2013-2014 Student Affairs Annual Report

2013-2014 Student Affairs Annual Report

University of San Diego

Student Affairs 2013-2014 Annual Report Vice President for Student Affairs Carmen M. Vazquez, MSW, CSW

The 2013-14 academic year was filled with significant accomplishment and celebration. It marks the final year of our 2009-2014 strategic plan and the beginning of a new plan characterized by collaboration and creativity. In partnership with our colleagues across the other divisions, we developed a five-year plan to create a vibrant, relevant student experience for students in the 21st century.

Aligning with the institutional and academic mission, our plan emphasizes three key areas: (1) Healthy Mind, Body, Spirit, and Relationships; (2) Diversity and Inclusive Excellence; and (3) Local and Global Changemaking and will articulate learning outcomes that compliment the academic experience.

Living learning communities are a hallmark of the student experience, and this year we expanded this program to

include all first year students across nine themes. We also maintained a strong firstyear retention rate of 90%, an all time high reached in 2012-13.

year was designing and piloting the Student Affairs Area and Unit Review Process with the student life area.

Each unit conducted a selfstudy and external reviewers evaluated each unit and the In collaboration with the area as a whole. The process Center for Awareness, Serculminated with recommenvice, and Action, we activatdations and memoranda of ed the student Changemaker understanding to implement space, a place for students the recommended changes. to explore and engage in We also established criteria changemaking. We continfor assessing program viued to foster the culture of ability and identified several giving among our current areas to discontinue so that undergraduate students and we can create capacity for increased the giving rate new initiatives. from 10% in 2012-13 to 19% in 2013-14.

We could not accomplish all that we do without our We continue to expand our amazing partners across web and social media prescampus, with gratitude for ence with a 69% increase these collaborations; we in Facebook likes, a 39% close this year and look forincrease in YouTube video ward to another exciting year views, and a 15% increase in in 2014-15. web traffic. Our web content specialist continues to Note: 2014-15 unit goals are develop unique content to still being developed and are not increase online engagement. included in this year’s annual report.

Our largest undertaking this

D ean

of

S tudents A rea

What We Do The Dean of Students leadership team collaborates to plan, implement, and assess services contributing to the student experience in each unit or area of responsibility.

H ighlights 1. Co-chaired the committee on sexual assault prevention and response.

2. Participated in the coordinated response to 72 sensitive issues team (SIT) cases (+16% from 2012-13) and 30 critical incident response team (CIRT) cases (+23 from 2012-13). The CARE Advocate program was implemented this year which increased the number of sexual assault reports.

3. Met with 58 students individually regarding significant alcohol policy violations, a 21% increase from 2012-13.

4. Made 155 (-2% from 2012-13) faculty notifications about student illnesses, injuries, or other circumstances preventing them from attending class.

5. Fostered a new partnership between student affairs and the academic deans to enhance cocurricular graduate student life.

C enter for S tudent S uccess What We Do The Center for Student Success generates innovative strategies to assist all undergraduate students in persisting to graduation.

2013-2014 Results 1. Successfully folded new student orientation programs into the center’s portfolio including enhancing opportunities for students to make authentic connections, further integrating living learning communities into the Torero Countdown and OLÉ! Weekend experiences, and making improvements to implementation.

2. Achieved an 80% response rate for the MAPWorks spring check-up survey, an all time high.

3. Completed a full assessment of the out-of-state student program and implemented an out-of-state student executive board.

H ighlights 1. USD co-hosted the Annual Conference on the First-Year Experience in San Diego in February 2014.

2. Student use of the Commuter Commons continues to increase, +16% from 2012-13 and +93% from 2010-11, the year it opened.

3. Processed 181 leaves of absence, 140 withdrawals, and 47 exit interviews.

4. Implemented five Transfer Summer Registration Days, serving a total of 123 incoming transfer students and implemented Transfer Transition Team, student leaders designated to provide transitional support to new transfer students.

O ffice

of the

A ssistant D ean

of

S tudents

What We Do The Office of the Assistant Dean of Students contributes to both undergraduate and graduate student learning by assisting new students with their transition, developing ethical decisionmakers through the student conduct process, building community through restorative justice practices, and by providing support services for graduate students.

