| C | D | E | F | G | H | I | J | K | |
|---|---|---|---|---|---|---|---|---|---|
1 | Cluster & Department Name | Unit-level Goal | PRIMARY pillar to which your goal is mapped. Please choose one. See the description of all pillars on the Strategic Plan webpage. | Indicate any other pillars to which your goal could be mapped. Please choose all that apply. | |||||
2 | Auxiliary Services | Decrease turnover rate in Auxiliary Services from 19% to 15% by FY26 | Pillar 3: Staff Experience | ||||||
3 | Auxiliary Services - Dining Services | Dining Services will develop a series of events for students to participate in by Spring 2024 that will focus on food, nutrition, and overall well-being. | Pillar 6: Well-being | Pillar 2: Integrated Student Experience | |||||
4 | Auxiliary Services - Onecard Initiative | The ZotKey(digital OneCard) will be the preferred method of payment for 85% of hfreshmen by qinter quarter 2024 | Pillar 2: Integrated Student Experience | Pillar 1: Diversity, Equity and Inclusion, Pillar 3: Staff Experience, Pillar 4: Strategic Resource Management and Planning, Pillar 5: Student Learning and Development | |||||
5 | Auxiliary Services - Student Center & Event Services | Make the Student Center a better place technologically for students to study and relax. | Pillar 2: Integrated Student Experience | ||||||
6 | Auxiliary Services - Student Center & Event Services | Increase Engagement score for "My supervisor, or someone at work, seems to care about me as a person" by 5% (from 3.91 in 2021 to 4.10) by 2025. | Pillar 3: Staff Experience | ||||||
7 | Auxiliary Services - Student Housing | By January 2024, successfully launch StarRez, a new housing management system that will provide a more user-friendly, self-service experience for students as they apply and contract for housing and will equip staff with better management tools. | Pillar 4: Strategic Resource Management and Planning | ||||||
8 | Auxiliary Services - The Hill | Increase employee engagement 5% (3.58 in 2021 to 3.76 by 2025) -as reflected in biennial engagement survey. | Pillar 3: Staff Experience | ||||||
9 | OVCSA | The OVCSA will annually provide a professional development opportunity that is open to all Student Affairs staff and supports the collective work and values of the Division. | Pillar 3: Staff Experience | ||||||
10 | OVCSA | The OVCSA will provide tools and resources to help staff engage and initiate effective resource planning within their units. | Pillar 4: Strategic Resource Management and Planning | ||||||
11 | OVCSA | OVCSA will provide quarterly updates via SAMAG on opportunities for shared services and resource management. | Pillar 4: Strategic Resource Management and Planning | ||||||
12 | OVCSA - Assessment, Research & Evaluation | ARE will improve adoption of CampusGroups to reflect students participating in key co-curricular experiences by Summer 2025. | Pillar 2: Integrated Student Experience | Pillar 4: Strategic Resource Management and Planning | |||||
13 | OVCSA - Assessment, Research & Evaluation | ARE will streamline and clarify the Division-wide annual reporting requirements to decrease burden on units and improve information being provided by Winter 2024. | Pillar 4: Strategic Resource Management and Planning | ||||||
14 | OVCSA - Assessment, Research & Evaluation | ARE will review and update the Division’s Student Affairs Learning Outcomes to reflect current intended learning outcomes by Fall 2024. | Pillar 5: Student Learning and Development | Pillar 2: Integrated Student Experience | |||||
15 | OVCSA - Commencement Ceremonies & Special Events | By the end of the fiscal year 2023-2024, The Commencement Office will present a budget model that ensures long-term financial stability to maintain safe and celebratory ceremony for the university's graduates and their families. | Pillar 4: Strategic Resource Management and Planning | ||||||
16 | OVCSA - Creative & Marketing Communications | SA Comms will create a dedicated online space to house online resources, organized by category and easy to navigate, by the start of fall quarter. | Pillar 4: Strategic Resource Management and Planning | Pillar 3: Staff Experience, Pillar 6: Well-being | |||||
17 | OVCSA - Esports | UCI Esports will host a summer camp in 2024 intended to support girls in gaming, creating a cohort of people who want to see esports as a welcoming place for all people. | Pillar 1: Diversity, Equity and Inclusion | ||||||
18 | OVCSA - Esports | UCI Esports will enhance athlete commitment by having quarterly team goal-setting meetings, monthly meetings with a team psychologist, and host quarterly out-of-game team-building experiences in the 2023-2024 academic year. | Pillar 5: Student Learning and Development | Pillar 3: Staff Experience, Pillar 6: Well-being | |||||
