Student Affairs Strategic Plan

1.1  Foster a vibrant student-centered campus.

1.1a  Prioritize defined student populations (e.g., commuter, residential, evening/weekend) and offer co-curricular options that center student identities, interests and promote well-being.

1.1b  Engage all students in at least two co-curricular opportunities that enhance their sense of purpose and belonging in their first year at UW Tacoma.​

1.2  Enhance infrastructure and resources that promote holistic well-being of all students.​

1.3  Create and sustain a high-impact Student Affairs student employment program.

2.1  Develop a five-year Strategic Enrollment Plan through a unified and collaborative University-wide process.

2.2  Achieve right-sized enrollment through the implementation of the Strategic Enrollment Plan.

2.2a  Diversify the mix of students enrolled, e.g., increasing the proportion of non-resident students.

2.2b  Implement a student information system to communicate critical student needs to support student persistence and retention.

2.2c  Increase enrollment through the development and implementation of a program to re-engage stop-out and returning students.

2.3  Implement continuous improvement practices in communications that impact student enrollment and persistence.

2.4  Audit the business systems and processes in each unit of Student Affairs to identify and correct barriers to enrollment, particularly practices that prevent achieving campus equity and inclusion goals.

3.1  Create annual professional development plans in partnership with all staff (classified, professional, and student staff), including elements of supervisor support in terms of finance and time; development of specific goals and methods; and documentation.

3.2  Integrate growth in diversity, equity, inclusion, and anti-racism competencies into all staff professional development plans.

3.3  Contribute to a transparent and collaborative culture that supports a positive staff experience in every stage of their employment.

3.4  Create an annual series of in-house professional development opportunities.

3.5  Integrate growth of supervisory skills into all supervisors’ professional development plans.

4.1  Define and create a culture of assessment across the division that informs program and process improvements.

4.2  Designate an assessment champion from each department and create a set of metrics for each unit, including key performance indicators.

4.3  Coordinate ongoing training and support for developing, tracking, and acting upon metrics in a way that makes data tracking accessible to all constituents.

4.4  Establish an Assessment Council to advise ongoing metrics tracking and analysis.

5.1  Document each department’s community-engaged work in Collaboratory annually.

5.2  Incorporate student voices into each department’s annual plans for continuous improvement practices.

5.3  Develop and implement an annual faculty-focused communication plan to improve awareness about Student Affairs resources.

5.4  Encourage and facilitate opportunities for bidirectional learning with faculty every quarter.

5.5  Provide biannual professional development opportunities to enhance staff skill sets for partnership development and community engagement in higher education.