2013-2014 R esults

H ighlights

1. Implemented improved hearing board training based on findings from 2012-13 assessments.

1. Graduate student council passed new by-laws and a resolution supporting USD’s transition to a smoke and tobacco free campus.

2. Established the Graduate Enrollment, Assistance, Retention, and Student Support (GEARSS) group to collaboratively address graduate student needs.

2. Implemented graduate student organization and event registration process; registered 15 student organizations and managed 35 event requests.

3. Trained 50 USD staff on conflict resolution strategies and restorative justice practices.

3. Completed 2,362 background clearance checks for USD students (-1% from 2012-13).

4. Processed 711 student conduct referrals (+12% from 2012-13) and 21 restorative justice referrals (22 in 2012-13).

R esidential L ife What We Do In partnership with other university departments, we continually enhance our facilities, services and programs in order to provide a safe, inclusive living community and to create learning opportunities that support the holistic growth of each resident.

2013-2014 R esults 1. Expanded living learning community participation from 53% to 100% of the first year class.

2. Renovated residence hall common space and developed programmatic support for the second-year experience.

3. Increased direct support for new student orientation by implementing a move-in team, coordinating move-in, and sponsoring the first evening activities for both first year and transfer students.

4. Continued to operate at a 0% increase in room rates while exploring ways to improve service such as expanding Torero Tu Go Truck hours in the Vistas and partnering with Information Technology Services to overhaul cable and wireless services.

5. A record-high number of students applied for resident assistant and residence hall association positions.

6. Achieved 96% occupancy for fall 2013.

7. USD MAP-Works efforts recognized as the Educational Benchmarking Inc. National Overall Excellence Award recipient for the third year in a row (four-year institution, 2-10,000)

H ighlights 1. Residents rated their overall learning and the residence hall program’s effectiveness as comparable to our peer institutions (ACUHO-I survey).

2. Met or exceeded our goals with respect to student safety and security, resident assistant staff, sense of community, and fellow residents being respectful of one another.

S tudent L ife A rea What We Do Through Student Life programs and services, students will explore and discern: who they are, who they are called to be, and who we are called to be as a community.

H ighlights 1. Piloted the Student Affairs Area and Unit Review process with each unit in student life. The process included a self-study for each unit (unit overview, stakeholder feedback, cost analysis, benchmarking, assessment summary, unit recommendations), an external review for each unit and the area, and memoranda of understanding to implement the agreed upon changes.

2. Achieved a 19% giving rate from current undergraduates, up from 10% in 2012-13.

3. 20% of all undergraduate student organizations are designated as changemaker organizations.

4. The Changemaker Hub hosted 48 events with 1,832 students in attendance.

A ssociated S tudents What We Do The Associated Students’ Leadership Team serves University of San Diego undergraduates as official student representatives who promote opportunities for growth and expression, address student issues, and enrich a diverse, inclusive, and engaged community.

2013-2014 R esults

H ighlights

1. Increased voter participation to 18% in fall 2013 (+14%), spring 2014 participation decreased 2% to 16%.

1. Authored and passed the USD Tobacco Free Resolution.

2. Implemented changes to AS Budget Committee processes resulting in a 6% increase in funding requests from student organizations. Changes included reducing allocations for food and eliminating funding for “closed membership” meetings.

3. In collaboration with the office of undergraduate research, expanded research grant allocations to include conference travel and streamlined the request process for students.

4. The number of students registered with Torero Orgs increased to 3,843 (+35% from 2012-13); the number of student organizations remained consistent at 168 with 35 designated as “Changemaker” organizations (+25 from 2012-13).

2. Launched “Torero of the Week”, a weekly program to recognize student leaders.

3. Increased participation in Homecoming/ Family Weekend to 2,500 (+67% from 2012-13) 4. The AS Director of Changemaking initiated and led a new 16 person Student Changemaker Committee that supported Changemaker Fest, USD Chopped, Changemaker Challenge, and student attendance at the AshokaU Conference.

