CULTIVATING 2018-2023 Division of Student Affairs Strategic Plan
DEAR SMU COMMUNITY: College is a profound time of development and unmatched growth. It is a time for students to discover who they are as leaders and consider the positive impact they will make on the world. The Division of Student Affairs exists on our campus to help guide students through this time of discovery. Students are the center of our work and are the focus of our new strategic plan, Cultivating Courageous Change. Our Division, as the plan’s title indicates, will be doing things differently, more boldly, to ensure we are serving our students with excellence and preparing them for the future and by extension, we hope they live courageous lives cultivating change in their local and global communities. The plan fully embraces our University’s mission, and demonstrates that through academic and co-curricular experiences, Mustangs will explore a wide range of disciplines, think critically about complex issues, and learn how to effectively engage and navigate an increasingly globalized world. This plan, shaped by the voices of SMU students, faculty, staff, alumni, and community members, demonstrates our commitment to student learning and the responsibility we have in creating experiences to put into practice the knowledge gained in the classroom. We invite the entire community to be immersed in all of the exciting opportunities on campus and within Dallas and North Texas. Intentional investment of energy in the areas outlined by the plan will not only ensure student success on campus, but in future endeavors. We strive for a student’s time at SMU to be transformational. What is done and learned here, from developing friendships to acquiring valuable skills, will last a lifetime and serve as preparation for life as a world changer. I am honored to serve as the Vice President for Student Affairs and look forward to leading this exciting new student experience. I welcome your feedback as we forge a new path, together cultivating courageous change. Sincerely,
K.C. MMEJE, ED.D. Vice President for Student Affairs
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About Southern Methodist University
INTRODUCTION TO THE PLAN
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GOAL ONE Foster a Sense of Belonging and Promote Student Success Through the Development of a Comprehensive Student Experience
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GOAL TWO Cultivate Understanding of and Respect for Diverse Perspectives
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GOAL FOUR Promote Comprehensive Well-Being as a Priority and Crucial Component to the Personal Development of a Healthy Student
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THE LEARNING DOMAINS
Student Affairs Commitments
2018 – 2023 Division of Student Affairs Strategic Plan
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GOAL THREE
Develop Strategic Partnerships – Divisionally, Institutionally, Locally, and Beyond
GOAL FIVE Strengthen Data-Informed Decision-Making by Implementing Intentional Assessment and Responsible Fiscal Stewardship
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GOAL SIX
Advance Professional Excellence as an Expectation and Commitment When Recruiting, Retaining, and Advancing Talent in the Division
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DEVELOPING THE PLAN
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The Strategic Plan at a Glance
Southern Methodist University will create, expand, and impart knowledge through teaching, research, and service, shaping world changers who contribute to their communities and excel in their professions in a global society. Among its faculty, students, and staff, the University will cultivate principled thought, develop intellectual skills, and promote an environment emphasizing individual dignity and worth. SMU affirms its historical commitment to academic freedom and open inquiry, to moral and ethical values, and to its United Methodist heritage. SMU is committed to the continued improvement of its programs to serve outstanding students and to rise among leading educational institutions in the United States. Building on its current strengths, SMU will continue to respond to the evolving needs of its constituencies within the Metroplex and beyond, with an impact that transcends borders in our global society. As shown by the success of The Campaign for SMU: A Time to Lead and SMU Unbridled: The Second Century Campaign, the University’s constituent groups are strongly committed to providing the financial and personal support needed for SMU to achieve its goals. SMU has at its core the liberal arts and sciences surrounded by a constellation of professional schools. The fundamental focus of Launching SMU’s Second Century is enhancement of the quality of the University’s faculty, students, and academic programs. To support the six goals of Launching SMU’s Second Century, SMU must:
STRENGTHEN CAPABILITIES TO CONDUCT RESEARCH ENHANCE ALL MAJOR
AND PROMOTE CREATIVE