19 | OVCSA - Human Resources | By September 2025, develop and implement a Division of Student Affairs recommended supervisory training web page for Student Affairs leaders with direct reports. | Pillar 3: Staff Experience | Pillar 1: Diversity, Equity and Inclusion | |||||
20 | OVCSA - Human Resources | By July 2025, partner with the Division of Finance and Administration to add Spanish language transcripts to the Managing Implicit Bias Training Series (Modules 1-6). | Pillar 1: Diversity, Equity and Inclusion | Pillar 3: Staff Experience | |||||
21 | OVCSA - OC Veterans & Military Families Collaborative | The OCVMFC Program Manager will work with the Executive Committee and Working Group Chairs to identify appropriate resources to continue to build the network of public and private service providers of the Collaborative to address the needs of veteran and military families in Orange County. A. Identify service provider needs across each Working Group life-cycle of support based on the Alliance of Information and Referral Systems (AIRS) taxonomy. B. Identify and expand OCVMFC volunteers and Leadership to better assist the veteran community at the Executive and Working Group levels. C. Proactively track potential funding sources and recurring events for service providers to maximize their collaborative support for all veterans/military families in Orange County. | Pillar 1: Diversity, Equity and Inclusion | ||||||
22 | OVCSA - OC Veterans & Military Families Collaborative | The OCVMFC Program Manager will work with the OCVMFC to gain a comprehensive understanding of the environment and the impact on veterans and military families in Orange County to better address problems or prevent them before they arise. A. Identify all sources of input for vet needs and the authoritative data source for each WG. B. Create a feedback mechanism for veterans and their family members to identify lessons learned and an action plan to enhance how the Collaborative supports the community. C. Enhance relationships across public and private organizations to better capture the underserved veteran population and their needs. | Pillar 1: Diversity, Equity and Inclusion | ||||||
23 | OVCSA - OC Veterans & Military Families Collaborative | The OCVMFC Program Manager will work with the Collaborative to create mechanisms to allow for better information sharing across the veteran and non-veteran service communities in Orange County to enhance collaboration, identify trends, and address needs. A. Institutionalize an inclusive case coordination platform across the Collaborative. B. Increase the capacity of service providers within the platform to ensure service needs for all veterans and their families are met. C. Educate members of the Collaborative on HIPAA and Privacy Act requirements. D. Develop and maintain internal communication materials and external outreach materials to better communicate Collaborative needs/ successes for various stakeholder communities. | Pillar 1: Diversity, Equity and Inclusion | ||||||
24 | OVCSA - OC Veterans & Military Families Collaborative | THE OCVMFC Program Manager will work with the Executive Committee and Working Group Chairs to document repeatable processes and develop mentorship and training programs to build depth in capabilities across the Collaborative. A. Document the life-cycle of support for each WG from the identification of the need from the veteran/family member to the resolution of the need. B. Develop a Collaborative budget planning process and 1-year budget for Collaborative operational needs. C. Develop a strategic communication plan to focus Collaborative efforts, enhance our brand, and coordinate messaging. D. Standardize Steering Committee meeting agendas to maintain focus on the goals of the Collaborative and progress on WG/Committee objectives. E. Develop or provide access to material to educate Collaborative members on all aspects of operations from veteran/family available benefits, WG operations, the communications plan with talking points, and the use of resources. | Pillar 1: Diversity, Equity and Inclusion | ||||||
25 | Student Life & Leadership - Center for Black Cultures, Resources & Research | The Center for Black Cultures, Resources, and Research (CBCRR) will continue its whole-person approach to narrowing the zone of proximal development between Black students and the campus ecology by utilizing evidence-informed approaches such as the phenomenological variant ecological systems theory (PVEST). The goal is to assist in the interpersonal, psycho-cultural, sociocultural, and academic development of our students through evidence-informed services and programs designed to help them navigate institutional and structural impediments to success while fostering increased opportunities to participate in the broader intellectual campus life through contact, conversation, and engagement opportunities between our students and faculty, staff, and administration. | Pillar 2: Integrated Student Experience | Pillar 5: Student Learning and Development, Pillar 6: Well-being | |||||
