,000 student families, strengthening trust in the university and enhancing support for student success.

Year 2 (2026-2027) Objectives:

• The Division of Student Life will develop and commence action on a communication plan to consistently engage with stakeholders, demonstrating the value of student life and how all students are supported.
• The Division of Student Life will partner with Philanthropy and Alumni Engagement to identify storytelling opportunities for the Division of Student Life.

Year 3 (2027-2028) Objectives:

• The Division of Student Life will reestablish the Student Life Alumni Group and create collaborations with student organizations.

Divisional Goal 3.3 – Leverage partnerships to enhance operational efficiencies and support key initiatives across the university and community.

Year 1 (2025-2026) Objectives:

• Implement a sustainable health care operating model by transferring oversight of the DeWeese Health Center to NEOMED LLC and eliminating the 2.7M general fee allocation.
• The Division of Student Life will facilitate a full remodel of the Kent Campus University Bookstore in partnership with Barnes and Noble College, achieving a 20% increase in foot traffic, 2% increase in revenue, a 90% customer satisfaction rating, and enhanced service delivery as measured by post-renovation surveys.

Year 2 (2026-2027) Objectives:

• Sales and Conference Services within the Kent Student Center will increase external client revenue by 10% by expanding outreach efforts, retaining current our current client base, and enhancing service offerings, resulting in greater financial sustainability, as measured by year-over-year revenue reports.
• University Housing will propose and launch a strategic housing master plan designed to guide the next 20 years of investment in the on-campus housing experience. The plan will prioritize meeting housing demand, increasing student privacy, and supporting university enrollment efforts. Success will be measured by formal adoption by university leadership and active use of the plan to inform housing-related decision-making.

Year 3 (2027-2028) Objectives:

• The Center for Student Involvement will ensure more than 50% of all student organizations will have voluntarily completed the student organization curriculum successfully. Organizations who complete the curriculum will be able to demonstrate their knowledge of resources, policies, and success strategies through a post-program assessment.

We manage our resources wisely, use innovative teaching and technology methods, and take responsibility for our organization’s long-term success.

Divisional Goal 4.1 – Prioritize operational excellence and adaptability in the ever-changing environment.

Year 1 (2025-2026) Objectives:

• A three-year capital and facilities plan will be developed for all auxiliary units that will allow for the strategic allocation and management of cash flow.

Year 2 (2026-2027) Objectives:

• University Culinary Services will utilize data sources such as financial trends, customer feedback, meal plan metrics, and health inspection reports to drive decisions, grow revenue, enhance customer satisfaction, and improve health and safety outcomes.
• Marketing and Communications will conduct a complete refresh of key department websites to support revenue generation, retention, and recruitment. This includes University Housing, Kent Student Center, and Culinary Services.
• Student Accessibility Services will collaborate with campus partners to develop a plan to ensure ADA Title II digital accessibility across the Division of Student Life, providing areas of focus for the greatest impact within each unit.

Year 3 (2027-2028) Objectives:

• The Fraternity and Sorority Life community will collectively raise more than $250,000 in their philanthropic work in the greater Kent area.

Divisional Goal 4.2 – Identify, cultivate, and secure alternative revenue streams, including the development a comprehensive divisional fundraising strategy.

Year 1 (2025-2026) Objectives:

• To meet the changing demands of students, University Culinary Services will review all meal plans with the intent of providing new choices for academic year 2026/2027.
• The Division of Student Life will secure one new sponsorship of $50,000 or more in partnership with the Office of Corporate Engagement.
• The Kent Student Center will increase external conference client revenue by $100,000.

Year 2 (2026-2027) Objectives:

• University Culinary Services will establish a strategy to grow commuter meal plan revenue by $200,000.
• Secure sustainable donor, grant funding, or corporate sponsorship sufficient to expand the Community Action Fellows program to 16 students for the 2027-2028 academic year.
• The Kent Student Center will increase external conference client revenue by $200,000.
• The Division of Student Life will secure a new sponsorship with the Office of Corporate Engagement for $100,000.

Year 3 (2027-2028) Objectives:

• The Division of Student Life will secure a new sponsorship with the Office of Corporate Engagement for $150,000.
• The Center for Sexual and Relationship Violence Support Services will establish a signature event to recognize active bystanders and fundraise for prevention programming, survivor sense of belonging, or emergency funds.
• The Division of Student Life will identify a donor naming opportunity the CARES Center.

Divisional Goal 4.3 – Implement a robust and functional onboarding process for all student and staff employees.

Year 1 (2025-2026) Objectives:

• Each department in the Division of Student Life will conduct a comprehensive review of current onboarding practices to establish a baseline of experiences and approach.

Year 2 (2026-2027) Objectives:

• The Division of Student Life will create a working group to develop a NACE-based curriculum that all departments can incorporate into their student training and onboarding.

Year 3 (2027-2028) Objectives:

• The Division of Student Life will launch a comprehensive onboarding program for student employees that incorporates NACE competencies.

Divisional Goal 4.4 – Promote an evidence-based and outcomes-driven organizational culture.

Year 1 (2025-2026) Objectives:

• The Division of Student Life will implement a comprehensive assessment framework to evaluate departmental objectives. Departments will utilize the framework to assess their effectiveness, with results tracked through annual reports that include actionable improvement plans, progress metrics, and evidence demonstrating the impact of Student Life Strategic Plan.

Year 2 (2026-2027) Objectives:

• The 51³Ô¹ÏÍø Stands Up campaign, in partnership with key university stakeholders, will be fully developed with a prevention education curriculum, educational and awareness videos, and materials (digital and print) that are shared widely across the university system and used to guide education and awareness efforts.

Year 3 (2027-2028) Objectives:

• Implement an annual Title IX-specific climate pulse survey with a minimum 30% student response rate to monitor awareness, reporting confidence, and resource accessibility, with results informing prevention programming.

Divisional Goal 4.5 – Establish practices that enhance staff development, empowerment, and a commitment to transparency.

Year 1 (2025-2026) Objectives:

• University Culinary Services will increase team members' extracurricular training hours by 20% by implementing a year-long training program with the Division of People, Culture, and Belonging, and will measure effectiveness through participation data, performance reviews, and post-program surveys.

Year 2 (2026-2027) Objectives:

• The Division of Student Life will complete 50% of the implementation steps outlined in the Student Life Workload and Morale Survey Action Plan, including launching targeted initiatives to address workload concerns, improve staff morale, and establish measurable progress indicators through division survey data and ongoing feedback data.

Year 3 (2027-2028) Objectives:

• The Division of Student Life will complete 100% of the implementation steps outlined in the Student Life Workload and Morale Survey Action Plan, including launching targeted initiatives to address workload concerns, improve staff morale, and establish measurable progress indicators through division survey data and ongoing feedback data.