COMPONENTS OF ACADEMIC
ACHIEVEMENT
QUALITY TO STRENGTHEN SMU’S STATURE IN THE HIGHER
BUILD UPON THE TRADITION
EDUCATION COMMUNITY
OF INSPIRED TEACHING AS
ENHANCE THE QUALITY OF
IT PROMOTES ENGAGED AND
LIFE FOR STUDENTS AND
INTERDISCIPLINARY LEARNING
THEIR SOCIAL AND MORAL
PROVIDE EFFECTIVE
DEVELOPMENT, CITIZENSHIP,
FINANCIAL STEWARDSHIP
AND LEADERSHIP AS POTENTIAL WORLD CHANGERS BROADEN GLOBAL PERSPECTIVES IN THE UNIVERSITY’S ACADEMIC AND STUDENT LIFE PROGRAMS
Cultivating Courageous Change
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In concert with Launching SMU’s Second Century, the University’s strategic plan for 2016-2025, the Division of Student Affairs is essential to SMU’s mission of “shaping world changers who contribute to their communities and excel in their professions in a global society.” In that spirit, we are committed to providing Mustangs with transformative learning experiences—rich, educational opportunities that allow students to put into practice the knowledge they gain in the classroom. As a community of student-centered professionals, our division develops robust student experiences and forges strategic partnerships with University and community stakeholders to serve the entire SMU community. The Division of Student Affairs strategic plan, Cultivating Courageous Change, was created to guide our continued efforts and at once defines our commitment to our work, our desired impact on our students, and the way in which our students will impact the world. Driven by the missions of the University and division, Cultivating Courageous Change allows us to work together under a united vision to develop and refine programs and services that best assist all students. We believe the best way to deliver a robust student experience is to create partnerships within the division, the University, and the North Texas community. As illustrated in Goals Four (to sustain student development and a supportive campus experience) and Five (to broaden global perspectives) of Launching SMU’s Second Century, we strive to create a campus culture that values every Mustang, celebrates difference, and honors the dignity of every individual. Across the plan we prioritized the Residential Commons, student engagement, and support for underrepresented students.
2018 – 2023 Division of Student Affairs Strategic Plan
All programs and services within our division promote or facilitate student learning. We have developed six learning domains spanning each area of learning: cognitive (knowledge), affective (attitudes and beliefs), and psychomotor (skills and abilities). Domains identified as internal will encourage learning outcomes for the individual and focus on developing what students know, who they are, and what skills they possess. The domains identified as external encourage and focus externally on what students know of the world, how they approach society, and how they are able to shape the world. Through the implementation of these domains, we will map all programs and services to the learning domains of this strategic plan. This touchpoint ensures our resources are invested in line with the University’s mission and values. Advanced assessments will be completed to monitor the progress of learning with our students within each area. These domains are:
Courageous Leadership Global Consciousness Personal Congruence Social Responsibility Holistic Wellness Amplified Capacity
Cultivating Courageous Change
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LEARNING DOMAINS
INTERNAL
The courageous leadership domain supports values-based leadership for students to leverage as they lead with conviction and integrity regardless of formal positions or roles.
DESCRIPTORS ethical leadership • values-based leadership • inclusive leadership leadership models • leadership styles • servant leadership
EXTERNAL
The global consciousness domain encourages recognition of and positive engagement with diverse cultures and perspectives to understand unique contributions in an increasingly global society.
DESCRIPTORS cultural intelligence • multicultural competence • intersectionality • social issues universal design principles • social entrepreneurship • social change model 2018 – 2023 Division of Student Affairs Strategic Plan
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LEARNING DOMAINS
INTERNAL
The personal congruence domain fosters identity development to help students clarify their values to live with integrity and conviction.
DESCRIPTORS awareness of self
• identity development • values clarification
moral courage • faith exploration • ethical decision-making
EXTERNAL
The social responsibility domain empowers students to employ their gifts and skills to affect positive social change.
DESCRIPTORS asset-based community development • advocacy • bystander responsibility social justice • allyship • social innovation
LEARNING DOMAINS LEARNING DOMAINS
INTERNAL
The holistic wellness domain challenges students to integrate healthy practices into every aspect of life to establish a productive and sustainable lifestyle.