C ampus R ecreation What We Do Campus Recreation provides quality programs, services, and facilities to a diverse USD community, encouraging the community to pursue an active, healthy lifestyle through participation in one of our many offerings. We encourage student development through leadership, participation, and employment opportunities.

2013-2014 Results 1. As part of the student life review, benchmarked our operations with seven peer and aspirant institutions.

2. Fell short of our goal to increase recreation classes offering virtually the same number as last year (134.)

3. An estimated 1,800 unique students participated in intramurals this year, which is approximately 70 additional students from the 2012-13 rate and 200 short of our goal of 2,000.

H ighlights 1. Intramural participation continues to grow with 3,179 participations this year.

2. Group exercise participation grew 31%.

3. Average weekly usage of all campus recreation facilities grew 13%.

O utdoor A dventures What We Do Outdoor Adventures provides USD community members with opportunities to experience new adventures that aim to promote personal growth, leadership development, relationship building, and environmental responsibility.

2013-2014 R esults 1. Achieved “zero waste” on 75% of our overnight trips.

2. Revised guide training to develop 11 “senior” level outing guides capable of guiding overnight trips without full time staff in attendance.

3. Offered three outdoor service trips connected to Changemaking.

H ighlights 1. We continued to see record numbers of guides, 100 (+41% from 2012-13), active with the program this year.

2. Increased participation in pre-orientation programs to 84 first year students (+53% from 2012-13) and expanded the number and types of trips offered.

3. Staff and students presented three sessions at the First Year Experience and Western Outdoor Leadership Conferences.

S tudent A ctivities What We Do The Student Leadership and Involvement Center collaborates to serve as a hub of student involvement and leadership initiatives designed to educate students through advising, leadership development, active participation and student connection to further our purpose of graduating Changemakers.

2013-2014 Results 1. In collaboration with SOLES, completed an inventory of existing leadership programs across campus.

2. Evaluated the event registration process and proposed recommendations to improve efficiency through the student life review process.

H ighlights 1. Registered 1,990 on and off campus events (+8% from 2012-13).

2. Sigma Pi Fraternity successfully colonized in spring 2014 with over 50 undergraduate men joining.

3. Phi Gamma Delta (FIJI) Fraternity chartered in spring 2014, moving the organization from a colony to an official chapter at USD. 4. Alpha Pi Sigma Sorority, Inc., a Latina based organization, was approved to join the Panhellenic Association in May 2014 with an interest group of approximately 10 women.

5. Registered 130 first year students in 10 sections of Emerging Leaders, LEAD 161.

6. Of the 168 registered student organizations, 35 (21%) are designated as changemaker organizations.

S tudent L ife F acilities What We Do Student Life Facilities provides the infrastructure and services to enhance community life within the Hahn University Center, Student Life Pavilion, and other event spaces on campus. Staff are committed to providing an environment that is safe, comfortable, and fosters community.

2013-2014 R esults 1. Increased attendance at Weekend Program Board events to 1,806 (+106% from 201213).

2. Coordinated 9,525 external and internal events (-8% from 2012-13) with increased attendance of 492,069 (+23% from 201213).

3. Increased ticket sales to local attractions and campus events by 10% from 2012-13.

H ighlights 1. Trained staff on a new scheduling software program, Event Management System (EMS). Transitioned approximately 4,000 events and 25,000 resources from the Resource 25 (R25) scheduling system to EMS. 2. Coordinated 24 blood drives. Received the “Partners for Life” award from the San Diego Blood Bank and the “Give Award” from the American Red Cross.

3. Assessed department functions and resources in the Student Life review. Streamlined workflow processes and created new business procedures to more effectively manage departmental functions.