26 | Student Life & Leadership - Center for Student Leadership | We will be evaluating and re-imagining our pre-orientation and post-orientation assessment tools to have more of a focus on the academic portions of SPOP (specifically academic planning & course registration) for the summer 2024 cycle. This process will need to be completed by May 1st, 2024, and it will include more questions to help determine what students think of their experience and academic/course preparedness. We will also rethink our questions around academic integrity to see if we can get closer to meeting the benchmarks set in our SALOs. | Pillar 2: Integrated Student Experience | Pillar 5: Student Learning and Development | |||||
27 | Student Life & Leadership - Basic Needs Center | The Basic Needs Center will identify a new food pantry model to prioritize pantry support for students with the highest levels of food insecurity by July 2024. | Pillar 4: Strategic Resource Management and Planning | ||||||
28 | Student Life & Leadership - Campus Organizations & Volunteer Programs | The Office of Campus Organizations & Volunteer Programs will increase volunteers’ understanding of the local social justice issues by the end of each service learning project. 90% of the participants will be able to identify how to continue to take action and address the issue. | Pillar 1: Diversity, Equity and Inclusion | Pillar 2: Integrated Student Experience | |||||
29 | Student Life & Leadership - Campus Organizations & Volunteer Programs | Student staff will improve their professional skills by the end of the academic year. 95% of the student staff will be able to identify how they gained skills and knowledge in public speaking, communication, technology, and event planning, through their COVP projects. | Pillar 3: Staff Experience | Pillar 2: Integrated Student Experience, Pillar 5: Student Learning and Development | |||||
30 | Student Life & Leadership - Campus Organizations & Volunteer Programs | COVP’s goal is to improve the new organization/orientation process. Our goal is for students to retain knowledge of resources to help their organizations thrive. 80% of participants will be able to express their understanding of at least 3 resources to support their organization. | Pillar 5: Student Learning and Development | Pillar 2: Integrated Student Experience | |||||
31 | Student Life & Leadership - College Corps | 95% of College Corps fellows will complete 450 hours of service by the end of the academic year. | Pillar 5: Student Learning and Development | Pillar 1: Diversity, Equity and Inclusion, Pillar 2: Integrated Student Experience | |||||
32 | Student Life & Leadership - College Corps | College Corps fellows will be able to demonstrate their knowledge and understanding of the community social needs, including their impact in the community. | Pillar 5: Student Learning and Development | Pillar 1: Diversity, Equity and Inclusion | |||||
33 | Student Life & Leadership - College Corps | Fellows will identify competencies in public speaking, collaboration, and communication as a result of their College Corps experience. | Pillar 5: Student Learning and Development | Pillar 1: Diversity, Equity and Inclusion, Pillar 2: Integrated Student Experience | |||||
34 | Student Life & Leadership - Cross-Cultural Center | The Cross-Cultural Center and Counseling Center will launch a reimagined cohort based program with at least 10 students and up to 25 maximum, called ACTIVE in Winter 2024 dedicated to reviewing diversity, equity, and inclusion topics with students so that they may learn new terminology, frameworks, and gain facilitation skills.This will culminate with a small conference at the beginning of Spring 2024 where students can share their knowledge with the UCI community. | Pillar 1: Diversity, Equity and Inclusion | Pillar 1: Diversity, Equity and Inclusion, Pillar 5: Student Learning and Development | |||||
35 | Student Life & Leadership - DREAM Center | Undocumented Students in the DREAM Project Fellowship Program will improve professional skills in at least 3 areas | Pillar 2: Integrated Student Experience | Pillar 1: Diversity, Equity and Inclusion, Pillar 2: Integrated Student Experience, Pillar 5: Student Learning and Development | |||||
36 | Student Life & Leadership - International Center | The International Center will increase utilization of ISSM database technology to enhance data management and provide more efficient immigration services by July 2024. | Pillar 4: Strategic Resource Management and Planning | Pillar 2: Integrated Student Experience, Pillar 5: Student Learning and Development | |||||