DESCRIPTORS physical activity • mental wellness • emotional intelligence relational health • spiritual development • social integration
EXTERNAL
The amplified capacity domain equips students with the knowledge, skills, and abilities to develop into productive, confident, and capable individuals.
DESCRIPTORS grit • critical thinking • effective communication • accountability conflict management • individual discipline • financial literacy
STRATEGIC GOALS
Our strategic goals include many measures, processes, and actions designed to improve the student experience and develop professionals within our division. The objectives associated with each goal are focused action items that contribute to the overall advancement and accomplishment of the goals. The goals are as follows:
GOA L O N E : Foster a sense of belonging and promote student success through the development of a
comprehensive student experience. G OA L T WO : Cultivate understanding of & respect for diverse perspectives. G OA L T H R E E : Develop strategic partnerships –divisionally, institutionally, locally, and beyond. G OA L F OUR : Promote comprehensive well-being as a priority and crucial component to the personal
development of a healthy student. G OA L F I V E : Increase data-informed decision-making by implementing intentional assessment and
responsible fiscal stewardship. G OA L SI X : Advance professional excellence as an expectation and commitment when recruiting,
retaining, and advancing talent in the division.
ASSESSMENT
With the creation of the plan, we designated champions responsible for the forward progress of the goals and objectives. With the support of committees and working groups comprised of students, individuals from Student Affairs, and throughout the University, these champions oversee the execution and implementation of the goal. Metrics of the Division of Student Affairs will be used to track, measure, assess, and report our progress on the strategic plan. Additionally, high-level assessment efforts including qualitative data collection, surveys, and advanced analysis will be utilized to ensure we are achieving the intended outcomes across all of our programs and services. Moreover, progress reporting will be captured at the departmental level, as well as the overarching execution of the plan and its components. Each department in the division will be tasked with creating and tracking learning outcomes and evaluative measures appropriate for each program or service. Progress tracking will be included in the end of year reports completed by each department head and champions and will serve as a critical step in the continued evaluation of our programs and services. The Division of Student Affairs prioritizes student development, learning, and growth. As a result of our efforts, guided by this plan, our students will have enhanced opportunities to be successful both at the University and beyond SMU. Moving forward the following plan will transform the work of our division to better serve our students on their journey to cultivate courageous change.
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DEVELOP A COMPREHENSIVE STUDENT EXPERIENCE
FOSTER A SENSE OF BELONGING AND PROMOTE STUDENT SUCCESS THROUGH THE DEVELOPMENT OF A COMPREHENSIVE STUDENT EXPERIENCE.
By developing an intentional and comprehensive student experience, we will foster a sense of belonging and student development that will contribute to successful transitions, increased retention, and graduation.
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2018 – 2023 Division of Student Affairs Strategic Plan
G OA L O N E
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D E V E LO P A C O M P R E H E N S I V E S T U D E N T E X P E R I E N C E
OBJECTIVES
1 Develop a framework for a comprehensive experience
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Create a division-wide strategy and leadership
guiding students from orientation through graduation
framework for recruiting and developing student
to increase retention and persistence.
leaders across programs and services.
2 Develop action plans across the division to support the
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Develop enhanced pathway plans for students
Residential Commons model to strengthen the vibrancy
within the conduct process so they may learn to hold
of our living learning communities.
themselves accountable and understand the impacts of their actions on others.
3 Identify and develop high impact practices across the division positively impacting overall student retention
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Enhance programs to build affinity to campus through
and success with an increased focus on traditionally
their residential commons, fraternities and sororities,
underserved populations including diverse, transfer,
spirit groups, and student organizations.
veteran, graduate, and international students.
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Increase the number of opportunities within the
Develop laboratories of practice to help students
division that allow students to complete general
intentionally integrate the learning outcomes from their
education requirements.
curricular and co-curricular experiences into their daily lives supporting career readiness.
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Map all programs and services hosted by student affairs departments to the six learning domains presented in
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Enhance University and division traditions and events
this strategic plan.
to build affinity and foster a vibrant sense of Mustang pride and belonging.