U nited F ront M ulticultural C enter What We Do The United Front Multicultural Center (UFMC) engages the University of San Diego community in exploring and affirming the unique identity of each person. The Center fosters an environment where student leaders feel empowered to become change agents for social justice and builds relationships with faculty, staff, students and community members to develop a foundation that honors and values diversity. The UFMC serves as an educational resource, working to contest the dominance of prejudice and intolerance, and works to enact the values of the University as “a welcoming, inclusive and collaborative community ...marked by protection of the rights and dignity of the individual.�

2013-2014 R esults

H ighlights

1. Offered 50 Rainbow Educator and Safe Space Allies presentations to 1,146 participants (-15% from 2012-13).

1. Expanded the Rainbow Educators program including developing learning outcomes and curriculum for five new topics; offered 12 workshops on the new topics.

2. Offered 7 community lunches hosting 406 guests (-15% from 2012-13).

3. Honored 57 graduates at the Diversity Banquet (-11% from 2012-13).

4. Assisted 85 new students in their transition to the USD community (+113% from 2012-13).

5. Supported and developed 18 multicultural student organizations (+1 from 2012-13).

Women’s Center What We Do The Women’s Center invites women to find voice, develop skills for transformation, and understand who they are called to be. The Center empowers women to engage as leaders in a diverse and changing world. We are a student-centered learning community that provides resources and engages women and men in educational dialogue around gender-related issues.

We advocate for a safe, supportive campus environment that creates equity among all voices.

2013-2014 R esults

H ighlights

1. Implemented an online form for sexual assault reporting to expedite care for affected students and communication to the support network.

1. Increased the number and diversity of participants in the Empower Women’s Leadership Retreat (+11% from 2012-13).

2. Provided oversight and assistance for C.A.R.E advocates as they supported 26 students affected by sexual assault (+19 cases from 2012-13).

2. Implemented new organizational structure enacting feminist principles such as collaborative decision-making and shared power, challenging students to deconstruct previous learning and reconstruct their understanding of organizing through a feminist lens.

3. Increased campus-wide support for pregnant and parenting students, including relocating and upgrading lactation spaces and refurbishing existing spaces.

4. Received the 2013 Breastfeeding-Friendly Workplace Award from the San Diego County Breastfeeding Coalition for our continued excellence in this area.

S tudent W ellness A rea What We Do The Wellness area works collaboratively with the USD community to help and support students achieve and maintain well being as they strive to reach their personal and academic goals.

2013-2014 R esults

H ighlights

1. Developed and implemented a comprehensive plan to enhance Suicide Prevention efforts across campus including 1) increasing awareness of mental health concerns, suicide risk, and protective factors, 2) enhancing help seeking behavior, and 3) creating environmental change that promotes the overall health and wellness of the USD community.

1. Participated in the coordinated response to 72 sensitive issues team (SIT) cases (+16% from 2012-13) and 30 critical incident response team (CIRT) cases (+23 from 2012-13). The CARE Advocate program was implemented this year, which increased the number of sexual assault reports.

2. Developed and distributed guidelines for use of alcohol at on-campus events involving undergraduate students.

2. Processed 67 medical leaves of absence (-6% from 2012-13), 73% involved psychological and/or psychiatric difficulties.

3. Reviewed the intervention outcomes of 1,120 positive screen results from alcohol, anxiety, depression, and suicide ideation screenings at the Student Health Center for effectiveness.

4. Secured resources to renovate the Counseling Center, Disabilities Services, and assistant vice president for student wellness office space.

3. In collaboration with the Hahn School of Nursing and Health Sciences, the Wellness area spearheaded the process to implement a new policy prohibiting smoking and tobacco use at USD; policy is effective August 2015.

4. Led the process to institute a universal health insurance requirement for all students beginning in fall 2014.

C enter

for

H ealth

and

W ellness P romotion

What We Do The Center for Health and Wellness Promotion (CHWP) is charged with providing the University of San Diego (USD) community with a comprehensive array of health and wellness promotion initiatives and clinical alcohol and other drug (AOD) services.

2013-2014 R esults

H ighlights

1. Piloted client satisfaction and behavior change data collection process with 332 students receiving clinical services; will fully implement with minor changes in the coming year.

1. Led efforts to implement the 3-year, $300,000 SAMHSA – Garrett Lee Smith Suicide Prevention Grant including establishing a suicide prevention advisory board, training 350 USD community members in gatekeeping, and formalizing community partnerships.