37 | Student Life & Leadership - International Center | By serving as an International Center student leader, 90% of the students will gain leadership skills and develop professionally by June 2024 compared to the start of their role in September 2023. This data will be assessed quantitively and qualitatively. At the beginning of their employment, student staff will be given a pre-assessment survey rating their skills, opinions and beliefs on a six-point Likert scale with the options of Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree, & Not applicable. At the end of the 2023-2024 academic year when student leaders complete their role at the International Center, a post-assessment survey with the same Likert scale will be given to them before they leave. The following section will include open-ended questions for their opinions, beliefs, suggestions, and feedback. In addition, for particular group of students, their feedback and opinions will be collected during informal group discussions as well as one-on-one exit interviews. | Pillar 5: Student Learning and Development | Pillar 2: Integrated Student Experience | |||||
38 | Student Life & Leadership - Latinx Resource Center | The LRC will work to increase student participation in the Spanish Hour, a student-led initiative that creates space for all Spanish language learners from all racial/cultural backgrounds. The increase will be from an average 10 to an average of 20 by the end of the Spring Quarter 2024. This will be achieved through continued, intentional, and increased collaboration with the Center for Black Cultures, Resources and Research. the sessions were initially led by an intern from the CBCRR and one from the LRC. This collaboration will continue and will include support from a student volunteer from the LRC. | Pillar 1: Diversity, Equity and Inclusion | Pillar 5: Student Learning and Development | |||||
39 | Student Life & Leadership - Latinx Resource Center | Students will be knowledgeable about and exposed to a variety of cultures and intersectional identities within the Latinx community and reflect this through workshops and events. They will also have opportunities for professional development. This would be done through career skills focused workshops and presentations. The goal would be to enhance the preparation of students to continue their development after graduation in the world of professional work, or post-baccalaureate education. A minimum of two workshops throughout the academic year would discuss topics like interviewing skills and career exploration. | Pillar 5: Student Learning and Development | Pillar 2: Integrated Student Experience | |||||
40 | Student Life & Leadership - LGBT Resource Center | The LGBTRC will develop the Transgender Care Specialist (TCS) position and integrate it into the fabric of the campus for the betterment of the campus and specifically the Transgender, Nonbinary, and Intersex communities. This will be achieved by meeting with key departments that serve T/NB/I students, assessing needs, and sharing results with said stakeholders with basic integration and operationalization underway in 2023-24. | Pillar 1: Diversity, Equity and Inclusion | Pillar 1: Diversity, Equity and Inclusion, Pillar 2: Integrated Student Experience, Pillar 4: Strategic Resource Management and Planning, Pillar 5: Student Learning and Development, Pillar 6: Well-being | |||||
41 | Student Life & Leadership - Office of Academic Integrity & Student Conduct | OAISC will expand opportunities for students to advance their decision making skills by creating collaborations with 3 campus partners in decision-making workshop promotion and offerings by Fall 2024. | Pillar 5: Student Learning and Development | ||||||
42 | Student Life & Leadership - Sorority and Fraternity Life | Sorority & Fraternity Life will increase the number of in-person participants in the New Member Education program from 400 students to 600 in 2023-2024. | Pillar 6: Well-being | Pillar 5: Student Learning and Development | |||||
43 | Student Life & Leadership - Student Government Student Media | Student Government Student Media (SGSM) will improve its operational practices and processes to increase clarity, enhance user-friendliness, and deliver effective content in a diverse way that supports the work of student leaders and professional teams alike efficiently through the internal implementation of work management software throughout SGSM by June 30, 2024. | Pillar 4: Strategic Resource Management and Planning | ||||||
44 | Student Life & Leadership - Student Outreach and Retention (SOAR) | The SOAR Center’s Pathfinder Program will develop one quarterly program that supports Gateway Scholars socio-emotional wellness so that they can academically and socially thrive at UCI. | Pillar 6: Well-being | Pillar 1: Diversity, Equity and Inclusion, Pillar 5: Student Learning and Development | |||||
45 | Student Life & Leadership - Sustainability Resource Center | The SRC will expand the Green Office program to include all DSA units by the end of AY25. | Pillar 3: Staff Experience | Pillar 1: Diversity, Equity and Inclusion, Pillar 4: Strategic Resource Management and Planning, Pillar 6: Well-being | |||||