METRICS Number of students participating in student affairs programs and services
Number of outcomes-based programs and laboratories of practice
Number of opportunities counted toward general education requirements
Student learning outcome assessment results
UNDERSTAND DIVERSE PERSPECTIVES
CULTIVATE AN UNDERSTANDING OF AND RESPECT FOR DIVERSE We will cultivate the understanding
PERSPECTIVES.
of and respect for those from different backgrounds and experiences through programs and services emphasizing the importance of selfexploration and cultural intelligence, recognizing the value of diverse perspectives and disciplines to local and global communities.
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2018 – 2023 Division of Student Affairs Strategic Plan
G OA L T WO
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U N D E R S TA N D D I V E R S E P E R S P E C T I V E S
OBJECTIVES
1 Increase intentional opportunities within every
6 Evaluate our diversity-focused departments, programs,
Residential Commons, and across the division, for
and services to develop a comprehensive and integrated
students to engage in topics of diversity, inclusion,
infrastructure for supporting and advocating for
equity, civility, personal responsibility, and cultural
underrepresented students.
intelligence concepts throughout their experience.
7 Establish a sequence of student experiences and 2
Incorporate cultural intelligence and inclusive
learning opportunities to explore self-identity, engage
leadership concepts into all formal student leader
across difference, and promote respect for all people.
training as well as staff development opportunities.
8 Implement a regular diversity-focused campus climate 3 Identify programs across the division addressing
survey to identify opportunities to increase campus
the needs of students related to their sense of self,
inclusivity and to best support students from all
specifically examining ability, age, class, ethnicity,
backgrounds.
familial status, gender, national origin, race, religion, sex, sexuality, veteran status, and other facets of
9 Leverage the opportunities for community engagement
identity.
in Dallas and North Texas by creating intentional experiences for students to learn about and connect to
4 Create an interdisciplinary approach to cultural
diverse populations.
awareness through relationships with academic partners including the implementation of the Cultural Intelligence Initiative.
10 Design and implement opportunities for students to explore faith and spirituality including engaging in interfaith dialogue.
5 Implement fraternity and sorority programming to strengthen collaboration among the four governing councils.
METRICS Number of programs (and students participating in programs) across the division addressing the needs of students related to their sense of self, specifically examining ability, age, class, ethnicity, familial status, gender, national origin, race, religion, sex, sexuality, and veteran status
Student learning outcome assessment results Number of fraternity and sorority inter-council collaborative programs
DEVELOP STRATEGIC PARTNERSHIPS – DIVISIONALLY, INSTITUTIONALLY, LOCALLY, AND BEYOND. We will develop partnerships – on and off campus – expanding the network of collaborative relationships divisionally, institutionally, throughout North Texas, and beyond
DEVELOP STRATEGIC PARTNERSHIPS
to create interdisciplinary, effective, and innovative programs and services for our students.
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2018 – 2023 Division of Student Affairs Strategic Plan
G OA L T H R E E
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D E V E LO P S T R AT E G I C PA R T N E R S H I P S
OBJECTIVES
1 Expand collaborative programs and services between
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Increase the number of local, domestic, and
departments within the division with an increased
international service opportunities with a special
focus on more fully integrating the Residential
emphasis on engaging student organizations and
Commons model.
fraternities and sororities.
2 Increase faculty engagement with student affairs
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Collaborate with other divisions on campus to more
departments to help inform evidence-based
fully engage the community in traditions programming,
programming and align curricular and co-curricular
athletic events, and public services.
learning experiences.
8 3 Strengthen community and business partnerships
Leverage opportunities for community engagement and student-support partnerships in Dallas and
prioritizing increased internships and employment
North Texas.
opportunities.
9 4 Increase strategic collaborations between student
Engage parents of SMU students as strategic partners in student success.
affairs and academic affairs including the academic deans, University Libraries, and support services within the Office of the Provost to provide more robust programs and services increasing retention.
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Partner with alumni to support students in career exploration, mentorship, and community engagement.
5 Grow opportunities leveraging Dallas and North Texas as an off-campus laboratory for experiential learning to build experience increasing their marketability to employers.