2. Developed and implemented guidelines and protocols for electronic medical record clinical documentation.

3. Provided clinical services 187 students (+13% from 2012-13) for a total of 913 sessions (+57% from 2012-13). Note: 2012-13 numbers are lower than normal.

4. Initiated eight medical leaves of absence through the office which is consistent with 2012-13, however a significant increase from previous years.

2. The LGBTQQ discussion group met 16 times during the academic year with an average attendance of 15 students.

3. The Student Wellness area participated in 253 wellness promotion/prevention programs (-5% from 2012-13).

Counseling Center What We Do The Counseling Center’s (CC) core purpose is to enhance the emotional, relational, and psychological well being of students. The CC strives to facilitate students’ personal growth and enhance their academic success through accessible, culturally congruent clinical and outreach services. The CC works in collaboration with other Wellness and university departments and community partners.

2013-2014 R esults 1. Developed and implemented comprehensive case management guidelines for students referred to the community for long-term or specialized care to ensure appropriate follow up and confirmation of services.

2. Developed and implemented comprehensive clinical documentation guidelines including a peer review process.

3. Improved walk-in policies and procedures to minimize wait times and increase return rates for students unable to remain on site for an initial assessment.

4. Reviewed and updated the psychiatric referral process.

5. Established liaison relationship and satellite consultation services with Residential Life staff.

H ighlights 1. Continued to serve increasing numbers of students 1,032 (+4% from 2012-13).

2. Offered four counseling groups during the academic year for a total of 65 group sessions for 89 students.

3. Continued to respond to increasing numbers of after-hours emergency calls, 77 (+38% from 2012-13).

D isability S ervices What We Do Disability Services provides meaningful academic assistance to USD students with documented disabilities. We raise awareness of the needs and rights of persons with disabilities, facilitate dialogue about issues of diversity and inclusion, and promote respect for the unique needs, challenges, strengths, and contributions of community members.

2013-2014 R esults 1. Partnered with University Relations to successfully raise the necessary resources to renovate the Serra 300 suite in order to better serve students.

2. Coordinated a comprehensive ADHD workshop featuring national expert, Dr. Russell Barkley.

3. Partnered with Residential Life to enhance the response to students needing special health and disability related housing.

4. Partnered with the Counseling Center and the Center for Health and Wellness Promotion to create a clinical psychology practicum training experience to enhance services for incoming students in need of coaching and intensive support services.

H ighlights 1. Served 5% of the total student population for a total of 441 students registered with Disability Services (-5% from 2012-13).

2. The proportion of students registered with Disability Services for psychiatric disabilities continues to rise: 19% in 2012-13, 24% in 2013-14.

3. Administered 2,076 academic exams, the highest utilization of this service to date (+5% from 2012-13).

4. Created and delivered electronic academic material to 30 students (+122% from 2012-13).

S tudent H ealth C enter What We Do The Student Health Center provides primary healthcare and promotes the health and wellbeing of students at the University of San Diego.

2013-2014 R esults

H ighlights

1. Screened 2,419 patients using the SCH-8 screening (+37% from 2012-13). Assessed the effectiveness of follow up interventions to appropriately engage students who screened positive.

1. Co-presented the Collaborative Care model with the Counseling Center and assistant vice president of wellness at the NASPA Mental Health Conference.

2. Collaborated with the International Center to develop a pre-travel health history form for students traveling abroad.

2. Piloted an online, customized immunization form for TB screening with transfer students. Decreased error rate from 31% in 2012-13 to 5% in 2013-14.

3. In collaboration with the Office of the General Counsel, reviewed and clarified HIPPA compliance responsibilities as they relate to student and employee records.

4. Received full and unrestricted three-year reaccreditation from the Accreditation Association for Ambulatory Health Care.

5. Continued to see an increase in student utilization with 23,856 total encounters (+19% from 2012-13).

3. Implemented web-based self-scheduling, 22% of appointments were self-scheduled, “no show� rate decreased from 4.6% in 2012-13 to 3.2% in 2013-14).

