The Division of Student Affairs at the University of West Florida is dedicated to assisting students with their personal and professional development so they may reach their full potential. The Division provides quality services, programs, and facilities that enrich the educational experience of students.
The Division has crafted six priorities aligned with the University of West Florida Strategic Plan 2012-2017, which was adopted by the Board of Trustees in June 2012. The development of these priorities began at the Directors’ Retreat in May 2012. Ideas were generated by this group and were evaluated by the Vice President for Student Affairs. Throughout the following academic school year, feedback on and refinement of the development of Divisional priorities shifted between the directors and members of the Division via Division-wide meetings and departmental staff meetings. Although every department within the Division is not named specifically, every department has a role in contributing to the completion of one or more priorities. The final decision on priorities was made by the Vice President for Student Affairs.
Each year, the Division directors will identify actions under each priority to complete that year; invariably some priorities may cover multiple years. Champions will be assigned and measurable outcomes determined, if not apparent. Progress will be monitored quarterly via a Director’s Meeting. The recording of successes and challenges will appear in the director’s (champion) annual report and will roll up to the Division’s annual report.
Each of the priorities has a number, but the number is for reference only; the numbering system does not reflect any order or rank. The relevant UWF Strategic Priority(s) are also linked with the Division of Student Affairs priority. A description of each divisional priority and division actions follows.
Priority 1: Facilitate robust student life programs and services that support retention, persistence, and degree completion.
||Review and strengthen the Delphi (first-year) and Oracle (second-year) residential learning communities.
||Strategically develop new residential and non-residential learning communities in partnership with academic leadership.
||Develop a University-wide first-year experience “program” and online presence.
||Design and implement orientation experiences for student subpopulations (e.g., international, military veterans, and TRIO) in collaboration with their "home" departments.
||Increase the number, chapter membership, and variety of social fraternities and sororities.
||Update the First Time In College student (FTIC) retention plan, and develop retention plans for student subpopulations such as transfers, graduate students, military and students of color.
||Implement strategies to identify and assist “at risk” FTICs with their academic success.
||Deliver services to students "where they are," including residence halls and other non-traditional locations.
||Alter office hours for essential and high volume service areas.
||Develop a model for leadership development programs with a focus on major/career skill development.
||Expand opportunities for men’s engagement on campus.
||Explore opportunities to partner with existing campus and community faith-based organizations.
||Implement a case management approach for students experiencing a hardship or crisis.
||Increase the number of industry-focused career fairs.
||Increase the number of departments providing “don’t cancel class” options for faculty.
||Expand the contributions of Student Affairs staff at new faculty orientation.
||Develop a plan for the continuing engagement of parents and families with the University and each other post orientation.
Priority 2: Utilize technology to increase student engagement and deliver information.
||Create mobile applications (apps) for annual events (i.e., Homecoming, Summer Orientation, and Argo Arrival).
||Create online modules or delivery mechanisms for technological enhancements to traditionally face-to-face programs and services.
||Install security cameras around the residence halls and parking lots to enhance student safety.
||Develop attributes in the Banner system to denote a student's involvement in a particular student organization.
||Explore texting options for the reporting of non-emergency information to the University Police Department.
||Increase the use of ID card swipers as a means to track levels of student involvement and participation.
Priority 3: Cultivate and retain highly-qualified staff.
||Develop a consistent internal reward and recognition structure.
||Develop a plan to address salary issues.
||Enhance graduate assistant opportunities for professional development.
||Seek accreditation for the Counseling Center from IACS (International Association of Counseling Services).
||Seek accreditation for the University Police Department from the Commission on Accreditation for Law Enforcement Agencies (CALEA).
||Develop the next series of modules for multicultural competence, and outline competencies to be achieved by all Division staff.
Priority 4: Develop Division-wide proficiency (competence) in the collection, analysis, and dissemination of data that guides decision-making, resource allocation, and tells our story.
||Provide regular briefings to the Provost's Council, All Academic Chairs and Directors, Faculty Senate, Staff Senate, and Student Government Association (SGA) related to the student experience at UWF.
||Develop a methodology for the public presentation of assessment results on the Student Affairs website.
||Develop an annual assessment plan for the Division.
||Identify theoretical frameworks that support all Divisional student learning outcomes.
||Develop infographics and other documents to depict the results of the Graduating Student Survey and national benchmarking surveys.
||Reassess on-going assessment efforts and align with the Southern Association of Colleges and Schools Commission on Colleges (SACS-COC) Accreditation.
Priority 5: Advance student facility priorities identified within the scope of the UWF Campus Master Plan.
||Partner with other divisions to advance the Campus Master Plan (including the University Park design, the multipurpose field project, east campus housing, etc.).
||Evaluate the readiness for the development of a Greek Village.
||Evaluate expansion opportunities of the Health Center.
||Evaluate expansion opportunities for the Educational Research Center for Child Development (ERCCD).
||Prioritize the creation of quiet individual testing areas in the Student Disability Resource Center (SDRC) for students who need accommodation.
Priority 6: Expand collaborative partnerships between and among divisions.
||Develop assessment of student community engagement initiatives to assist in measuring the impact of mutually beneficial partnerships on the co-curricular student experience.
||Coordinate efforts in regard to research of student-focused grant opportunities, and collaborate with the Undergraduate Research Program, as necessary.
||Utilize Jason Quest (software program) as a portal to house community engagement opportunities, and utilize the technology to provide necessary metrics in regards to student engagement.
||Create an Alternative Spring Break for UWF students.
Division and University Strategic Plans
Division of Student Affairs Strategic Plan 2013-2017
You may also view the University's strategic goals by visiting the President's website.