METRICS Number of interdisciplinary partnerships
Number of participants in career-related activities including departmental events, internships, externships, placement
Number of service hours completed by the SMU community
Number of faculty affiliates associated with departments
We will prioritize the development of programs, services, and resources designed to encourage healthy habits in students’ daily lives through PROMOTE COMPREHENSIVE WELL-BEING
creating and supporting a culture of multi-dimensional well-being.
PROMOTE COMPREHENSIVE WELL-BEING AS A PRIORITY AND CRUCIAL COMPONENT TO THE PERSONAL DEVELOPMENT OF A HEALTHY STUDENT.
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2018 – 2023 Division of Student Affairs Strategic Plan
G OA L F O U R
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PROMOTE COMPREHENSIVE WELL-BEING
OBJECTIVES
1 Establish a well-being campaign to promote healthy
6 Implement a comprehensive bystander intervention
habits in a student’s daily life with a special emphasis
training to enhance knowledge and response for
on students within the Residential Communities and
interpersonal violence to build a campus culture of care
fraternities and sororities.
and action.
2 Develop a long-term strategy to reduce high-risk
7 Enhance our framework for supporting students
drinking and alcohol use including reviewing policies
in crisis including broad training for the campus
and procedures impacting alcohol usage.
community on recognizing students at risk and improving the awareness of university resources for
3 Utilize local and national benchmarking instruments
students of concern.
to implement best practices in health and wellness programs tailored to the needs of our campuses.
8 Continue monitoring the efficiency and effectiveness of wellness-based services.
4 Create campus-wide strategies to help students cope with stress and destigmatize the utilization of mentalhealth resources.
9 Increase the active engagement of students in peer-led health education programs.
5 Develop and improve programs and services enabling students to understand, articulate, and practice
10 Increase departmental collaborations across the division on wellness-based programs and services.
the aspects of comprehensive well-being including administrative buildings and residential facilities.
METRICS Number of student interactions with evidence-based health and wellness programs
Number of drug and alcohol violations and recidivism rates
Utilization statistics for wellnessbased facilities
Referral and resolution numbers for students of concern
DATA-INFORMED DECISION-MAKING
STRENGTHEN DATA-INFORMED DECISION-MAKING BY IMPLEMENTING INTENTIONAL ASSESSMENT AND
We will increase data-informed
RESPONSIBLE FISCAL
decision-making by conducting
STEWARDSHIP.
intentional assessment and serving as responsible stewards of university resources allowing the division to make strategic decisions to maximize human and fiscal resources to better serve students.
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2018 – 2023 Division of Student Affairs Strategic Plan
G OA L F I V E
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DATA- I N F O R M E D D E C I S I O N - M A K I N G
OBJECTIVES
1 Increase regular assessment of programs and services
6 Require each department to annually provide evidence
to ensure resources within the division are allocated
of removal or revamping of at least one initiative
and invested in areas that align with divisional and
identified as underperforming through assessment
university strategic plans.
efforts.
2 Review division organization structure and human
7 Complete a CAS program review for every department
resources allocation for optimal alignment.
including developing action plans to improve programs and services including outcome achievement for students.
3 Implement, explore, and analyze national benchmarking instruments to develop actionable items to improve various aspects of the student experience.
8 Require departments to post all events on a unified calendar and track all program participation to evaluate
4 Conduct a utilization and needs assessment for student-
program effectiveness and overall student engagement.
focused spaces and develop action plans based on the results to improve the student experience with division facilities.
9 Develop a comprehensive and robust fundraising strategy for the Division of Student Affairs.
5 Analyze division use of technology to reduce
10 Establish an innovation grant to support the creation of
redundancies and increase efficiencies, services, and
creative and interdepartmental programs and services.
learning opportunities through the strategic use of innovative technologies.
METRICS Measurement of progress toward strategic plan completion
Effectiveness of programs, services, and initiatives
Space utilization map for Student Affairs facilities
Budget allocation and spending reporting
ADVANCE PROFESSIONAL EXCELLENCE
ADVANCE PROFESSIONAL EXCELLENCE AS AN EXPECTATION AND COMMITMENT WHEN RECRUITING, RETAINING, AND ADVANCING TALENT We will establish guidelines and
IN THE DIVISION.
programs to advance professional excellence as an expectation and commitment to inform the recruitment, development, retention, and advancement of talent in the division.