4. Partnered with Associated Students to sponsor events for World AIDS Day and Sexual Assault Awareness Week.

2014-19 Student Affairs Strategic Plan In the Catholic tradition, the Student Affairs Division strives to create an inclusive, educational environment which motivates and supports student learning and personal development, serve the University community, and inspire students to make a positive contribution to society. Our philosophy and approach is to collaboratively work with Academic Affairs and all areas of the University to create an integrated learning environment.

The 2014-19 strategic plan was developed through a collaborative process involving key stakeholders from all divisions of the university. Using three of the models proposed by Manning, Kinzie and Schuh (academic- student affairs partnership, seamless learning, and ethic of care) as well as institutional priorities (diversity and inclusive excellence and changemaking) a consultant took us through an appreciative inquiry process to develop the key themes shaping our work for the next five years. While this plan will be the focal point of our work, we will annually review its relevancy.

Learning without borders represents a set of learning outcomes that complement the university undergraduate learning goals. These outcomes span the student experience and are supported by intentional, seamless opportunities for students to achieve them. These opportunities will be organized and incentivized and the outcomes will be developed by a cross-divisional team of faculty, staff, and students and cyclically assessed.

The strategic plan themes are identified in each of the green boxes and intentionally progress from left to right.

Healthy Mind, Body, Spirit, and Relationships focuses on the development of the self. The cluster of themes connected to the Diversity and Inclusive Excellence work collaboratively to focus on others and the USD community and Local and Global Changemaking and Student Voice focus on the USD community and beyond.

This reflects the progression of student development from grappling with questions such as who am I?, who am I in relation to others in my community?, and who am I in relation to the world?

The blue box represents how the plan will be implemented. Each assistant vice president in student affairs will be responsible for the meta themes (Healthy Mind, Body, Spirit, and Relationships; Diversity and Inclusive Excellence; and Local and Global Changemaking). Their respective units will work collaboratively to achieve the strategies associated with the theme(s). Each theme will have two facilitators, one from student affairs and one from another division. Each theme will invite membership from across the divisions.

On a monthly basis during the academic year, theme facilitators will meet with the vice president of student affairs council to report on their progress. Members of the executive council, dean’s council, and theme members will be invited to attend the final meeting each semester. Within student affairs, theme facilitators and related units will be responsible for achieving the associated strategies via the annual performance evaluation process.

The vice president for student affairs will report progress on the plan to the student affairs committee of the board of trustees quarterly.

Several groups will serve as an advisory capacity to the vice president for student affairs including associated students, graduate student council, student affairs undergraduate and graduate faculty fellows, and the strategic oversight committee on retention.

Manning, K., Kinzie, J., & Schuh, J. (2013). One size does not fit all: traditional and innovative models of student affairs practice. New York: Routledge.

2014-19 STUDENT AFFAIRS STRATEGIC PLAN ACTIVATING USD LEARNING WITHOUT BORDERS In collaboration with all divisions, develop learning outcomes that span the student experience; design intentional, seamless opportunities for students to achieve those outcomes; and assess the outcomes.

Student Learning Outcomes, Assessment, Plan Facilitation, and Organizational Structure through partnerships with faculty and other campus divisions

Living USD Core Values

Healthy Mind, Body, Spirit, and Relationships Integrate our wellness education and outreach efforts to help students develop optimal mind, body, and spirit through life-skills building, positive coping strategies, and an enhanced healthy USD climate.

Student Access Expand access to USD for all students, examine and improve processes to support student success.

We Belong Here Develop a community where all students feel they belong and matter.

Diversity and Inclusive Excellence

Inclusive Spaces and Places Create informal space for students, faculty, and staff in or adjacent to every building across campus.

Local and Global Changemaking Increase USD’s identity as a changemaker institution and elevate USD community members’ personal identification as changemakers.

Empathic and Compassionate Campus Culture Realign our campus culture with our mission, values, and Torero pride.

Student Voice Contribute to a changemaker culture through informal and formal opportunities for student voice and activism on- campus and beyond.

