2019-2020 Priorities

Seven students smile for photo.

Our vision for 2019-2020

 


Academic Success Center

  • Re-establish EOP as a distinct program within the ASC with advisors dedicated to their EOP cohort and the addition of a transfer cohort.
  • Establish and implement a new student success program targeting first generation first year students.
  • In support of the Warriors on the Way (WOW), launch of Project Rebound, a collaborative program with Modesto Junior College, and hire the Student Success Coordinator to support the Stockton Campus.

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Associated Students, Inc. & Student Center

 

  • Prioritize, develop, and plan for a smooth transition into the Univeristy Student Center.
  • Coordinate a successful University Student Center Grand Opening and ASI & Student Center Reunion Events.
  • Create excitement by coordinating events to maximize exposure, increase awareness and celebrate the opening of the Student Center.
  • Continue to instill and broaden a sense of campus pride and belonging in the campus community for students, faculty, staff, and administrators.
  • Introduce the Warrior Way pledge at freshmen and transfer New Student Orientations.
  • Provide discounts for red apparel orders.
  • Continue promoting wearing Red on Warrior Wednesdays.
  • Distribute Warrior incentives for students to display campus pride.
  • Work to enhance and ensure student success through our programs and services provided, which respond to the changing needs of our dynamic student population.
  • Maintain ongoing partnership with Turlock Transit.
  • Provide Scholarship Funds & Emergency Grants.
  • Provide Study Abroad Scholarships
  • Provide services to student organizations.
  • Provide more student employment opportunities.
  • Workshop presentations.
  • Create and provide a successful implementation of new and traditional events and programs.
  • Continue the following events: Welcome Week, Homecoming Special Events, Multicultural & Diversity Events, Sustainability Events, Mental Health Awareness Week
  • Revamp and improve marketing strategies to increase visual awareness of both ASI & Student Center.
  • Increase awareness of priorities, initiatives, and services of the ASI & SC Board of Directors
  • Adapt new marketing strategies to best serve the current and future needs of ASI & Student Center.
  • Maintain strong social media presence, continually adjusting & adapting to current trends.
  • Add a digital signage platform as a resource to increase advertising in Student Center.
  • Develop innovative marketing strategies and campaigns.
  • Stay relevant and up-to-date on emerging technology trends.
  • Increase access to and awareness by marketing new services: Student Scholarships, Study Abroad Scholarships, Student Emergency Grants, Laptop Rental Programs, Conference & Event Space, Vendors.
  • Continue to recruit, train, hire (or appoint) student assistants and members.
  • Provide employment and member opportunities to students who develop leadership skills, promote student involvement and assist in effectively preparing students for professional employment.
  • Update & approve Policies, Procedures, and Bylaws as needed.
  • Identify documents that need to be updated and ensure all align with current missions and goals.
  • Expand presence at the Stockton Campus.
  • Encourage Stockton students to participate in programs that will enhance campus life and their educational experience.
  • Increase the quality of student programming and aim for higher turnout of student participation.
  • Provide additional resources and increase exposure and usage of ASI & Student Center services.
  • Compile & maintain University Student Center foot traffic data.
  • Implement strategies to measure foot traffic analytics.

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Athletics

  • Identify student-athlete academic success, team GPA's and the overall student-athlete experience.
  • Identify and address barriers to athletic competitive success.
  • Plan for the future of the Athletics Program by being an integral part of our communioty, engaging in community outreach.
  • Cultivate financial investment in the Athletics Program.

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Basic Needs

  • Establish tracking mechanisms for data-informed decision making.
  • Create financial planning and operational procedures for each program under the purview of the Care Manager.
  • Develop infrastructure to both maintain and expand resources and programming at both the Turlock and Stockton Campus.
  • Enhance existing content on the websites for Basic Needs, Food Distribution and Warrior Food Pantry.

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Campus Recreation

  • Continue to facilitate the Student Recreation Oversight Committee SROC, in its perseverance to allow students to voice their concerns and be a part of the changes to the face and programs in order to show students that their voices matter and are being heard.
  • Increase the number of full-time staff to assist with daily operations.
  • Increase services to students at the Stockton Campus.