46 | Student Life & Leadership - Veteran Services | The VSC will develop an emergency fund application to provide support for UCI military-connected students in financial need by the end of the 2023-2024 academic year. | Pillar 4: Strategic Resource Management and Planning | Pillar 2: Integrated Student Experience | |||||
47 | Student Life & Leadership - Womxn's Center for Success | The Womxn's Center for Success will implement an evidence-informed student internship experience that supports learning and personal and social development by June 2024. | Pillar 5: Student Learning and Development | Pillar 1: Diversity, Equity and Inclusion | |||||
48 | Wellness, Health & Counseling Services - Campus Assault Resource & Education | CARE will collaborate with at least 3 culturally/community specific identity centers during the 2023-2024 academic year in order to decrease barriers to support and increase student well-being. | Pillar 6: Well-being | ||||||
49 | Wellness, Health & Counseling Services - Campus Recreation | Campus Recreation will establish a department-wide student development model focused on utilizing a career-competency based approach by fall 2024. | Pillar 5: Student Learning and Development | Pillar 1: Diversity, Equity and Inclusion, Pillar 2: Integrated Student Experience, Pillar 4: Strategic Resource Management and Planning, Pillar 6: Well-being | |||||
50 | Wellness, Health & Counseling Services - Campus Recreation | Campus Recreation and the Disability Services Center will collaborate on implementing the results of an accessibility assessment to improve accessible fitness options for students with physical disabilities by Fall 2024. | Pillar 6: Well-being | Pillar 1: Diversity, Equity and Inclusion, Pillar 2: Integrated Student Experience, Pillar 4: Strategic Resource Management and Planning, Pillar 5: Student Learning and Development | |||||
51 | Wellness, Health & Counseling Services - Center for Student Wellness & Health Promotion | The Center for Student Wellness & Health Promotion will pilot the Wellbeing Improvement Survey for Higher Education Settings (WISHES) survey to measure student wellbeing during the 2023-24 academic year. A multidisciplinary team of stakeholders will develop a strategy and methodology that ensures the best possible outcomes, by administering the brief survey multiple times each quarter. | Pillar 6: Well-being | Pillar 1: Diversity, Equity and Inclusion, Pillar 2: Integrated Student Experience, Pillar 4: Strategic Resource Management and Planning, Pillar 5: Student Learning and Development | |||||
52 | Wellness, Health & Counseling Services - Child Care Services | To learn from student parents what types of support and resources they need beyond child care in order to further support them during their academic career. | Pillar 5: Student Learning and Development | ||||||
53 | Wellness, Health & Counseling Services - Counseling Center | For the 2023-204 Academic Year, the Counseling Center will provide multiculturally responsive, quality clinical and outreach services to help students achieve optimal mental health for success. Quality will be evidenced via outcome measures and satisfaction surveys. | Pillar 6: Well-being | Pillar 1: Diversity, Equity and Inclusion, Pillar 5: Student Learning and Development | |||||
54 | Wellness, Health & Counseling Services - Disability Services Center | The DSC will seek assistance from SOAR and other cultural centers with mentor programs to improve and relaunch the DSC's student mentor program. Launch is tentatively scheduled for Winter 24 with a goal of 20 mentees and 20 mentors, all of which are registered with the DSC. | Pillar 2: Integrated Student Experience | Pillar 1: Diversity, Equity and Inclusion, Pillar 5: Student Learning and Development, Pillar 6: Well-being | |||||
55 | Wellness, Health & Counseling Services - Disability Services Center | The ARC and the Disability Services Center will collaborate on implementing the results of an accessibility assessment to improve accessible fitness options for students with physical disabilities by Fall 2024. | Pillar 2: Integrated Student Experience | Pillar 1: Diversity, Equity and Inclusion, Pillar 3: Staff Experience, Pillar 5: Student Learning and Development, Pillar 6: Well-being | |||||
56 | Wellness, Health & Counseling Services - Office of Campus Social Work | The Office of Campus Social Work will assess the impact of basic needs and rapid rehousing consults on students' well-being by Fall 2024. | Pillar 6: Well-being | Pillar 6: Well-being | |||||
57 | Wellness, Health & Counseling Services - Student Health Center | Increase patient access by 5% within 12 months. | Pillar 6: Well-being | ||||||
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