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2018 – 2023 Division of Student Affairs Strategic Plan
G OA L S I X
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A DVA N C E P R O F E S S I O N A L E XC E L L E N C E
OBJECTIVES
1
Establish clear expectations of how living out the
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Develop a dynamic professional development
commitment statements and mastering the NASPA/
curriculum preparing and supporting staff and
ACPA competencies is realized in daily work.
graduate assistants to advance the components of the strategic plan.
2
Create a culture of professional excellence that cultivates talent development and demonstrates an
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investment in each individual employee.
Develop position pathways for each role within the division including identifying opportunities for collateral assignments to promote cross-departmental
3
Prioritize the role of staff as educators actively
skill building.
contributing to the academic mission through the developing of flexible procedures to encourage
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Establish research groups tasked with exploring an
completion of terminal degree programs and adjunct
issue pertinent to the division and implement action
teaching positions.
based on findings.
Commit to ongoing learning within the field and across disciplines to develop capacity and enhance
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Encourage staff submission for publication based on
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Increase the number of staff actively engaged in
academic and professional interests and projects.
effectiveness by regularly reviewing staff access to professional development funds.
volunteering and leadership positions within local, state, regional, and national professional associations.
METRICS Employee performance evaluations and NASPA/ACPA competency rubrics
Percentage of student affairs staff actively involved in professional associations including presenting, publishing, and holding positions.
Percentage of student affairs staff recognized regionally and nationally.
In conjunction with SMU’s philosophy of developing world changers through the vital foundation of a liberal arts education, the Division of Student Affairs has established commitments, to direct how our staff approach their work holistically supporting students in the development of meaningful lives. When recruiting prospective staff members, graduate assistants, and seasoned professionals for the Division of Student Affairs, these commitments should serve as the guiding foundation for decision making on hiring and choosing to become a part of our Mustang family. These commitments are the overarching expectations for our work in this student-centered environment, and are promises from our staff to each other and to the student body at SMU. By embodying these commitments in both words and actions, we strive to move our division forward, together.
2018 – 2023 Division of Student Affairs Strategic Plan
MODELING THE WAY We commit to modeling the way
BREAKING DOWN BARRIERS We commit to helping students break down the social, physical, and
for our students by engaging them with respect and integrity, and by demonstrating congruence in expectation and action.
emotional barriers that may inhibit their success.
ACTING RESPONSIBLY We commit to being responsible
BEING A POSITIVE AGENT OF CHANGE We commit to being agents of positive change on our campus
stewards of our resources and
and in our communities, excited
influence, and promise to hold
by what the future holds for SMU
ourselves and each other accountable in our daily work.
INNOVATING OUR WORK We commit to a culture of intellectual curiosity and innovation to develop, with student input, new strategies and implement new programs to more effectively serve our campus community.
and empowered to help shape that future.
DEVELOPING WORLD CHANGERS We commit to purposefully engaging our students as individuals and leaders, to recognize their unique skills, talents, and identities and to help develop each one as a world changer in their own right.