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Career & Professional Development Center

  • Strengthen the Center's infracstructure and support the professional development for staff.
  • Contribute to campus retention and graduation initiatives.
  • Build and maintain strong employer relations and community support.

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Diversity Center

  • Relocate to a temporary location, hire staff and establish services.
  • Hiring of professional student staff and training of existing staff.
  • Establish a culture of diversity and inclusivity related workshops and activities.
  • Serve as a catalyst to further empower the campus community, advance critical dialogue and self-reflection and promote sustainable social change and equity.
  • Establish relationships and diversity related activities at the Stockton Campus.
  • Provide bi-weekly support at the Stockton Campus by providing tabling activities and workshops.

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Health Education & Promotion

  • Continue efforts with the health communications and social media including Instagram and the Social Norming Campaign.
  • Market the Health Education and Promotion office to the campus community in coordination with the Health & Wellness Department.
  • Continue to partner with Basic Needs to facilitate operational expansion and support of the Warrior Food Pantry.

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Housing & Residential Life

  • Hone administrative efficacy, our priority is to implement StarRez Portal X, including updating several operational processes and cross-training staff to use the new technology.
  • Enhance the functionality and cost efficiency of residential facilities with a priority to move forward with two significant facilities projects -  WiFi upgrade and connecting to the University central heating and air conditioning plant.
  • Facilitate intrapersonal connections of Housing residents with a priority to develop and implement curricular approaches within the residential experience, including roommate relationships, community interactions and academic engagement.

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Learning Commons

  • Cultivate awareness of program and increase outreach to the campus community, including Update our website and develop a social media presence. 
  • Purchase and implement new scheduling and payroll software, implement StanTutor. 
  • Develop department mission, vision, and values.

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Psychological Counseling Services

  • Constructively manage and integrate the influx of students wanting immediate attention to crisis situations with the needs of students for continuity in counseling.
  • PCS’s request for one-time funding from Chancellor’s Office was awarded on Jan. 9, 2020.  A priority is to manage this one-time funding for mental health-related partnerships and services (e.g. expanded connection with Haven Women’s Center, Wellness website, TAO Connect virtual assistance for counseling, mindfulness area for students, etc.).
  • Maintain and enhance collaborative outreach programming to connect with students and their needs for mental-health related education, as well as needs of the larger campus community, ASI, etc.

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Student Conduct

  • Identify professional development training for student behavior risk assessment.  
  • Participate in opportunities to educate the campus community about student conduct and academic integrity violation training for faculty and or faculty chair leadership.
  • Participate in the meetings, conference calls and trainings from the Chancellor’s Office pertaining to policies, guidance and process especially with revisions to Executive Orders due to the variability of changes and advisement.

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Student Health Center

  • Ensure and promote quality, comprehensive, and cost effective healthcare and work to integrate quality improvement in all programs, services, and work processes (as the Student Health Center merges with Psychological Counseling, Recreation, and Health Education and Promotion to become the Health and Wellness Department within Student Affairs).
  • Promote staff engagement and provide a rewarding, supportive, and safe workplace that fosters professional and personal growth and well-being
  • Pursue technological improvement and innovation as a means toward greater efficiencies for improved care, risk management, and outcome measurement.

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Student Leadership & Development

  • Increase training for all student organizations including Greek Life, build a stronger foundation for organizations through Warrior Hub, and continue to expand student organization advising to provide better support to students.
  • Expand and improve leadership development initiatives and the Co-Curricular program through the Warrior Leadership Program, Dr. Marvalene Hughes Leadership Conference, and other leadership opportunities and partnerships.
  • Develop more opportunities for student engagement and build more campus traditions in partnership with Student Affairs departments; Associated Students, Inc. and University Student Center; academic departments; and student organizations.

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Student Support Services, TRiO

  • At least 75% of all SSS participants will persist from one academic year to the beginning of the next academic year or graduate.
  • At least 75% of all SSS participants will meet the performance level required to stay in good academic standing.
  • At least 52% of SSS participants from the 2013-2014 cohort expected to graduate within six years.

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Upated: March 2, 2020