A wards Allie Serrano Outstanding Student of the Year for the Masters of Higher Education Leadership Program USD School of Leadership and Education Sciences Brianne McGann Action Research Award USD School of Leadership and Education Sciences Center for Student Success and Residential Life National Overall Excellence Award for MAP-Works Efforts Educational Benchmarking, Inc. Erin Lovette-Colyer Woman of Impact University of San Diego Eugenia Casas-Silva Thomas F. Burke Staff Member of the Year USD Student Affairs

and

R ecognition

Karen Lese-Fowler, Ph.D. Service Award Association of Counseling Center Training Agencies Mariann Sanchez 2014 Latinos Making a Difference Award San Diego Magazine Melissa Halter, Ph.D. Thomas F. Burke Administrator of the Year USD Student Affairs

Residential Life Gold-Level Green Certification USD Office of Sustainability Sean Horrigan 2014-2015 Joseph Rost Scholar Student Life Facilities Give Award American Red Cross Student Life Facilities Partners for Life San Diego Blood Bank

Student Affairs Development Initiatives: • Swarovski Family sponsorship at the fall 2013 Founder’s Gala • $300,000 Suicide Education and Prevention Grant • $150,000 Royal Carson Family challenge grant • $150,000 gift from the Brad Stone Family Foundation • $10,000 gift from Bartell Hotels • Increased undergraduate student donor participation from 3% 19% in two years • Student Affairs employees giving rate was 42.72% during the academic year

Mission The University of San Diego is a Roman Catholic institution committed to advancing academic excellence, expanding liberal and professional knowledge, creating a diverse and inclusive community, and preparing leaders dedicated to ethical conduct and compassionate service.

Vision The University of San Diego is a nationally preeminent Catholic university known for educating students who are globally competent, ethical leaders working and serving in our complex and changing world.

Student Affairs Mission Statement In the Catholic tradition, we create an educational environment which motivates and inspires student learning and personal development, serves the University community, and challenges students to make a positive contribution to society.

USD Strategic Initiatives 2010-2015 • Redesign the Core Curriculum • Strengthen undergraduate research and scholarship • Engage students in themed Living-Learning Communities • Renovate general use classrooms • Leverage the Ashoka Partnership • Engage alumni and build relationships • Expand USD’s global presence • Assess programs expressing our Catholic character • Imagine Alcalá Park West

USD The University of San Diego expresses its Catholic identity by witnessing and probing the Christian message as proclaimed by the Roman Catholic Church. The university promotes the intellectual exploration of religious faith, recruits persons and develops programs supporting the university’s mission, and cultivates an active faith community.

It is committed to the dignity and fullest development of the whole person. The Catholic tradition of the university provides the foundation upon which the core values listed below support the mission.

Academic Excellence The University pursues academic excellence in its teaching, learning and research to serve the local, national and international communities. The University possesses that institutional autonomy and integrity necessary to uphold the highest standards of intellectual inquiry and academic freedom.

Knowledge The University advances intellectual development; promotes democratic and global citizenship; cultivates an appreciation for beauty, goodness, and truth; and provides opportunities for the physical, spiritual, emotional, social, and cultural development of students. The University provides professional education grounded in these foundations of liberal learning while preparing students to understand complex issues and express informed opinions with courage and conviction.

Community The University is committed to creating a welcoming, inclusive and collaborative community accentuated by a spirit of freedom and charity, and marked by protection of the rights and dignity of the individual. The University values students, faculty and staff from different backgrounds and faith traditions and is committed to creating an atmosphere of trust, safety and respect in a community characterized by a rich diversity of people and ideas.

Ethical Conduct The University provides a values-based education that informs the development of ethical judgment and behavior.

The University seeks to develop ethical and responsible leaders committed to the common good who are empowered to engage a diverse and changing world.

University of San Diego Student Affairs

5998 Alcala Park San Diego, CA 92110 www.sandiego.edu/studentaffairs www.sandiego.edu/torerolife

Compassionate Service The University embraces the Catholic moral and social tradition by its commitment to serve with compassion, to foster peace and to work for justice. The University regards peace as inseparable from justice and advances education, scholarship and service to fashion a more humane world.