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DEVELOPING THE PLAN
In September of 2017, Dr. K.C. Mmeje, Vice President for Student Affairs, convened a committee with broad representation across the division and charged them with developing a strategic plan for the Division. This committee included:
D R . ADAM R . C E B U L S K I , Assistant Vice President & Chief of Staff (Committee Chair) DR . C R E SSY WANG , Psychologist, Dr. Bob Smith Health Center C R E STO N LY NCH , Director of Multicultural Student Affairs D R. C RYSTAL C L AY TO N , Executive Director of the Hegi Family Career Development Center J E N N I F E R J O N E S , Executive Director of the Department of Student Development J O R GE J UAR E Z , Executive Director of the Dedman Center for Lifetime Sports DR . K . C . MM E JE , Vice President for Student Affairs KAT I E L I T T LE , Residential Community Director DR . L I NDS E Y KO C H , Director of the Office of the Student Experience MI R A N DA PAU LL , Graduate Assistant R AS H A D GI V H A N , Assistant Director of Community Engagement and Leadership TO NY MI L L E R , J R . , Coordinator of Student Conduct and Community Standards VA L E RWI N , Program Advisor for the Women and LGBT Center
The committee divided into three sub-committees including institutional research, listening tour, and survey development to develop and execute the data collection portion of the strategic planning process. The institutional research subcommittee analyzed over 40 student affairs strategic plans from a variety of institutions. These institutions included cohort peer, aspirational peer universities, and other institutions known for their student experience and strong student affairs divisions. The listening tour group developed protocol for 27 listening sessions with students, student affairs staff, faculty, academic support staff, alumni, and employers. A total of 249 people participated in listening sessions. The survey development sub-committee developed and distributed unique surveys to all students, faculty, and staff, parents and families, community partners, and alumni. A total of 891 unique surveys were collected. The committee divided into two groups to analyze the data from listening sessions and surveys. In addition to manual coding, both groups utilized qualitative software to identify prevailing themes to inform the contextual framework for the strategic plan. Overlapping themes in the data from both processes emerged. To complete their work, the committee developed an initial draft featuring goals, objectives, and learning domains. Committee members shared an overview of the learning domains and themes with the Division of Student Affairs and the Academic Leadership Council, acquiring feedback to further inform development of the final draft. The strategic planning committee together with the Student Affairs Vice President Leadership Team and the Student Affairs Branding and Marketing Committee participated in a group writing workshop based on the skills sets and varying areas of expertise to develop a final draft.
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2018 – 2023 Division of Student Affairs Strategic Plan
CULTIVATING COURAGEOUS CHANGE
2018-2023 DIVISION OF STUDENT AFFAIRS
INTRODUCTION
STRATEGIC PLAN AT A GLANCE
In concert with launching SMU’s Second Century, the University’s Strategic Plan for 2016-2025, the Division of Student Affairs is essential to SMU’s mission of “shaping world changers who contribute to their communities and excel in their professions in a global society.” The Division of Student Affairs Strategic Plan, Cultivating Courageous Change, was created to guide our continued efforts and at once defines our commitment to our work, our desired impact on our students, and the way in which our students will impact the world.
THE LEARNING DOMAINS Learning happens everywhere. It is imperative activities enhancing the student experience are intentional and focused on student learning. As a division, each program and service we offer will map to one or more of the following learning domains.
COURAGEOUS LEADERSHIP
GLOBAL CONSCIOUSNESS
PERSONAL CONGRUENCE
SOCIAL RESPONSIBILITY
HOLISTIC WELLNESS
AMPLIFIED CAPACITY
DEVELOP STRATEGIC PARTNERSHIPS
SIX
PROMOTE COMPREHENSIVE WELL-BEING FIVE
THREE
UNDERSTAND DIVERSE PERSPECTIVES
FOUR
DEVELOP A COMPREHENSIVE STUDENT EXPERIENCE TWO
ONE
OUR GOALS
ADVANCE PROFESSIONAL EXCELLENCE
DATA-INFORMED DECISION-MAKING
OUR COMMITMENTS In conjunction with SMU’s philosophy of developing world changers through the vital foundation of a liberal arts education, the Division of Student Affairs has established commitments, to direct how our staff approach their work holistically supporting students in the development of meaningful lives. BREAKING DOWN BARRIERS ACTING RESPONSIBLY MODELING THE WAY
BEING A POSITIVE AGENT OF CHANGE
INNOVATING OUR WORK
DEVELOPING WORLD CHANGERS
STUDENT AFFAIRS MISSION STATEMENT
The Division of Student Affairs creates and supports a robust student experience and forges strategic partnerships to best serve the entire SMU community. As educators and scholar-practitioners, we create purposeful learning and leadership opportunities for students to clarify and develop their knowledge, values, skills, and identities challenging each to become a world changer.
www.smu.edu/studentaffairs